LDP Business Magazine, February 2010 by Liverpool Post & Echo

M O N T H LY R E G I O N A L B U S I N E S S M A G A Z I N E

LDP BUSINESS w w w . l d p b u s i n e s s . c o . u k F J ea bn ru ua ar ry y 2 20 01 10 0

The Hot 100 Merseyside’s fastest-growing companies – Special reports: Pages 7-13

It’s full steam ahead for ACL Ian Higby steers shipping firm through the recession

● Big Ambitions: Lloyds looks to grow ● All change: Collapsed law firm’s HQ recycled ● Plan B: Kirkby looks to the future

B1 co uk we put your Business First

INSIDE 4

LDP BUSINESS

NEWS

Lloyds expands corporate team

EDITOR Bill Gleeson 0151 472 2319

BIG FEATURE

The region’s fastest-growing companies

bill.gleeson@liverpool.com

DEPUTY BUSINESS EDITOR Tony McDonough 0151 330 4918

16 COMMERCIAL PROPERTY Law firm HQ gets new use

tony.mcdonough @liverpool.com

BUSINESS WRITERS Alistair Houghton

BIG INTERVIEW

alistair.houghton @liverpool.com

Ian Higby, Atlantic Container Line

Barry Turnbull

ECONOMIC DEVELOPMENT Focus on Knowsley

26 INTERNATIONAL TRADE City firm’s Dubai mission

barry.turnbull @liverpool.com

Neil Hodgson neil.hodgson @liverpool.com

Alex Turner

alex.turner@liverpool.com

HEAD OF IMAGES Barrie Mills

barrie.mills@liverpool.com

HOW GREEN IS YOUR BUSINESS?

MARKETING EXECUTIVE Litza Gorman 0151 742 2352

ADVERTISEMENT DIRECTOR Debbie McGraw

Using cash to cut carbon

TRANSPORT

ADVERTISMENT SALES Jackie McMahon 0151 330 5077 Trudie Arlett 0151 472 2476

PROFESSIONAL SECTORS Top lawyer defends Cities report

36 SCIENCE & TECHNOLOGY

PHOTOGRAPHY Trinity Mirror

Tesco backs dairy visitor centre

38 EDUCATION

Offering Hope to businesses

PUBLISHED BY Trinity Mirror NW2, PO Box 48, Old Hall Street, Liverpool, L69 3EB.

41 RESTAURANT REVIEW San Carlo, in Liverpool

42 THE LIST

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NETWORKER

Alistair Houghton salivates over an invitation

LDP Business is printed monthly and distributed with the Liverpool Daily Post. No part of this publication may be reproduced without permission of the publisher.

46 SOCIAL DIARY

Carolyn Hughes out on the town IT WAS very cheering to hear the news yesterday that Cammell Laird has secured a £50m contract to build the flight deck of HMS Queen Elizabeth. The 65,000-tonne aircraft carrier has spent a long time on the drawing board, but finally Laird’s and the MoD have signed on the dotted line. This ship is likely to be matched by an order for a second vessel, to be called HMS Prince of Wales, so there should be years of work ahead for hundreds of Merseyside shipyard workers. I remember reporting in the Daily Post 12 years ago that the then Cammell Laird wanted to pitch for the carrier contract. In those days, the bosses at Laird’s had their hopes raised that they could build the whole vessel. Sadly, that’s not to be,

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EDITOR’S LETTER but the work they have clinched represents a significant slice of the action. The satisfactory conclusion of the talks must be a big relief to Laird’s. There was a lot of speculation that tight government finances and the rapidly changing nature of military conflict could cause the carrier project to be scrapped. Cammell Laird has been bust and then reborn since those days. The shipyard’s latest incarnation, led by

John Syvret, is going from strength to strength, as spelt out in its latest results, published last week. Turnover was up 70% to a few quid short of £91m. The growth is phenomenal and the recession appears to have done nothing to scupper progress. The whole-of-life contract to maintain Royal Fleet Auxiliary vessels, for the Ministry of Defence, has made a big contribution to the success. While the shipyard industry has historically suffered from the erratic nature of the flow of work, that will now be less of a problem for Laird’s these days. The MoD’s 25year contract should

keep a steady stream of vessels docking in Birkenhead for years to come. But it’s not just been the MoD contracts that have helped the shipyard grow. There have been other big deals secured in recent times, including the lengthening of a Norwegian cable-laying vessel and Irish Sea work such as the maintenance of the Ulysses, a 50,000-tonne car ferry that was in dock last month. Nor is it just Laird’s topline figure that’s growing. Pre-tax profit has risen to £9.4m, from £6.25m. The biggest winner of all is Mr Syvret himself, who owns 50% of

the business. He has benefited from substantial dividend payments. Laird’s is just one of the entries in our Hot100 table published in this edition of LDP Business. Despite the recession, this list shows that plenty of local businesses have continued to grow strongly. Indeed, despite its very robust performance, Laird’s is only seventh in the list. Top of the Hot100 is a relatively recent start-up based in Knowsley, called I-paye. Its first few years’ trading have seen rapid growth. It’s a prime example of entrepreneurs spotting a gap in the payroll services market and moving with alacrity to fill it.

BILL GLEESON 3

NEWS

Impact Security makes headway in UK expansion

Impact Security operations director Frank Jackson

IMPACT Security Services, from Ormskirk, has announced a prestigious contract win in central London. It will provide corporate security and reception duties to the Health & Safety Executive and Crown Prosecution Services. The contract, a total of 456 hours of security per week, is centred on agencies’ main offices. This adds to Impact’s increasing portfolio of clients, from retail and distribution centres to corporate clients. Impact’s operations director, Frank Jackson,

said: “We cannot emphasise enough how important this contract is. “For a long time, we have been trying to get a foothold in the corporate security sector within central London and this is probably one of, if not, the most prestigious security contracts in central London.” He added: “Our goal now is to try and maximise this contract to enable us to grow the corporate sector of our business, not only in London but throughout the UK.”

Lloyds aiming to boost Mersey market share LOYDS Banking Group is aiming to increase its share of the Merseyside corporate market, its new area director has told LDP Business. Tim Rigg and his team, based in St Paul’s Square, in the heart of Liverpool’s business district, cater for firms turning over more than £15m. Despite the downturn and the talk of banks being reluctant to do business, Mr Rigg insists his team of relationship managers is out on the road actively seeking new business. He estimates the bank currently has a 14% slice of the local market, a long way behind market leader Royal Bank of Scotland, which has a share not far off 50%. “I think we can get our share above 20%,” said Mr Rigg. “That would be our aim, although it is a big challenge and not something we could do overnight.” Lloyds is now merged with Halifax Bank of Scotland and, although the two brands are still being used, it is likely in the very near future that only the Lloyds name will be used in corporate banking. Mr Rigg added: “We are now marketing with the Lloyds name on our business cards, and whether the customer is with Lloyds or BoS the decisions on lending are being made by the same team with the same criteria.” Mr Rigg is running a team of 15 relationship managers each handling between 20 and 25 clients each. He said: “In the last 12 months, feedback from our customers tells us that the role of the local relationship directors and their knowledge and experience has become increasingly important and as a consequence our team has had to grow to keep pace. “Having people on the ground is crucial to the way we do business.”

Tim Rigg, front, with his Liverpool-based Lloyds team

Lord Mandelson – made 10-day payment pledge

Public sector is ‘still paying late’ A NORTH-WEST business group claims the public sector is not sticking to its pledge to pay its suppliers within 10 days. Business secretary Lord Mandelson announced the 10-day pledge in October, 2008, in a move applauded by small business leaders. But Len Collinson, leader of the Merseyside-based Private Sector Partners (PSP), claims many public bodies are simply ignoring it. PSP speaks for 140,000 firms across the region and Mr Collinson cites research from credit agency Graydon UK which found that 98% of small firms supplying the public sector are not being paid within 10 days. Two-thirds said they are still waiting more than 30 days.

Mr Collinson said: “The 10-day payment pledge was an important and helpful announcement by the Government. “However, I have been worried for some time that too many public bodies are simply ignoring it and these findings are hard evidence of that suspicion. “PSP is holding a small firms’ summit in Burnley on February 18 to discuss big issues and problems of this kind. The findings of the summit will be fed back to key government agencies locally and regionally. “We urge private businesses with concerns to come along and make their views known. “There has been a culture of sloppy late payment in parts of the North-West’s public sector historically.”

ADVERTISING FEATURE

Top Form for interior design

Young entrepreneur offers contemporary office solutions, thanks to assistance from Stepclever STEPCLEVER is an initiative to generate an enterprise culture in north Liverpool and south Sefton, by offering free business advice and support, as well as grants and other financial assistance for existing enterprises, start-up companies and individuals. Here we look at an exciting venture which is being helped by Stepclever.

AFTER working for his father’s furniture company for six years, Jamie Thompson decided to build on his knowledge and experience of the industry, by combining his passion for interior design with his start-up business concept. Launched 14 months ago, Form Contemporary Office Solutions specialises in supplying and installing modern furniture that’s not only practical, but also looks great. With Liverpool changing so much in recent years, Jamie realised that organisations demand more when it comes to image – they don’t just want “a desk” or “a chair”, they want something that represents their brand and makes Form’s design reflects a brand image them stand out

from the crowd. And it’s not just about looking good for Form, as the environment is also seen as a major priority. All the products are selected with sustainability in mind, ranging from how they’re manufactured right through to the types of materials used. One of Form’s latest clients is a company specialising in green energy. Through Form, they were able to buy a variety of environmentally friendly furniture – even the fabric on the chairs was made from recycled nettles. Jamie said: “Interiors really excite me, but it’s important that I don’t think too big, too quick. “The business is growing at a great pace and my client list is getting bigger and bigger, but I’m determined to take my time and grow Form steadily. “My goal is to open my own showroom, but at the moment I’ll concentrate on working

with new and existing customers.” Jamie received a £5,500 Stepclever grant in 2008 to start up his business, and he knows that without the financial help and support, his idea would not have taken off as quickly as it has. Jamie added: “Thanks to the funding, I was able to buy

the tools I needed to get the business running straight away. I invested in a stylish office and put some of the funding towards an e-commerce website which is due to launch next month. “I couldn’t praise Stepclever enough and I’ve recommended them to loads of other people who have also gone on to

secure funding, helping them meet their full business potential.” ■ TO FIND out more about Form, go to www.formoffice.net, or call 0800 783 1550. Alternatively, call into the Form office, based at Wellington Employment Park South.

If you answer YES to any of these questions then you need to call us! • Want to start your own business? • Need funding advice for an existing business? • Need advice on bidding for tenders? Stepclever offers FREE specialist advice to growing businesses in north Liverpool and south Sefton. We can also help you to access a range of funding advice and services, from finding business premises to putting you in touch with a dedicated Business Development Manager that can help you on a one to one basis through the whole process. For further information email

info@stepclever.co.uk Call 0800 030 4376 or visit www.stepclever.co.uk

Jamie Thompson received a grant from Stepclever to start up his business

Enable your business potential with a new networking event Stepclever and Enable North Ltd invite you to a newly formed networking event - coffee morning style! Aimed at bringing together new and existing local business people, it’s a great opportunity to network with lots of new faces from other businesses based in the area. If you want to share

your idea for your new venture, meet with other local businesses, or just find out what help and support is available to you, including funding, then come along. Stay for 10 minutes or for two hours. It’s relaxed, informal and free to attend. The next event is on Wednesday, February 3, 2010. It runs from 10am

to 12pm and takes place at the Isla Gladstone Conservatory, Stanley Park, Anfield Road, Liverpool, L4 0DT. ● To find out more information visit www.enable-north.org.uk or contact Chris Heyes on 0151 600 2950. Alternatively, email cheyes@liverpoolvision .co.uk.

NEWS

TOTALLY

FRANK

Frank McKenna is the chairman of Downtown Liverpool In Business TAKE the politics out of planning . . . DOWNTOWN in Business has backed a national campaign opposing a future Tory Government’s planning policies. The Conservatives have suggested that they want to hand over more power to local councils for planning decisions – a proposal that I believe would be disastrous. Downtown has a significant number of members in the property sector, and I have yet to meet one of them operating in this city that would welcome additional planning powers being handed over to the City Council. I’m afraid that councils, and council members in particular, have great difficulty in viewing planning applications objectively. The fact is that a councillor’s first priority is often to get re – elected, and therefore if a planning application is considered unpopular in key electoral seats, however compelling, it will be rejected by elected members. Political whims and parochialism take precedent over the merits of any proposed scheme. What we need is less political influence over planning issues, not more. Councillors should be consulted in the planning process, enabling them to transparently argue against applications where their constituents are in opposition. However, the final outcome ought to be delegated to a panel consisting of independent experts who can, genuinely, come to a fair conclusion. I am concerned that, if the Tories go ahead with this move, we will see an increase in costs to both developers and local authorities, as appeal after appeal is lodged against

negative planning decisions. With a few notable exceptions – Manchester springs to mind in the North-West – councils do not have the capacity to take on the additional responsibilities the Conservatives are proposing. The idea of Liverpool’s planners being given additional powers is, quite frankly, frightening. I hope that David Cameron and his team think again. A national campaign, Building Futures, has been launched, with some of the property sector’s biggest players’ backing it. It articulates the same concerns as I have. Let’s hope the Conservatives listen. Other more positive proposals around the Conservatives’ reform agenda include the opportunity for cities, including Liverpool, to have a referendum on the issue of an elected Mayor. Then there is the introduction of a Minister for Merseyside; and a review of the much talked about tram project, which will be led by [Lord] Michael Heseltine. As the people of Liverpool look more likely than they have in a decade to elect a Labour council, it seems that past tensions between a local administration and Whitehall are unlikely to re-emerge, with both parties far more pragmatic and, perhaps, mature than their predecessors. The last thing Liverpool needs is a return to battle with central government, and we can glean much comfort from the fact that the new Conservative Party and New Labour appear ready to work together, should the election results in May go the way of the pundits’ predictions and recent polls.

‘What we need is less political influence over planning issues, not more’

Restaurateur’s Noble aim Stuart Ross in the newest of his three city centre venues – The Noble House, in Brunswick Street

Gary Stewart talks to Stuart Ross, operator of three city eateries ONE of Liverpool’s most prominent bar and restaurant owners is predicting a recession-busting resurgence for the city in 2010. Stuart Ross, 54, is a former Tesco supply chain manager who spent his career in traditional retail environments including Iceland Frozen Foods, Whitbread, and Excel Logistics. That all changed three years ago when, with Rob Prescot of The Living Room, he took over the running of the up-market Alma de Cuba, in Seel Street. In December, he opened his third venue, The Noble House, in Brunswick Street, to go alongside Portico Cantina and Bar on the Albert Dock, on the site of Raven Irish Bar. Mr Ross is bullish about his prospects, despite operating in the worst recession in a generation. He said: “I don’t think there’s ever been a better time to get into restaurants and bars. “When we first got in three or four years ago, you paid premium prices for stuff. Rents were high so landlords could demand whatever they wanted and people would pay it. “Where we are now, if you have a reasonable offer and a reasonable chance of surviving, landlords will take you on at much reduced covenant, lower rents, better incentives and the costs are dramatically lower. “Now’s the time to be in this business. Now’s the time to get good sites and don’t mortgage yourself for the next 10 years to do the refit.” Stuart, who moved up to Liverpool 29 years ago to be with his wife, Irene, from Netherton, explained how he sees Liverpool today, post Capital of Culture. “If you think what the 2008 Year of Culture has brought, there must be double the number of restaurant covers available to the customer now,” he said. “There are good places to go, whether it's Yo Sushi, Chaophraya, San Carlo coming into the business district, the growth of outlets around Hope Street.

Alma de Cuba, in Seel Street “Two years ago, I remember saying to somebody I can name 10 restaurants in Glasgow I could recommend you go and eat at, but I couldn’t think of any in Liverpool. “Now there's San Carlo, Restaurant Bar and Grill, Puschka, Hope Street, The Carriageworks, Alma de Cuba, which has just been voted restaurant of the year second year running in the Juice FM awards, the Noble House, so we’re now getting to the stage where there are seven, eight, nine restaurants. “We still don’t have a really good restaurant like the Ubiquitous Chip in Glasgow, but the stock is definitely getting higher. And the people just below that top 10 are great, too.” What does he attribute that success to? “Capital of Culture must have been part of it,” he said. “What we bet on was that the Capital of Culture would be the start of things and we think that's starting to come true. Our sale year-on-year during the

Capital of Culture year went up about 15% and this year we're 12% up on that without giving anything away or prices coming down. “The truth is a few years ago in Liverpool it didn’t feel a bit cosmopolitan or a bit fun to be in. But now it’s feeling a bit like a sea port. A bit barcelona-ish, with a small b at the moment, but that’s the kind of potential you have. “We’re fast catching up other cities, if not overtaking them. And that’s what happened with Glasgow after their Capital of Culture year.” For Mr Ross, with his Tesco-bred emphasis on quality, consistency, and “delighting the customer” there is only one way for Liverpool to go. “Restaurants and bars will still go out of business but they'll be replaced by better stock,” he added. “People who live here should be putting bars and restaurants under a lot of scrutiny, because you want them to be the best.”

IN ASSOCIATION WITH

THE BIG FEATURE

The Hot 100

Soaring heavenwards . . . the team at i-Paye Employment Services, in Knowsley

▲ ▲

Who are the region’s fastest-growing firms? LDP Business finds out which companies have seen their turnover soar, despite the recession

THE BIG FEATURE HOT 100

THE HOT 100 Introduction by LDP Business editor Bill Gleeson

EVEN at a time of economic crisis, there will always be some businesses that shine – and this year’s LDP Business Hot 100 is the ultimate showcase for those success stories. It’s good to see so many firms that have managed to boost their turnover during the recession and the credit crunch. i-Paye Employment Services has grown at an extraordinary rate, as detailed opposite. But there are many great success stories in this league table, from well-known Mersey brands such as Cammell Laird to some lesser-known firms that have quietly got on with building their businesses. As ever, there are firms from throughout the region in the Hot 100. But it is noticeable that West Lancashire has a very strong presence. Perfume company Vivalis and automotive supplies firm SET Europe, both from Skelmersdale, are in the top 10, with Rectus-Tema UK, of Burscough, in 14th place and Fredericks Dairies ranked 20th. But what this Hot 100 table also shows is the way the recession has hit private firms. Look away from the top cluster of firms and focus instead on the firms in the bottom tenth of the table, and you see growth rates in

single figures. Mersey Waste, for example, comes in at number 100 with 8% growth. Last year, the company in 100th place was Calyx (UK), with growth of 26%. That would have ranked Calyx at 42nd in this year’s table – a fact that shows just how growth has slowed across the region. These figures, of course, largely cover 2008 – the year when the recession and the banking crisis really started clobbering our firms. Next year’s Hot 100 will tell us how they fared in 2009 – another tough year, but one in which the economy started showing signs of recovery. I look forward to seeing how the companies featured in this list develop and grow – and, of course, you can read about it first at LDP Business, in print and online. ■ THE data for the Hot 100 was provided by Experian, the global information solutions business, and is based on the latest annual accounting records filed at Companies House. To be included in the Hot 100, companies must meet particular criteria including registration at Companies’ House, two years’ worth of full accounts, an active trading status, and have a turnover of above £250,000.

‘Ultimate showcase for the region’s success stories’

IN ASSOCIATION WITH

5m sq ft property empire stretching across the UK SPENCER BUSINESS PARKS

SPENCER Business Parks is a major subsidiary of the Knowsley-based Spencer Group, which specialises in commercial property investment and development. Latest available accounts show Spencer Business Parks has seen annual turnover soar from £2.2m to £5.7m. It is split into three main divisions – industrial parks, office parks and trade counter developments. It operates around 800 units on 101 estates across the UK with floorspace totalling more than 5m sq ft. Spencer Business Parks acquired 12 multi-let industrial estates in 2008 totalling 676,352 sq ft. Local sites include Olympic Park, in Ellesmere Port; Nexus, Knowsley Business Park; Link, Huyton Business Park; Chapel Brook Trade Park, Huyton Business Park; Sefton Business Park, Aintree; St James Point, Moorgate Road; Arrowe Commercial Park, Upton, and Glebe Park, Pimbo Point and Pikelaw Place, all in Skelmersdale. The Spencer Group was founded by Jim Spencer and evolved out of his family’s scrap metal business. He started running the firm in the 1950s while still in his teens. During World War II, the government had banned the export of steel as such raw materials were seen as essential to the war effort. This started to relax in the mid-1950s and exporters were allowed to start sending shipments to Europe and to Japan, and the company did very well out of it. During the 1960s, it evolved into a steel stockholding business and things went well until the 1970s and early 80s when many parts of the UK economy, steel included, went into decline. It was at that point Mr Spencer switched the focus to property. In an interview with the Daily Post a couple of years ago, Mr Spencer outlined the company’s approach. He said: “In the past, if you owned a

One of Spencer’s properties, at Huyton Business Park large commercial unit you would look for a single blue-chip occupier and try to get them to sign a 25-year lease. But blue-chips can also get into trouble and you can find yourself with an empty building. “We sub-divide our space into

smaller units. They can range from manufacturing facilities to storage for retailers. Many of our sites are conveniently located near to motorway junctions. We find this suits the tenants, who don’t like to be too far from the main city centres.”

Another strong year for resurgent shipyard CAMMELL LAIRD SHIPREPAIRERS AND SHIPBUILDERS

TJ Morris, owner of the Home Bargains chain, saw turnover rise 26% last year

CAMMELL Laird achieved sales of more than £90m last year, increasing its yearon-year sales by 70%. The Birkenhead shipyard, which was reborn in 2001 after collapsing into liquidation, has been rebuilding sales and its international reputation in recent years. Its accounts just lodged at Companies House, for the year to May, 2009, show its £90.8m sales for the year were only just below the aggregate for

2007 and 2008 – and were nearly five times greater than just three years ago. It has also managed to grow profits at an even faster rate. Its pre-tax profits – up £3.2m to £9.4m this year – have increased by 540% in three years. Chief executive John Syvret attributed the growth to the company’s “growing reputation for delivering a cost-effective quality service”. He said: “We are delighted as a business

as to the growth the company has achieved year-on-year. “We are extremely optimistic that the company will continue to grow.” During the financial year, it completed the refits of Royal Fleet Auxiliary (RFA) Fort Rosalie, Fort George, Gold Rover and Bayleaf, and started the refit of RFA Fort Victoria. It also completed major commercial contracts with Bibby Line and James Fisher Shipping.

John Syvret

THE BIG FEATURE HOT 100

IN ASSOCIATION WITH

Top of the pops: i-Paye directors, from left, Paul Hughes, Gaynor McGrail, and Shaun McGrail

Payroll firm a study in success I-PAYE EMPLOYMENT SERVICES

THE little consultancy founded in a study in Shaun and Gaynor McGrail’s house has grown into an industry leader. i-Paye, of Prescot, was founded in 2005 by the McGrails who were later joined by husband and wife team Paul and Paula Hughes. Its i-Paye Employment Services arm sits at the top of this year’s LDP Business Hot 100 list. In its accounts for the eight months to March 31, 2008, its turnover stood at just over £1m – which LDP Business has calculated gives it a turnover on an annualised basis of £1.6m. But for the year to March 31, its turnover stood at £22.5m – an increase on that annualised figure of 1,269%. That eye-catching growth figure came about partly through reorganisation at the group, but that cannot take away from the huge success the company has seen in

under five years. i-Paye offers payroll services to self-employed contractors who find work through recruitment agencies. It effectively employs the contractors, ensuring their tax and National Insurance is paid and guaranteeing their employment rights such as sick pay. Shaun McGrail and Paul Hughes met as trainees at Deloitte and Touche in Liverpool. Mr McGrail moved on from Deloitte to spend a decade at Pricewaterhouse Coopers, while Mrs McGrail worked at Rathbones before spending a decade at Rensburg Sheppards. The McGrails founded i-Paye in 2005, and were later joined by Mr and Mrs Hughes. Tax specialist Mr Hughes had worked in the payroll industry for a decade and wanted to run his own business in the sector. i-Paye started at the McGrails’ home before moving to larger

premises. Today it is based in the Kings Business Park, Prescot. In the year to March, 2006, i-Paye Ltd posted £3.4m turnover – and that rose to £23.4m in 2007. It soared again to £67m in the year ending March, 2008. For the last financial year, turnover rose to £68m – the rise was so small due to the formation of i-Paye Employment Services. That arm was founded in 2007 to handle the company’s work with construction contractors. “From a group point of view, we’ve got a £90m turnover in our fourth year. We’ve grown from having four permanent staff to having 40 permanent staff.” Mrs McGrail says i-Paye’s service helps take a weight off contractors’ minds. “From a contractor’s point of view, a period of continuous employment is very much in his interest,” he said.

“It means his tax code won’t be messed around with. He might move from place to place and he carries through his employment rights, such as statutory sick pay. “We provide umberella services. The Government likes umberella services because it ensures they’re getting full PAYE and National Insurance.” i-Paye also helps contractors who work abroad, predominantly in Norway and Holland. The group now includes a new division, i-Paye Healthcare, in response to demand from that sector. It also has a sister accountancy business, PSG Accountancy, which works for some of i-Paye’s “top-end” clients, including engineers, consultants and managers. While the company has kept growing its contractor base, it has seen the effects of the recession. Many construction projects have been delayed or cancelled, while

some of the smaller recruitment agencies it worked with have closed. But Mr McGrail says there are positive signs that confidence is returning. “The feedback we’re getting from agencies in the last two weeks is a lot more positive than in the second half of last year,” he said. “Fingers crossed, those are the first green shoots of recovery.” Mr McGrail is confident that i-Paye’s companies will continue to see strong growth – and has set the group some ambitious targets. “We want to try to double the size of the business in the next three years. The work is out there. “For example, the estimate is that there are up to 250,000 contract staff out there. “On the construction side, there’s still Olympic work to be done. Locally, there’s the potential of a new stadium for Liverpool FC, and new hospitals to be built.”

THE BIG FEATURE HOT 100

IN ASSOCIATION WITH

RAPHAEL HEALTHCARE

ELITE TELECOM HOLDINGS “PEOPLE tell us that the sky’s the limit – but, we ask, then why are there footsteps on the moon?” That’s the question posed by St Helens-based Elite Telecom, which has followed last year’s growth of 33% with a jump in turnover of 63%, to £11.1m. The firm won the small business of the year award at the Liverpool Daily Post’s regional business awards in June. Providing tailored telecoms solutions for all manner of business needs, Elite Telecom has expanded rapidly since its inception in 2001, enjoying an increased turnover and pre-tax profit for five consecutive years. It is an unashamedly ambitious firm – embodied by chief executive and founder Matt Newing, who said: “If we are not growing, there is no point getting out of bed.” Growth has been helped by acquisitions, with the purchase of Rochdale-based GP Telecom a factor in this latest leap in its sales. “Elite has worked hard over the past few years to

Raphael Healthcare chief executive Arthur Robinson

Elite Telecom founder Matt Newing build a strong offering in the marketplace with a uniquely large range of services,” added Mr Newing. “This puts us in good stead in the current economic climate and has enabled us to become one of the

companies eating, rather than being eaten.” And Elite is still hungry. In December, it bought CAN Networks, a Dorset-based firm, which is forecast to add revenues of £8.5m over the next five years.

COLORMATRIX

31, 2009, with pre-tax profits up from £287,000 to £950,000. Raphael, which was set up in 2004 by chairman John Lamb and chief executive Arthur Robinson, said it was “satisfied” with increasing patient occupancy levels and “continued to experience excellent levels of occupancy in its second full year of trading.” The growth was driven by securing preferred provider status for the East and West Midlands. Raphael Healthcare is also the preferred provider for South Yorkshire and the South West. However, the company had planning permission for a development in Rainhill turned down last January

by St Helens Council. The company is in the process of appealing against this decision, which is for a 45-bed low secure facility at Briars Hey, Rainhill. A bridging loan of £5.6m, provided by the Bank of Ireland, in September, 2007, for the purchase of Briars Hey, has been renewed and it will be converted into a development loan if planning approval is obtained. Raphael’s management has plans to open more units around the country. The ambitious plans led to a £6.1m development capital injection into the business by middle-market private equity firm RJD Partners, which valued the business at £30m.

THE BEATLES STORY

Bill Ravenna, of Colormatrix LITTLE did Detroit-born Bill Ravenna realise that his yearning for a fair English damsel would lead to the creation of Knowsley’s highly-successful Colormatrix. What is now the world’s largest manufacturer of liquid colourants and additive concentrates for thermoplastic products, was seen as the perfect excuse to keep Bill in close proximity to the object of his affection. He has since moved on in the romance stakes – and Colormatrix has grown from a fledgling firm in 1993 to a £40m operation with worldwide trading links and a major Merseyside employer. Together with Manchester Business School friends Mark

WOMEN’S mental health service provider Raphael Healthcare has announced a significant increase in its profitability. The Rainhill-based company provides care services for women diagnosed with mental illness or personality disorders on behalf of local health authorities. It operates one facility – the Farndon Unit, in Newark, Nottinghamshire – which opened in 2006. It provides 41 beds and is currently extending its provision to include a further five beds, which is scheduled to be completed by March. Turnover increased 29% to £6.98m in the year to March

Frost and David Nuttall, he established the company in a Chorlton-cum-Hardy basement before relocating to Knowsley Industrial Park in 1994. They said their big break was PET – or polyester – a niche plastic which is now a major product. “It really took off when Coca-Cola decided to put their product in PET and then everyone followed suit.” After moving from colours to additives in 2000, Colormatrix was recognised with a Queen’s Award for Innovation for its acetaldehyde scavenger that takes acetaldehyde, which gives water a bad taste, out of the bottle. Then, five years ago, the

company reached a crossroads. It comprised five shareholders, two original US owners and Ravenna, Frost and Nuttall, who realised it was time for them to buy out the US connection, the US to buy the UK connection, or to put the company up for sale. They took the latter option and, in 2006, ColorMatrix was sold to private equity group Audax. Today, Colormatrix operates in Western Europe, Eastern Europe – including Russia – the Middle East, Africa and the Indian sub-continent. In the financial year to December 31, 2008 turnover had soared 32% to £38.9m, and pre-tax profits surged from £3.9m to £7.3m.

THE Beatles Story is one of the city’s most important tourism attractions – and it has not rested on its laurels as it bids to attract still more tourists to the city. The Merseytravelowned company opened an extension to its Albert Dock home in 2008 to give it more exhibition space, a bigger shop and room for a Starbucks coffee shop. That investment paid off as its turnover rose from £1.9m in 2007 to 3.2m in 2008. In its accounts at Companies House, the company said: “The directors of The Beatles Story therefore look back on 2008 as a year of substantial change and improvement. The significant investment in the Albert Dock expansion delivered a major increase in revenues and laid the foundation for strong profit growth in the future. This is reflected in a 67% increase in turnover and a very satisfactory level of profits.” Merseytravel bought The Beatles Story in February, 2008. The organisation runs several tourist attractions on the banks of the Mersey, including

The Beatles Story, at the Albert Dock Spaceport, in Wallasey. Last year, a second Beatles Story exhibition was opened at the new Mersey Ferries terminal at Pier Head. In its 2008 accounts, the company said: “The directors believe the company is well set to de-

velop further the worldwide interest in The Beatles Story; the growth of tourism in Liverpool, which was given a major boost in 2008 with European Capital of Culture; and finally the linkage with the wide Mersey Ferries tourism offer.”

Your business... ...our business

Running a business in challenging times calls for challenging decisions. At Mazars we make it our business to work hand in hand with your business to guide you along the road to success. This true partnership approach ensures you can confidently concentrate on doing what you do best; knowing that we're working with you to keep your business on the right track.

We'd love to hear from you. Please contact: Richard Burrows â&#x20AC;&#x201C; richard.burrows@mazars.co.uk or David Nicholls â&#x20AC;&#x201C; david.nicholls@mazars.co.uk 0151 236 6262

mazars.co.uk Mazars LLP incorporating the business of Chadwick LLP

IN ASSOCIATION WITH

LDP BUSINESS HOT 100

RANK

GROWTH IN TOTAL SALES (%)

CURRENT TURNOVER (£m)

PREVIOUS TURNOVER (£m)

COMPANY NAME

REGISTERED OFFICE

1269

22.6

1.6*

I-PAYE EMPLOYMENT SERVICES

Knowsley

31/03/2009

156

5.7

2.2

SPENCER BUSINESS PARKS

Knowsley

31/03/2009

130

23.0

10.0

VIVALIS

Skelmersdale

31/03/2009

111

4.0

1.9

ROLAND SMITH

Liverpool

31/12/2008

104

22.3

11.0

MEDIMMUNE U.K

Liverpool

31/12/2008

3.5

1.8

SET EUROPE

Skelmersdale

31/05/2009

90.8

53.4

CAMMELL LAIRD SHIPREPAIRERS AND SHIPBUILDERS

Birkenhead

31/05/2009

3.2

1.9

THE BEATLES STORY

Liverpool

31/12/2008

2.4

1.4

EDEN BIODESIGN

Speke

30/06/2008

76.3

46.4

ADVANCED LIQUID FEEDS LLP

Bootle

31/10/2008

11.1

6.8

ELITE TELECOM HOLDINGS

St Helens

31/07/2008

86.7

54.1

MILLFORD GRAIN

Waterloo

31/12/2008

40.6

25.4

ALEMBIC PRODUCTS

Liverpool

31/08/2008

2.3

1.5

RECTUS-TEMA UK

Burscough

30/06/2008

7.9

5.1

LIVERPOOLFC.TV

Liverpool

31/07/2008

25.0

16.0

OSS GROUP

Knowsley

31/12/2008

31.5

20.6

JACKSON LLOYD

Liverpool

31/12/2008

107.2

70.2

CRIDDLE & CO

Liverpool

31/08/2008

6.2

4.1

DIRECT WORKFORCE

Liverpool

31/12/2007

60.9

41.4

FREDERICKS DAIRIES

Skelmersdale

31/08/2008

11.6

7.9

MCGOFF & VICKERS

Bootle

31/12/2008

2.5

1.7

PORTIA MANAGEMENT SERVICES

Bootle

31/03/2008

41.8

29.8

DACSA

Liverpool

31/12/2008

12.1

8.7

THE STRONG GROUP

Knowsley

30/04/2008

4.9

3.5

AQUA SIGNAL & TELEGRAPHIC SYSTEMS

Skelmersdale

31/10/2008

14.2

10.5

STORK COOPERHEAT (UK)

Southport

31/12/2008

4.4

3.3

NORTH WEST INDUSTRIAL ESTATES

Liverpool

31/05/2008

3.5

1.9

HERCULANIUM SHIPPING

Liverpool

31/12/2008

11.7

8.8

CONTICO MANUFACTURING

Liverpool

31/03/2008

39.0

29.5

COLORMATRIX EUROPE

Knowsley

31/12/2008

120.2

91.2

THOMAS HARDIE COMMERCIALS

Knowsley

31/12/2008

6.5

5.0

ATMORE DEVELOPMENTS

Liverpool

31/03/2009

23.5

18.2

SALADS TO GO

Skelmersdale

30/09/2008

1.9

1.5

MASON OWEN FINANCIAL SERVICES

Liverpool

30/06/2008

7.0

5.4

RAPHAEL HEALTH CARE

Rainhill

31/03/2009

3.0

2.3

LIVERPOOL PHILHARMONIC HALL AND EVENTS

Liverpool

31/03/2008

7.5

5.8

RIVER MARINE FUELS

Liverpool

31/08/2008

14.6

11.4

BUSI AND STEPHENSON

Liverpool

31/08/2008

17.5

13.7

SEAWING LANDGUARD INTERNATIONAL

Liverpool

31/03/2008

1.5

1.2

ROBENA CONTRACTS

Knowsley

31/03/2008

24.5

19.3

CONTRACT CHEMICALS (KNOWSLEY)

Knowsley

31/03/2009

47.0

37.4

TILNEY INVESTMENT MANAGEMENT

Liverpool

31/12/2008

481.6

383.4

T.J MORRIS

Liverpool

30/06/2009

1.2

1.0

GRIFFITHS & ARMOUR GLOBAL RISKS

Liverpool

30/11/2008

19.8

16.1

PENTAGON FINE CHEMICALS

Widnes

30/06/2008

2.1

1.7

FORMBY HALL GOLF CLUB

Formby

31/03/2008

109.0

88.9

HENTY OIL

Liverpool

30/04/2009

6.3

5.2

LACY ROOFING COMPANY

Liverpool

30/09/2008

18.6

15.4

H.E. SIMM & SON

Liverpool

31/07/2008

4.1

3.4

KING AND FOWLER

Liverpool

31/12/2008

50 20 * – on an annualised basis

LATEST ACCOUNTS

IN ASSOCIATION WITH

LDP BUSINESS HOT 100

RANK

GROWTH IN TOTAL SALES (%)

CURRENT TURNOVER (£m)

PREVIOUS TURNOVER (£m)

COMPANY NAME

REGISTERED OFFICE

LATEST ACCOUNTS

7.8

6.5

COUNTRY WASTE RECYCLING

Kirkby

31/12/2008

12.3

10.3

STEWART INSPECTION AND ANALYSIS

Knowsley

31/12/2008

2.0

1.7

OTTER RISK SOLUTIONS

Knowsley

31/03/2009

2.3

1.9

GOLDING,HOPTROFF & CO.

Huyton

30/06/2009

9.2

7.7

BAA BAR

Liverpool

30/04/2009

159.1

133.9

THE LIVERPOOL FOOTBALL CLUB AND ATHLETIC GROUNDS

Liverpool

31/07/2008

56.3

47.6

PETER GILDING & CO

Knowsley

30/09/2008

31.5

26.9

BRABNERS CHAFFE STREET LLP

Liverpool

30/04/2008

10.3

8.8

BRITANNIA ADELPHI HOTEL

Liverpool

31/03/2009

9.1

7.8

MWH ASSOCIATES

Liverpool

30/09/2008

20.2

17.3

JOHN HOLT & COMPANY

Liverpool

30/09/2008

18.0

15.6

2020 LIVERPOOL

Liverpool

31/03/2008

355.2

307.7

CMA CGM (UK) SHIPPING

Liverpool

31/12/2008

5.1

4.4

D.E.L.T.A. MERSEYSIDE

Bootle

31/03/2008

19.1

16.6

ABBEY ROAD TANKS

Bootle

30/06/2009

9.2

8.0

MATTHEW GURRELL

Liverpool

31/10/2008

2.1

1.9

NORTHERN OFFICE INVESTMENTS

Liverpool

31/10/2008

203.2

178.8

CARGILL COTTON

Liverpool

28/05/2008

10.6

9.4

GRANGE PACKAGING & DISTRIBUTION

Liverpool

31/03/2009

2.3

2.0

SMITHY MUSHROOMS

Ormskirk

31/12/2008

27.1

23.9

TALACRE BEACH CARAVAN SALES

Liverpool

31/01/2009

8.3

7.4

CURTINS MANAGEMENT

Liverpool

31/12/2008

6.1

5.4

LIVERPOOL ASSOCIATES IN TROPICAL HEALTH

Liverpool

31/07/2008

3.0

2.6

ESTUARY SERVICES

Bootle

31/12/2008

36.7

32.6

TUNESIDE

Liverpool

31/12/2008

3.1

2.8

CU-PLAS SUPPLIES

Liverpool

30/06/2008

32.7

29.1

ENGLISH PROVENDER COMPANY

Liverpool

31/08/2008

1.7

1.5

JESSOP FUND MANAGERS

Knowsley

31/03/2009

1.9

1.7

AS CREATION (UK)

Formby

31/12/2008

36.1

32.3

LIME PICTURES

Liverpool

31/08/2008

4.3

3.8

DPM (UK)

Liverpool

31/12/2007

3.8

3.4

DBH SERVICED BUSINESS CENTRES

Liverpool

30/06/2008

28.0

25.1

M J QUINN INTEGRATED SERVICES

Knowsley

31/05/2008

4.0

3.6

DENHOLM REES & ODONNELL

Aintree

30/06/2008

24.6

22.2

CHUMS

Knowsley

31/12/2008

6.0

5.4

GROVES, JOHN & WESTRUP

Liverpool

31/12/2008

3.2

2.9

NET NORTH WEST

Ormskirk

31/07/2008

127.2

116.1

MERSEYRAIL ELECTRICS 2002

Liverpool

03/01/2009

3.9

3.6

SUITES HOTEL KNOWSLEY

Knowsley

31/07/2008

3.1

2.8

ALBERT DOCK COMPANY

Liverpool

31/12/2008

22.2

20.3

HOBS REPROGRAPHICS PLC

Liverpool

30/04/2008

261.3

239.5

T J HUGHES

Liverpool

31/01/2009

4.0

3.7

NSL ENGINEERING (UK)

Skelmersdale

31/12/2008

1.6

1.5

LIVERPOOL AND CHESTER PROPERTY COMPANY

Liverpool

31/12/2008

7.8

7.2

AGILITY LOGISTICS SOLUTIONS

Liverpool

31/12/2008

8.2

7.5

BIRKENHEAD PORT

Liverpool

31/03/2008

1.2

1.1

A D AVIATION

Warrington

30/06/2008

22.1

20.4

RAYWARE

Liverpool

31/12/2008

24.4

22.6

KIRKBY (TYRES)

Liverpool

31/03/2008

100

54.1

50.1

MERSEY WASTE

Liverpool

30/09/2008

ADVERTISING FEATURE

Coping with the recession New law firm Cope & Co ready to help local businesses during the economic downturn CORPORATE restructuring and insolvency lawyer, Paul Cope, has launched Cope & Co to offer an alternative to the larger law firms offering advice and services in this niche area of law. Having gained his experience at three of the largest and most well-respected law firms in the country – Freshfields Bruckhaus Deringer, DLA Piper and Addleshaw Goddards, in London, Liverpool and Manchester – Paul has returned to Liverpool to establish Cope & Co in order to fill a gap in the market for fixed-fee corporate restructuring and insolvency law advice. Paul says: “Many local businesses are encountering financial difficulties as a result of the recession, and the last thing those businesses need when cash flow is tight is to be faced with a large bill for legal fees. “We aim to provide a highquality service and level of advice to businesses that would ordinarily be excluded from obtaining such advice, because of the large fees charged by the larger national and international firms. “As a local firm, we will guarantee reasonable, fixed fees that are agreed with our clients before we carry out any work, so that they know exactly what their bill will be before they instruct us formally.

“We also do not charge for an initial conversation or consultation, and if we think potential clients would benefit more from speaking to an accountant or insolvency practitioner, we will provide guidance and recommendations without charge. “The most important thing is for businesses that are struggling to cope with the economic downturn to seek advice as early as possible, so we hope our unique structure in this area will encourage those businesses to do that. “Our primary target is to help businesses to get through the tough times, ensuring that those businesses survive and jobs are protected.” According to Paul, it’s not just struggling local businesses that Cope & Co is seeking to help. He said: “Every business at the moment is seeking to reduce costs, including banks, other lenders, accountants and insolvency practitioners. We provide corporate restructuring and insolvency services to all of those organisations, and guarantee that we will charge a more competitive fee than the larger firms operating in this area of law, while maintaining the same level of service and advice our clients would expect from the largest law firms.” Paul also claims that his firm

Cope & Co help you make critical decisions at the right time

has a unique approach to charging clients for this type of legal advice, moving away from the traditional model of charging clients by the hour. He went on to say: “We are going to challenge the perception that corporate legal advice can’t be provided for a fixed fee. It can. “All jobs regardless of size will be assessed at the outset and a fixed fee quote will be agreed with the client for a defined scope of work, so that our client is satisfied with the fee before we commence any work. “While it can be difficult in the legal profession to anticipate every cost that may arise at the outset of a job, we believe that if the matter takes longer to complete than we anticipated then the excess should be on us – not the client. “As our business is relationship-based, what is important to us is developing long-term, mutually beneficial relationships with our clients, rather than charging as high a fee as possible regardless of the impact that might have on those relationships. “In an increasingly difficult market where every business is under pressure to reduce costs, we want to work with our clients to ensure that they can still receive high-quality legal advice at an affordable and realistic price, to ensure that their business gets the right advice it needs at the right time.” According to Paul, the firm has already accepted a number of instructions from local businesses, practitioners and lenders in the region. “The feedback so far has been hugely positive. There is definitely an appetite for what we offer, so I am confident in Cope & Co. “For the next stage of the firm’s development, I am keen to establish strategic partnerships with other law firms in the city that do not currently offer restructuring and insolvency advice to their clients, which should hopefully lead to reciprocal referrals and an increase in work for both parties. “Towards the end of the year, we will be looking to recruit both fee earning and support staff in order to expand so that we can increase the number of services we offer.” ■ VISIT www.copeandco.com for more information.

Paul Cope, of Cope & Co, promises clients high-quality legal advice at an affordable and realistic price, with fixed fees agreed with clients before carrying out any work, ensuring their business gets the help it needs when it’s needed

Does your company require advice in relation to any Corporate Insolvency matters? Contact us for a free consultation and fixed fee quote 14

The Plaza, 100 Old Hall Street, Liverpool L3 9QJ • Tel: 0151 600 5262 • Fax: 0151 236 3028 • www.copeandco.com

COMMERCIAL PROPERTY

Riverside Park has turned the former Lees Lloyd Whitley headquarters, at Wirral International Business Park, into serviced offices

New lease of life for Lees’ HQ Former law firm’s Wirral base is now transformed into a serviced office business centre

JUST three months after the collapse of Wirral law firm Lees Lloyd Whitley its former headquarters has been transformed into a serviced office business centre. The 190-year-old practice was put into adminitstration late last year with debts of almost £12m. Administrators Jonathan Booth and Robert Rutherford, of insolvency practitioners Parkin S Booth, spent

two months uncovering its trail of debt and they warned creditors there would be a £10m shortfall. Among the creditors was its landlord Riverside Park which is owed £3.27m. However, the property firm has wasted no time in converting the law firm’s former site at Wirral International Business Park, which comprises 26,000 sq ft of space, into a

serviced office complex. The Centre will contain dedicated suites for between two and 40 people. Fully equipped with designer furniture, computers, phones and IT, the suites offer a new product for Riverside Park. A spokesman said: “It made sense to purchase from the administrators the furniture and equipment so that we can offer an instant easy in-office

solution for small businesses that requires no capital contribution. “We are also offering short four week terms and have already signed our first two occupiers. Offices are available from £125 per week.” Riverside Park has three buildings which between them provide around 80,000 sq ft of space. It has consent for a further five buildings and is home to Adviserplus

Business Solutions and Wirral PCT. The spokesman added: “The Marwood Building is ideal for the serviced office concept as it has ready made meeting rooms for hire, kitchen breakout areas already installed and full IT expandable networks integrated into the fabric of the building.” Each suite comes with its own dedicated car parking.

Double deal for Investment Centre SOUTH Sefton Development Trust has secured two new lettings at its landmark office scheme in Bootle. Arvato Government Services and Sefton New Directions are taking a total of 2,942 sq ft of space at the Investment Centre, in Stanley Road. Arvato has signed a six-year lease on 1,400 sq ft of space on the fourth floor.

The company is one of the country’s largest providers of outsourcing services to the public sector. Its clients include Sefton Council, for which it operates a wide range of finance and information services. Sefton New Directions has taken a 10-year lease on 1,542 sq ft of third-floor space. The office will house

the management team of the company which runs adult health and social care services in the borough. The tenants will join the centre’s existing occupiers which include Sefton Council’s economic regeneration department and South Sefton Development Trust.

Two new lettings – the South Sefton Investment Centre, in Bootle

THE BIG INTERVIEW

Sailing into calmer waters BY PETER ELSON

As Atlantic Container Line celebrates its 40th anniversary, managing director Ian Higby marks his 15th year at the helm as it steams safely out of the recession’s turmoil ▲ ▲ 17

THE BIG INTERVIEW IAN HIGBY CONTINUED FROM PAGE 17 TLANTIC Container Line took a risk when it appointed the relatively inexperienced Ian Higby to be managing director. Yet their trust has been rewarded, as 15 years later he is still successfully steering this Liverpool shipping company, now celebrating its 40th anniversary. Asking the 55-year-old former Cunard Line management trainee if he was regarded from an early age as a high-flyer induces the deepest embarrassment. “Any success is not about me, it’s about the whole team,” he said. His business heroes are clearly those “sons of Liverpool who have stuck by the place” and are committed to its long-term prosperity. This is particularly apparent in his other role as chairman of Mersey Maritime, formed to promote all maritime activity in the area. Interestingly, like so many who have done much for this great city, Higby was not born here, but in Sussex. The son of a building surveyor, his parents moved to Heswall when he was aged eight. Although his parents have since moved away, he and his wife, Rosie, remain in the Wirral town. You could say the same stolid attitude applies to Atlantic Container Line. The company runs a liner freight service, with fixed sailing dates no matter what the loadings or weather. “We decided that the ships would keep sailing to schedule through the recession,” says Higby. “Our reputation is based on the reliability and predictability of our five ships on their 35-day round trips linking Europe and North America. “To make that happen means an awful lot of work, but we don’t now advertise schedules – our customers already know the timetable.” It helps that ACL owns outright its five container ships and is not bedevilled by complex charter arrangements which has seen 25% of the world’s shipping laid-up. “We understand that to maximise profitability, manufacturers have to keep stock on the move,” says Higby. “Therefore, the demand is on us to become more reliable, which in turn helps us as we’re helping the manufacturer. “Counting on our reliability takes one crucial variable out of manufacturers’ concerns.” Higby is quietly confident about the UK finally moving out of recession. “There has been an upturn in the market. January is normally quiet, with nobody working or shipping in the first week after New Year. “Then it starts to pick up in February, but this year, from the second week in January, we’ve been really busy with exports and imports with all classes of goods, which has been highly encouraging. “We’ve not yet delved into the why and wherefore, but we’re really grateful for the volume. “There will be ups and downs, but the market is off the bottom and going up again. “Over the last year, the problem has been the lack of credit, not people unwilling to do things. “Credit is now starting to become available and people can buy stock again. “The recession made a lot of big manufacturers realise they were overstocked, so from the end of 2008 and through last year they burned off stock as much as possible.”

Ian Higby – has been at the helm of Atlantic Container Line for 15 years, and is still there as the Liverpool container ship company is celebrating Now firms are manufacturing again, whereas, for example, some car makers stopped production in early 2009. Restarting production means that they drag their supply chains with them, including shipping. “Although companies have taken a hammering and their margins have been squeezed, we want them to be sure of our value,” he says. Shipping is prone to the vagaries

of the weather. ACL’s 17-knot, G3class vessels are designed for keeping to schedule in heavy seas. Their timetable includes leeway for avoiding storms or icebergs drifting farther south. “The Atlantic storm season is February to March with deeper depressions,” says Higby. “To conserve fuel, our ships don’t run at full speed across the Atlantic, so they can make up time.

“In transit from Liverpool around Europe, we can speed up the schedule by dropping a port. “Instead of double-calling north and southbound at, say, Antwerp or New York, we can do one visit. “You can be hit by any number of factors causing port delays, but the benefit of a liner service is building very good relationships at ports. “In Liverpool, Peel Ports know what we need and vice versa, with us

having worked with them and Mersey Docks for 40 years.” Higby, a Sheffield University geography and economics graduate joined Cunard in 1978, just before the line became one of six ACL founding partners. ACL was bought by the Italian line Grimaldi in 2000, which led to benefits like its newly-dedicated, shared port facilities in Hamburg. ACL in Liverpool also acts as

THE BIG INTERVIEW IAN HIGBY

Higby is quietly confident about the UK finally moving out of recession

its 40th anniversary Grimaldi's UK documentation agency and northern customer service centre. For this, ACL recruited a further 30 staff locally, making a headcount of 105 at its UK headquarters and what Higby describes as a “fantastic team”. ACL’s Princes Parade office, overlooking the new Cruise Liner Terminal, has inspiringly panoramic views of the Mersey.

An ACL container ship leaves the Mersey for a transatlantic crossing If the markets continue to be buoyant, by early 2011 ACL will make a decision on its ship rebuilding programme. This entails five G4-class ships which will be 40% bigger than the current fleet of 57,000-ton vessels. Incredibly, they will still be able to squeeze into Gladstone Lock – a deciding factor on size. “We’re determined to stay in Liverpool, as it’s right in the middle

of the UK industrial area,” says Higby. Peel’s plans for a river landing stage at Seaforth, to avoid locking-in to the docks, is irrelevant to ACL. “As our ships also have a specialised roll-on/roll-off vehicle capacity, a tidal floating berth rising and falling is no good to us,” he said. Already, ACL crews, pilots and tug crews have experienced handling the proposed G4 ships on John Moores University’s Lairdside simulator.

It also aids the G4 design with data about the tricky Mersey conditions. Higby believes one of the growth markets will be the green economies. He said: “The big prize in rebalancing the UK economy is in manufacturing. “Merseyside can score in manufacturing green goods, such as wind turbines. The best place to do this is to be at a port, or near to one. “Ships have the lowest carbon

transport emissions because of the volumes they carry. “This is a real opportunity for Liverpool to become a manufacturing hub. “We’ve got the port, the river, the Manchester Ship Canal and the related services. “There are so many different ways of moving goods around here on water with the lowest carbon footprint possible.” Like any transport concern, shipping is fraught with numerous and diverse obstacles. One industry issue is the sudden increase in light dues, to pay for UK lighthouses and buoys. Over the last year, ACL’s light due bill rocketed from £260,000 to £400,000 for its 104 annual UK calls. “Next April, that will rise again, which is a heck of a jump,” he said. “Somebody has to pay for this tax, either out of profits or passing it onto customers. “Bizarrely, we pay the UK for Irish lights, although Ireland is an independent country. “The funding formula dates from pre-partition in the 1920s, and we’re paying for an inefficient organisation. “There are no light dues on the Continent, so the net effect will be fewer UK calls as ships go abroad.” Higby, as Mersey Maritime chairman, and its chief executive Jim Teasdale, are also lobbying against the ports rate. Without warning, the Valuation Office Agency issued non-domestic rate bills to port-based businesses in 2007-2008, back-dated to 2005. As a result, some Merseyside firms went bust and others are struggling. Previously, this tax was paid in a lump sum by the port authority. “The result is a misguided tax on jobs by the Valuation Office Agency, which has failed to do its job properly,” said Higby. “As I’ve said, we should be encouraging port-based jobs, not discouraging them. “I’ve been very impressed by the way local industry, local authorities and MPs, like Louise Ellman, have worked together to mitigate this. “But, whichever way you cut it, firms must pay this crippling rate.” Mersey Maritime was created around 2003 using European Regional Development Fund Objective One cash. “People realised there was money to help revitalise the Merseyside maritime sector,” said Higby. “We were the first port to get everyone together to promote regional excellence in maritime-related activities. “It’s also about creating jobs so young people here can get off the streets and have careers. “This is good for them individually and for society.” The local trade body now includes more than 1,000 businesses employing 26,000 people with a turnover of £2.5bn. “Typically for this area, we had so many enthusiastic people who helped get it off the ground. “These included John Mutch, Princes Food ex-chairman, Chris Fisher, Mark Lang of Sefton Council, Michael Bibby of Bibby Line Group and John Syvret, of Cammell Laird. “The enthusiasm for everything maritime permeates people’s DNA on Merseyside,” said Higby. The Higbys love travelling and have two grown-up children living in Stockholm and Sydney. But it is equally important that work is “fun”. He said: “I always wanted to work in Liverpool in something with roots – and I haven’t been rumbled yet!”

ADVERTISING FEATURE

Good workplace practice Acas services offer invaluable support to local businesses to improve workplace mediation

DIFFERENCES between individuals at work can lead to a lack of focus on the job. Grievances, absences, loss of valuable employees and sometimes Employment Tribunal claims may follow, not to mention the adverse impact on business performance and productivity. The cost in terms of time, money and stress on managers and employees is considerable. Acas is helping to support businesses to be more effective in managing such situations arising in the workplace, by offering early intervention through its Pre-Claim Conciliation (PCC) service and training managers to carry out workplace mediation.

Remember, it doesn’t have to get ugly in the workplace

Avoid conflict within your business with a CIWM Certificate in Internal Workplace Mediation, or through Acas’s Pre-Claim Conciliation process

PRE-CLAIM Conciliation (PCC). SINCE the introduction of its Pre-Claim Conciliation (PCC) service in early April, 2009, Acas has helped businesses avoid more than 2,000 employment tribunal claims. Due to its overwhelming success, Acas has expanded the service to include all major types of workplace issues. PCC is a free, swift and simple process that offers businesses the opportunity to save time, money and stress by tackling workplace issues early and preventing costly and stressful employment tribunals. On average, dealing with a problem through PCC takes up about

three days of management and staff time, compared to around 14 for a claim which proceeds to an employment tribunal. Most PCC cases take less than three weeks from start to finish, in contrast to tribunal proceedings that tend to spin out for many months. If you think you have a workplace problem that could escalate into an employment tribunal claim but want to stop it getting any further, give the Acas helpline a call on 08457 47 47 47 and explain the circumstances. ■ FOR more general information about other ways Acas can help you solve workplace problems, just go to www.acas.org.uk/

Having problems with an employee?

Don’t miss these invaluable Acas courses, coming soon to Liverpool ■ BULLYING & harassment at work, January 27, half-day course, £95; ■ Having difficult conversations, February 11, full day, £345; ■ Redundancy & restructuring February 25, full day, £160;

CIWM Certificate in Internal Workplace Mediation. THE Acas Certificate in Internal Workplace Mediation is an OCR accredited qualification. It aims to give participants the opportunity to gain knowledge and practical skills to enable them to operate effectively as mediators in their own organisations. Acas’s next training programme commences on February 23, 2010, at the Holiday Inn, Haydock. It runs for five days over two weeks; February 23 and 24; March 2, 3 and 4. Accredited by OCR, the qualification gained meets a national standard and the training and trainee assessment are externally verified and quality assured. Successful candidates will be awarded the Acas Certificate in Internal Workplace Mediation. The course attracts 29 hours of accreditation for the Law Society Continuing Professional Development (CPD) programme. This training is suitable for managers at all levels, human

■ Managing discipline and grievance, March 4, half-day £95; ■ Practical skills for frontline managers, March 16, full day £160; ■ Employment law update, March 23, half-day, £95;

resource professionals, in-company lawyers, employees, employee representatives and anyone interested in managing conflict more effectively within their workplace. Visit the Acas website: www. acas.org.uk/ciwm/ or speak to the lead tutor, Damian Warburton, on 0151 728 5620. You can also email Damian: dwarburton@acas.org.uk for further information about the course. The cost of the course is £1,995 per person. VAT is exempt as this is vocational training. The training is also eligible for Leadership & Management funding. You can contact BL NW on 0845 00 66 888 or email: info@businesslinknorthwest. co.uk for further details of the funding available. To book a place or places on the course, please contact Acas on 08457 383736. Rob Vondy, Acas Area Director for Merseyside and Cheshire, said: “It is reassuring to know that these Acas services have helped businesses to effectively manage workplace problems, maintain employee

■ Parental rights, March 25, two hours, £60; ■ Employment law update, April 13, half-day, £95. All prices are exclusive of VAT and all courses take place at Acas Liverpool engagement and save a great deal of money – particularly in this economic climate. “Our current offer of support for businesses, Managing People for Recovery, extends our reach to assist organisations still suffering from the effects of the recession whilst seeking to assist those that are undergoing change in preparation for recovery. “Our goal here is to help encourage better communication and relationships that will ultimately make businesses and employees happier and more productive. “For information on our current offer of advisory support, please contact my colleague Andy Vernon, Senior Adviser for Merseyside, on: 0151 728 5624 or e-mail: avernon@acas.org.uk”

ECONOMIC DEVELOPMENT

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Coping with rejection

Kirkby town centre is in need of investment, which is still in the pipeline despite the collapse of the Destination Kirkby project

Borough gets on with Plan B, following the rejection blow over the Tesco/Everton FC development

‘I

WANTED to give you a headline, a big headline,” said Knowsley Council’s executive director for regeneration, economy and skills, Nick Kavanagh, when I met him to discuss the economic performance of the borough which he grew up in. “But I don’t have one.” Proud of Knowsley and desperate to pull it up from its position at the wrong end of some tables of economic data – historically it has high levels of unemployment and incapacity benefit – he is tasked with

doing something more than merely putting a brave face on the government’s decision to refuse permission for the proposed Everton FC stadium. While there was no suggestion that this was a golden bullet for the entire borough – Knowsley includes Kirkby, Prescot, Huyton, Whiston, Halewood and Cronton, and must manage and split its resources accordingly – the decision was a real blow to Knowsley’s ambitions for its main retail centre and for its national profile. The Destination Kirkby plan

combined a 50,000-seat stadium for Everton FC and retail space of 38,000 sq m – a Tesco Extra store and 40 other stores – as well as leisure facilities, offices and homes. Planning inspector Wendy Burden recommended turning the scheme down because it violated planning rules and communities secretary John Denham backed her decision and refused planning permission in November. Two months on and the disappointment is still palpable. “I had a once-in-a-lifetime opportunity to turn Kirkby around,”

said Mr Kavanagh. “It was £450m of private investment, 2,500 jobs and a brand new offer for Kirkby. “And the Secretary of State said ‘no’ because the retail park was too big and would have too much of an effect on neighbouring areas – but it was never predatory. “83% of people in Kirkby shop elsewhere. I was just trying to keep more people shopping in Kirkby.” A new plan – this time without a football stadium – will be the response as Knowsley Council and Tesco work together to find a solution acceptable to all parties.

He added: “We dusted ourselves off. We have met with Tesco and had half a dozen meetings with them and we are pushing ahead with a new plan, a retail-only plan. “We have got government support, from Phil Woolas [the ‘minister for the North West’], Government Office North West and the Northwest Development Agency, and we are currently putting together a plan which will largely regenerate the existing town centre. “Kirkby is a different offer from

CONTINUED ON PAGE 22

ECONOMIC DEVELOPMENT KNOWSLEY

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INCAPACITY TOO HIGH KNOWSLEY has 13.3% of its working-age population claiming incapacity benefit (IB) – the highest rate in England. The five other authorities in Liverpool city region also have high rates of IB claimants, from third-placed Liverpool at 12.9% to Sefton, 38th-highest in England, with 9.3%. A report by Sheffield Hallam University’s Centre for Regional Economic and Social Research (CRESR) published earlier this month concluded that rising male unemployment was a factor in an increase in female IB claimants. The CRESR report is part of an ongoing study that saw Knowsley chosen as one of eight case studies. Prof Steve Fothergill said: “One of the long-term consequences of job losses among men has been to push more women out of the labour market and on to benefits. “Unemployed women with poor skills and poor health have ended up on incapacity benefits.” The case study of Knowsley’s incapacity claimants reached underwhelming conclusions about the borough’s chances of significant improvement in its figures. It said: “The survey findings show that Knowsley’s stock of incapacity claimants will not be easy to move back into employment or training. The majority are now very detached from the labour market. “Ill health and disability is virtually the norm within this group, two-thirds have no formal qualifications, fewer than one-in-twenty are looking for work, and only around a quarter retain any interest in working again, now or in the future. “In a genuinely fully employed economy, many of Knowsley’s 12,800 incapacity claimants would have been in work. “The prosperous parts of southern England demonstrate very clearly that where the local economy is sufficiently strong for long periods, incapacity claimant rates far below those in Knowsley can be attained. “Even allowing for underlying poor health in Knowsley, a claimant rate of half the one currently prevailing in the borough should be possible in the right conditions. “What appears to have happened in Knowsley is that, in a difficult local labour market, normal competitive pressures have marginalised the men and women who are least able or willing to retain a foothold in employment – the poorly qualified, those with poor health or disabilities and, to some extent, the least motivated. “Many of these men and women are gravitating to incapacity benefits as the best way to get by. There does not seem to be a proven model of intervention that can simply be transferred into Knowsley.”

Kings Business Park, just off Junction 2 of the M57, is home to a number of companies including Vertex, i-Paye and Knowsley Housing Trust CONTINUED FROM PAGE 21 Liverpool One. I believe we will come up with a plan that will serve the 40,000 people of Kirkby which will be a more than adequate catchment area for new businesses to come in. “But a heavy, heavy proviso on this – it involves Tesco being our partners. “Tesco are still interested, I think we have got a genuine partner in Tesco. They have invested £65m in the existing town centre. “Once we have something on paper, we can then go out to consult with the people of Kirkby and see what they think. We are looking to do that in the next three months.” Thirteen miles away, at the southern end of the borough, there have been long-term positive

developments after a long period of uncertainty. Jaguar Land Rover’s (JLR) plant in Halewood was the subject of much speculation as global car sales went into freefall. Production of the X-type was also coming to an end – 8½ years after the first model appeared at the Knowsley factory – which would have left the plant producing only one model, the Land Rover Freelander. But, in September, JLR announced it will produce its new low-carbon “baby” Range Rover at Halewood, creating 800 new jobs. And one of the borough’s other big employers, Vertex Group, has boosted its Prescot-based workforce by 700 in the last year. Tesco Telecoms decided to place its call centre with Vertex at Kings’

Business Park, which created 100 jobs, while other growth came from Vertex’s services, such as call centre and billing operations, for private and public sector clients. Mr Kavanagh said: “We are doing some really good work with big businesses. Jaguar Land Rover have got the new LRX, which was manna from heaven, and Vertex has secured 700 new jobs. “We have not only worked with them to help secure their business, but so they can be competitive to win those contracts, especially JLR. “We are working with both organisations to recruit to their vacancies. I am seconding people into those companies and it means nearly 2,000 Knowsley people will get Knowsley jobs. “Through our employment and

ECONOMIC DEVELOPMENT KNOWSLEY

IN ASSOCIATION WITH

An artist’s impression of the planned retail development in Kirkby, alongside the Everton stadium

Workers outside the Jaguar Land Rover site, in Halewood skills team, we are training Knowsley people up to meet the job requirements.” The number of people claiming jobseeker’s allowance (JSA) in Knowsley increased by more than 1,500 people to 6,261 in the year to December. However, this increase, of 31.7%, was below four of the other five authorities in the Liverpool city region – only Liverpool itself recorded better figures – and was also significantly below the northwest and UK increases of 42% and 49% in the same period. Knowsley has traditionally had one of the highest unemployment rates in the country. At the end of 2008, it was in ninth place but during 2009 it fell five places, to 14th.

Mr Kavanagh said: “In the last 12 months, we have created 1,800 jobs with the private sector and we have safeguarded 2,000 jobs. “These are massive figures for a place the size of Knowsley. “1,900 Knowsley residents have gone into employment, not necessarily in Knowsley, as a result of our employment and skills focus in the last year. “The skills weren’t there – not any more. I want our own people to get the jobs within the borough.” Improving the status of Knowsley’s employees and employers is a key plank of its Sustainable Community Strategy, a 15-year plan published in 2008 with the stated aim of making Knowsley the “borough of choice”. Mr Kavanagh said: “From a

regeneration point of view, my goal was to get more people into work, get more businesses into the area, increase the number of business start-ups – encourage entrepreneurs rather than big business – and increase the average weekly wage. “It was published in April, 2008, and two months later the whole country started to go into decline. So, to make that real, we broke it down – that means adding £50 a week to the weekly wage, 230 new business start-ups per year, 8,500 more people into work over the period.” Knowsley has 15 years to hit some of its targets. He said: “Some things we did to tackle the recession included putting £1m aside to help ailing businesses.

CONTINUED ON PAGE 24

HOW DOES KNOWSLEY COMPARE? Highest unemployment rates, December, 2008 1 Hull 6.2% 2 Birmingham 6.0% 3 LIVERPOOL 6.0% 4 Blaenau Gwent 5.8% 5 Wolverhampton 5.7% 6 Middlesbrough 5.5% 7 Tower Hamlets 5.4% 8 South Tyneside 5.3% 9= KNOWSLEY 5.1% 9= Sandwell 5.1% 11 Hartlepool 5.0% 12= Hackney 4.9% 12= Walsall 4.9% 14= Great Yarmouth 4.8% 14= Merthyr Tydfil 4.8% 16 Wansbeck 4.7%

Highest unemployment rates, December, 2009 1 Hull 8.4% 2 Wolverhampton 8.2% 3 Birmingham 8.0% 4 Blaenau Gwent 7.9% 5 Sandwell 7.7% 6 Middlesbrough 7.6% 7 LIVERPOOL 7.5% 8 Walsall 7.3% 9 Hartlepool 7.2% 10 Merthyr Tydfil 7.1% 11 South Tyneside 6.9% 12= Hackney 6.8% 12= NE Lincolnshire 6.8% 14= KNOWSLEY 6.7% 14= Leicester 6.7% 14= Tower Hamlets 6.7%

ECONOMIC DEVELOPMENT KNOWSLEY

IN ASSOCIATION WITH

An artist’s impression of the Raven Court shopping centre, Halewood, anchored by a newly-arrived Aldi supermarket CONTINUED FROM PAGE 23 22 “Two companies came forward – both employed 100 people and both had a poor forecast for the next six months, but had a positive forecast beyond that. We loaned £250,000 between them, that got them over the hurdle and the workforce are still wholly in work. “A second step we took was to help companies with their business rates. We have given business rate holidays and deferred business rates until March in each of the last two years. Businesses have said that’s helped a lot with cash flow. “We have also given our

smaller businesses rate relief. It’s about keeping businesses buoyant in the time of the recession.” The recession has also failed to stop several developments across the borough which are making significant changes to its localities. A £25m vision to transform Stockbridge Village is progressing, with Knowsley Council inviting tenders for a construction partner last autumn – with a decision expected imminently. The new facilities will include a neighbourhood centre with a swimming pool, retail, enhanced health facilities, a base for the police,

a learning resource centre containing a library, and a primary school. The plans for the physical redevelopment of Stockbridge Village are part of wider ambitions to make significant social and environmental improvements to the area. Mr Kavanagh said: “We hope it will put the heart back into Stockbridge. It will look spectacular and give pride to Stockbridge Village people. “Our wider plans are to look at housing and regenerating the area. It can’t just stop at spending £25m, it needs a better housing offer and we will be looking at bringing in a private investor.

“This time next year, Halewood will have a brand new shopping centre with an Aldi supermarket – Aldi was the residents’ choice – and a new centre with other retail in there. We already have public sector facilities there – health centre, library, council facilities – which is making it feel fresher. “And in Prescot we have just approved plans for Sewell Street to link the town centre with the retail park, like a corridor.” There isn’t a big headline for Knowsley just now – but a lot is going on designed to improve the headline statistics.

Nick Kavanagh

Knowsley

A great place to do business Knowsley has an enviable reputation for enterprise and business growth. Put simply it is a great place to do business.

Companies in Knowsley do business throughout the world. Their products and services are internationally recognised. Over the last decade, Knowsley has seen over half a billion pounds worth of investment from the public and private sector. Thousands of jobs have been created and the number of people employed in the borough has seen the largest increase in Merseyside, at a level of growth that has exceeded both regional and national figures.

Knowsley's success has resulted from our business-like philosophy. By concentrating on what your business needs, we ensure you receive all the assistance you require. In Knowsley we provide an environment where businesses can thrive and prosper. Contact us today; you'll find us ready to do business right from the start. 0151 477 4000 business@knowsley.gov.uk www.knowsleybusiness.com

The future is Knowsley 25

INTERNATIONAL TRADE

City consultancy provides skills for UAE health managers

Iceberg Consulting has delivered a training project for the Ministry of Health in Dubai A LIVERPOOL assessment and coaching firm has taken its expertise to the Middle East, striking oil with the untapped potential of providing leadership training. Iceberg Consulting, based in Exchange Flags, has just completed a six-week project in Dubai, delivering leadership training to the Ministry of Health. It is a contract that is indicative of a trend within Middle Eastern states to seek training expertise. Iceberg, led by joint managing directors Simon Kerevan and Alex Martin, focuses on recruitment, development and performance management. Their offering ranges from psychometric testing for interviewees to leadership training, like they delivered in the United Arab Emirates (UAE), although they have a number of Merseyside-based clients including Merseyrail and Moneysupermarket.com Mr Kerevan said: “There are massive opportunities out there. “Alex spent six weeks delivering a leadership project to the Ministry of Health. It was unbelievable. “It was a massive job – 160 people over six weeks. “We put 40 senior leaders a week through assessment centres where we challenged their problem solving and so on, and then we brought them back to develop their skills.” The training programme was driven by the long-term thinking of the Emirate’s leaders, who are aware of the eventual end of the oil boom. He said: “They are looking ahead to when the oil runs out. “There are 800,000-900,000 UAE nationals and any ‘real’ job is taken up by a national. “Before they would spend and spend, but now they are more careful and are looking ahead. “They are now being a lot smarter about where the cash is going.

“Dubai is starting to normalise. They are now asking questions like ‘why?’ and ‘when am I going to get my money back?’ “They know they can’t rely on the oil and the trade. Before they bring in ex-pats, they want to educate the locals.” Education, on paper at least, is not a problem, but applying the theory can be more problematic. Mr Kerevan said: “They are qualified to the hilt, they have masters’ degrees and PhDs. They may have MBAs – but they have never applied it. “They see public service as almost national service, but they have never had any management or leadership training. “This project was to assess the 160 top leaders and managers in the Ministry of Health. But the top management know that maybe only 30 to 40 are doing real work – although they don’t sack anyone.” It is an acknowledgment of those factors that led the Ministry to invest significant sums in the development of its managers. He said: “The overall investment in training by the ministry is more than £5m – it was a massive investment in just 160 people. “It’s really forward-thinking because their culture is different. “People were making huge mistakes but they were doing nothing about it.” The culture differences also provided an unexpected boon, with the Dubai managers lacking the cynicism that is often present at the start of widespread training programmes. “They loved it because it was all new,” he added. “As soon as they know they didn’t know something, they are desperate to learn. “It was like being in the UK 30 years ago when learning and development was new.”

Simon Kerevan, managing director of Iceberg Consulting – says there are ‘massive opportunities’ in the UAE

Middle East opportunities are food and drink to North West exporters

Lord Davies

NORTH-WEST firms are targeting the United Arab Emirates in 2010. The region’s businesses, seeking to find and develop opportunities in a range of sectors, have embarked on two trade missions in the first two months of the year. In February, firms are heading to Gulfood, an annual exhibition for manufacturers and suppliers from around the world, representing all sectors within the food and hospitality trade.

Last year’s event attracted 45,000 people from 152 countries, making it a showcase not just to a Dubai or even Middle Eastern audience. British food and drink is in high demand in both retail and food service in the UAE and the wider Middle East region. Newton-le-Willows firm Nichols, the producer of Vimto, has had strong success in the region, especially during Ramadan. The drink has long been

regarded in the Middle East as an energy-boosting accompaniment to the evening meal, after a day of fasting. Separately, a trade mission to the World Future Energy Summit in Abu Dhabi has just returned after exhibiting for the second successive year. The Northwest Development Agency, Envirolink Northwest and UK Trade & Investment North West joined together to put forward a strong message about the North West’s offer.

The missions come as Lord Davies, Minister for Trade, Investment and Small Business, encouraged UK firms to consider opportunities in the Middle East. He said: “Markets across the Gulf are continuing to liberalise and diversify their economies, opening up investment opportunities across sectors. “With the exchange rate favourable to exporters, now is a prime time for British companies to explore new markets.”

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HOW GREEN IS YOUR BUSINESS?

Project drives emissions cuts NWDA fund awards more than £400,000 to trio of North West firms AN INITIATIVE by the Northwest Development Agency (NWDA), to encourage the region to become a low-carbon economy, has already given more than £400,000 to three companies. Set up in May, 2009, the £2m Carbon Challenge Fund aims to slash CO² emissions across the region by 2020. The fund has awarded £435,000 to three businesses that are involved in projects and products totalling over £1.7m that will result in “notable and replicable” carbon savings. Water Power Enterprises, Diodes Zetex Semiconductors and United Utilities are the first three successful beneficiaries of the CCF, which aims to help the North-West adapt to and mitigate against the impacts of climate change. The first round of funding, which was managed by Envirolink Northwest, received more than 75 expressions of interest, of which 27 proposals were short-listed. Warrington-based United Utilities has received £200,000 to take an energy-reducing sewage process from design to fully operational at a wastewater treatment plant in Ellesmere Port. The overall cost of the GRAVITOX project is £950,000. The demonstration project is forecasted to bring 75% of carbon savings compared to conventional surface aerators and results in 500 tonnes a year for the single activated sludge lane used in the full scale demonstration. They will hope to show how the technology can be easily replicated at existing treatment plants without the quality of final effluent being diminished. If replicated across the company’s network, this could result in 82,400 tonnes of CO² emissions savings a year. CCF has also invested £135,000 of match funding to enable Diodes Zetex Semiconductors to design, manufacture and install an efficient clean-room air-conditioning project that will also eliminate the use of ozone depleting HCFCs at its manufacturing plant in Oldham. This project is one of a suite of green and energy-saving initiatives for this site. Removing its HCFC refrigerant not only pre-empts EC legislation, it also significantly reduces operational costs and will safeguard manufacturing jobs.

ENWORKS SURVEY ONLY a third of North West businesses have made any environmental improvements in the last year and only a fifth of companies plan to make improvements in 2010, a new survey by Enworks has revealed. This is despite evidence from the Government that companies could save the region’s economy £713m through improved resource efficiency. Enworks co-ordinates environmental advice and training to companies. The results come at a time when the environmental impact of climate change is high on the agenda among leading policy makers in the North West following Copenhagen summit of world leaders. Enworks surveyed more than 2,000 companies of all sizes and sectors but found the region’s businesses are still not doing enough. The survey found that companies’ motivations for implementing environmental improvements are to save money. Low impact measures, such as turning off lights, installing low energy light bulbs and increasing recycling, were the most popular improvements made and the reasons given were to make cost savings. However, Enworks claims such low impact measures are not enough and are not the best way to make real financial savings. Director Todd Holden said: “Low impact measures are a step in the right direction but are unlikely to dramatically reduce overheads, which we found was the most common incentive for companies.” United Utilities' energy-saving GRAVITOX project, at the wastewater treatment plant, in Ellesmere Port The project aims to reduce the site’s carbon footprint by 1,600 tonnes of CO² emissions a year. Once it is complete, Diodes Zetex’s green air conditioning system will be a model of regional best practice for other industries that make use of clean-room air conditioning, such as healthcare, pharmaceuticals and data storage. Water Power Enterprises (H2oPE) has been granted £100,000 towards the cost of establishing a

community-owned micro-hydro scheme in Stockport called Otterspool Community Hydro. The North West is abundant in water resources and river weirs therefore the scope to replicate this project is significant. The site is just one of three community hydro sites being developed by H2oPE, which will eventually become a social enterprise for local communities to take ownership and management of

their own renewable electricity source. Calculated to deliver 81.25 tonnes of CO² savings each year, Otterspool is forecasted to generate 190mwh annually – enough to power over 40 homes in the area. Funds generated from the project will provide sustainable grant stream for other environmental projects. The NWDA’s Climate Change Action Plan sets out the region’s mission to become the leader on

climate change by 2020, and is being delivered by the Northwest Climate Change Partnership. NWDA chief executive Steven Broomhead said: “England’s North West has long been a pioneer for innovation, forward thinking attitudes and the willingness to develop and progress. “Projects selected for the CCF represent a key part of the agency’s commitment to creating a low carbon economy.”

Rand Road Surfacing takes a more sustainable path LIVERPOOL-BASED Rand Road Surfacing has had an official seal of approval for its efforts in using materials from the most sustainable sources possible. The firm, a subsidiary of international construction and building materials company, Aggregate Industries, has achived what it claims is a global first to be approved under the BES 6001 standard.

The new BES 6001 framework standard is an independent certification scheme which assesses responsible sourcing policies and practices throughout the supply chain of construction products. The universal rating system will enable architects, specifiers and construction professionals to meet sustainability targets more easily.

Aggregate Industries is the first company to be approved to BES 6001 by achieving a “‘Very Good’ ”very good” rating on four of its product groups, two of which including aggregate and sand are shipped directly to Rand Road Surfacing from the AI Quarry in Glensanda, Scotland. Ernie Sciarillo, director at Rand Road Surfacing, who

was recently profiled in LDP Business, said: “Environmental issues continue to be of pressing concern for all specifiers and decisions makers “Our customers can be assured that our responsibly sourced materials will support them in meeting their wider sustainability targets.”

Ernie Sciarillo, director at Rand Road Surfacing

HOW GREEN IS YOUR BUSINESS?

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The new Museum of Liverpool – which is due to open next year – is costing £72m to build, and will boast a state-of-the-art energy system

New museum saves £500,000 a year Heat and power system at waterfront attraction will use advanced technology

THE new Museum of Liverpool will use advanced technologies that will lead to energy savings of more than £500,000 a year. That’s according to Ener-g, the North West company commissioned by National Museums Liverpool (NML) to install the combined heat and power system. The £72m museum, being built on the city’s waterfront, is due to open next year and will be the largest national museum built in the UK for more than a hundred years. It will be powered using advanced renewable and energy efficient technologies. The “trigeneration” technology, which creates highly efficient heat,

electricity and cooling, will also reduce carbon emissions by 884 tonnes each year, it is claimed. The installation will be completed by spring this year, ahead of the museum’s scheduled opening next year. Ener-g will also operate and maintain the plant for 17 years. The system is split between a plant room in the new building and the historic Great Western Railway (GWR) goods shed nearby. Ener-g is converting the shed into an energy centre with sophisticated remote monitoring and diagnostic facilities. Challenges faced by the firm include preserving the GWR building

exterior in line with planning conditions and designing the energy centre to operate independently of the utility electrical supply. The system will provide the lead power supply for the site, meeting all of the museum’s daily requirements for heating, cooling and power. The utility grid supply will provide additional back-up. Chris Hayton, business development director for Ener-g, said: “There are always challenges and obstacles to overcome when planning and installing an energy project. “However, the strength of the team and overall spirit of the partnership on the Museum of Liverpool project

has made for a pleasurable working experience. We look forward to building on this established working relationship as we embark on the 17-year contract to operate and maintain the energy system.” The GWR Building housing the plant will also become an educational resource in its own right, and NML, together with Ener-g, will create a small visitor facility where groups can gain an understanding of the technology and its contribution to the museum’s sustainability. Tony Allen, executive director of finance at NML, said: “The new Museum of Liverpool will be a future landmark for the city’s world-famous waterfront, so it is vital that it has

modern and efficient energy facilities and systems at its core. “The savings that this energy project guarantees will allow funds that would ordinarily have gone towards powering, heating and cooling the building to be put towards showcasing NML’s outstanding collections in the best possible way.” The new museum has been designed to replace the former Museum of Liverpool Life, which was located in the old Pilotage and Salvage Association buildings nearby. The museum will provide 80,000 sq ft of public space across three floors, and will demonstrate Liverpool’s unique contribution to the world.

Chester solar water heating firm wins grant approval A SOLAR water heating system, developed by a Chester firm, has been accepted for solar power grants by the UK Government. Solar Twin, based in the city centre, has had its technology accepted by the UK solar accreditation scheme called the Microgeneration Certification Scheme (MCS). The company claims its system delivers improvements over the more traditional solar heating technology on

financial, environmental and safety grounds. Existing homeowners have been reluctant to install conventional solar water heating for reasons of cost and the hassle connected with installation and maintenance. They will be much more likely to adopt this innovative technology now, says the firm. Barry Johnston, managing director of Solar Twin, is pleased but frustrated it has taken until now to get it

approved, after several years of opposition to its system from traditional solar heating developers. He said: “I take my hat off to my colleagues, to our customers, to our installers, to the trade bodies supporting innovations, and to the scores of enthusiasts who have patiently made the case that Solar Twin’s technology is not just grant-deserving but in fact that it is actually significantly better than

conventional solar systems. The Solar Twin solar heating technology should have been accepted into the mainstream a decade ago, but the very fact that it is the only major technical advance in solar water heating to emerge from the UK has also been its weakness. “The financial and environmental costs-benefits of UK solar water heating will improve because of changes in the solar grants rules.”

Barry Johnston, managing director of Solar Twin

TRANSPORT

in association with

NEIL SCALES A PUBLIC transport revolution is under way that will see bus tickets become as obsolete as bus conductors. Ticketless travel is, of course, nothing new in London, where the Oyster card has been a huge success with more than 5m commuters using them. Smart cards have also taken off in Scotland, where 1.5m cards are in issue. Now the Government has announced its commitment to prioritise bringing in Oysterstyle smartcards for the city regions – including Liverpool – as a stepping stone to a national smartcard service. It is a sensible decision which will bring a multitude of benefits including faster journey times, faster ticketing purchases, enormous cash savings and, hopefully, an increase in patronage of the nation’s public transport system. A recent survey found that smart tickets can boost public transport use by up to 25%. But the potential for smart cards ranges far beyond encouraging people out of their cars and onto public transport. There are opportunities to enhance the product into so many different areas. At this point, I should declare a particularly keen interest because I am also a board member of the Integrated Transport Smart card Organisation (ITSO) whose membership includes bus and train operators, local authorities and public transport executives. ITSO was formed 10 years ago in anticipation of the smart card revolution, with

the objective of developing and maintaining a standard specification for such cards. Ticketless travel will become a reality and there needs to be a standard across the board so that smart cards can be used anywhere in the country. ITSO will be that standard. Merseytravel also recognised the potential of smart cards at an early stage and is a partner in Global Smart Media (GSM), which trades as Livesmart, to support its development plans in the smart card and smart ticketing sector. Livesmart is best known for delivering Merseyside’s 08 Card scheme, with nearly 85,000 people now holding an activated card. So I welcome the Government's commitment to smart cards on public transport outside London – with reservations. I am also chair of PTEG, the Passenger Transport Executive Group which represents the six English Passenger Transport Executives (PTEs) serving some 1m passengers. As a group, we are disappointed that bus companies are to receive subsidies for the installation of smart card systems. Frankly, we believe it is a waste of public money. Passenger Transport Executives could make comprehensive smartcard offers happen far more quickly, and at much better value for the taxpayer, if these subsidies were devolved to us. Smart cards are the future – but we need to be smart in how we introduce them, particularly these days.

The Liverpool 08 smart card was produced by Livesmart

Neil Pakey – believes APD harms the competitiveness of Liverpool John Lennon Airport

Air tax hurts JLA

Liverpool Airport lobbies to scrap passenger duty payments LIVERPOOL John Lennon Airport (JLA) claims its plans for long-haul expansion are crippled by an unfair tax. Neil Pakey, deputy chief executive of Peel Airports and JLA managing director, said the Air Passenger Duty (APD) tax disadvantaged Liverpool. JLA is working with other Airport Operators Association members to lobby against APD and further rises in the tax next November. A Parliamentary Early Day Motion is tabled on the issue, asking for an assessment of the impact of APD on regional air services. It is supported by Merseyside MPs including Peter Kilfoyle, George Howarth and Derek Twigg. “We’re shooting ourselves in the foot with this tax while trying to develop a regional economy,” said Pakey. “The Netherlands, Greece and Belgium scrapped APD and Spain never introduced it, so they’re immediately more attractive to airlines. “Yet APD remains in the UK and Ireland, so we’re no longer competing on a level playing field with Europe. “APD is a blunt, useless instrument which damages Merseyside’s economy.

“I’m at the coal-face of negotiations with airlines to get more mid-haul and long-haul business for JLA. “Many times in these talks, APD has scuppered us getting the carriers here. “We’ve found it increasingly difficult to attract a US carrier into Liverpool, although we’ve discussed if for years. “A family of four US visitors would be taxed £600 flying to Liverpool. That’s no way to attract business here.” Pakey explained Ryanair and Easyjet are focusing on routes between continental cities instead of flying from the UK. When asked about APD, transport minister Lord Adonis admitted it was revenue generating for central funds. “APD was doubled by Gordon Brown while Chancellor,” said Pakey. “It was justified for environmental and surface access improvements, but we’ve seen nothing.” In April, 2011, the EU Emissions Trading Scheme will be implemented. “This is a level playing field tax across Europe. When ETS kick in, we should bin APD. Why fly once and pay two taxes? We’ll compete with anybody on those fair terms as a region,” he said.

FLYER NUMBERS BACK ON THE UP LIVERPOOL John Lennon Airport (JLA) saw its first year-on-year increase in passengers for 12 months, with figures for November, 2009, up 8.2% on the same month the previous year. This means 363,421 passengers passed through JLA in November, 2009, compared to 335,878 passengers in November, 2008. In December, for the second consecutive month, a year-on-year increase of passengers was recorded with a 6.66% rise, compared to December, 2008, up to 362,093 from 339,469. A JLA spokesman said: “By no means do we feel we've seen the end of the impact of the current recession, and we know there is a long way to go, but the new business we announced previously is starting to deliver.”

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TRANSPORT

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Snow problem for Merseyrail

Merseyrail trains kept on going, despite huge disruption elsewhere on the transport network

How Merseytravel kept public transport running during worst weather for three decades MERSEYTRAVEL faced keeping public transport running in the worst January weather conditions on Merseyside for 30 years. It also was in the unusual position of receiving widespread praise. The organisation’s Traveline handled 20 times as many calls as normal during last month’s bad weather. Merseytravel’s trains, ferries and tunnels coped well in the freeze, but buses (not operated by the PTE) were abandoned in the road on the Tuesday, adding to gridlock and no buses ran at all on the Wednesday. Within hours of the snow beginning to fall, Merseytravel directors initiated twice-daily meetings of senior staff. They aimed to gather as much information as possible on the network in order to analyse and distribute it as rapidly as possible. Calls from the public to the

Traveline normally average around 650-700 a day. At the height of the bad weather, they received nearly 14,000. Three members of the Traveline team – David Devaney, Sue Longster and Lynn Hughes – moved into serviced flats by Merseytravel’s Hatton Garden HQ to maintain services. Hourly travel bulletins were delivered to the media and organisations like hospitals. Hatton Garden switchboard staff were drafted in to help Traveline. Their jobs were taken over by reception staff. Neil Scales, Merseytravel chief executive and director general, said: “I am extremely proud of everyone within our organisation and the way they worked together. “It was a supreme example of our One Team One Family programme in operation, with staff smoothly integrating to respond to a crisis.” A spokesman added: “When

bus operators withdrew services because of the road conditions, our Travelcentre staff and response vehicles went out to shelters and unmanned stops to inform the public of the situation. “The speed and extent of the snow fall was spectacular. The gridlock and chaos on the roads was matched with a smooth-running response from everyone here involved.” He said that Merseytravel’s response brought plaudits from the media, with BBC Radio Merseyside describing it as “the finest example of public service we have seen”. Merseyrail, which operated throughout the crisis, was described by BBC Television as “Merseyside’s lifeline”, he added. Mersey Ferries also kept its schedule operating, and tunnel staff overcame the extremely icy conditions on roads leading to Kingsway (Wallasey) Tunnel’s entrance.

Mersey Ferries proved to be a lifeline for those looking to cross the River Mersey

PROFESSIONAL SECTORS

LEGALLY

Accountants’ president warns over filing your tax return

SPEAKING

with Jason Spencer, Head of the Insurance Practice Group at Hill Dickinson

I AM the owner of a medium-sized business. I am concerned that the adverse weather may bring personal injury claims from employees or visitors injured by tripping or slipping inside my premises or car park. What is my liability? What preventative steps should I put in place to ensure I have the best chance of defending any claims made?

As an occupier of the premises under the Occupiers Liability Act 1957, you owe a duty to those whom you have invited onto the premises. The duty is to “take such care as in all the circumstances of the case is reasonable to see that persons entering on the premises, and the property brought on the premises by those persons, are reasonably safe while on the premises.” There is no clear definition as to what constitutes “reasonably safe”, this is why occupier’s liability cases are the subject of much litigation through the courts. The outcome of a case will depend on the particular elements of the case in question. Ideally, all businesses that are open to members of the public and allow them on the premises should have a comprehensive Risk Assessment Document detailing all aspects of health and safety. This should incorporate a specific “Adverse Weather Policy” (AWP) to deal with the increased hazards that bad weather can bring. The policy should identify the specific risks relating to your premises and stipulate the control measures you have put in place to minimise the potential risk of incident. For instance, the risk of slipping on wet internal flooring would correlate to the implementation of practical control measures of placing integral matting at entrances, regular cleaning of entrances, diversion of pedestrians to other entrances and use of high visibility wet-floor signs. Each control measure listed should stipulate which member of personnel is responsible to action it. You should ensure that accurate documents detailing the name,

signature, time and date are kept for each measure undertaken. This will prove to be essential evidence when defending claims. Your AWP should make provision for external property such as business car parks and walkways, as these will also fall under your responsibility as occupier. The AWP should contain information such as a gritting guide to identify where, when and by whom external areas should be gritted. It should also reference common-sense preventative measures such as monitoring of local weather forecasts, so that action is taken in advance of very cold or wet conditions. It is also wise to consider any broader changes you can make to improve the safety of your premises. These could include installing slip-resistant floorings where there is likely to be heavy footfall or constructing a canopy over the entrance to buildings, an area where slips often occur in wet weather. Good lighting can make a real difference to safety so make sure steps, doorways, narrow walkways and high traffic areas are adequately lit. Always be vigilant to the unique areas of your premises that may present a hazard and take action as is necessary. When considering any claims brought to them, a court will expect the occupier to have taken into account the persons the premises or business are likely to attract. For example, if your business attracts a lot of elderly customers, you will have been expected to have anticipated potential issues and put additional measures in place. Additionally, it is important to recognise that judges tend to require a higher duty from occupiers where visitors have paid a fee to visit, or where they will be expecting to spend money at the premises they are visiting. Essentially, the adage “prevention is better than cure” is relevant to all aspects of liability cases. The more preparation put in place to demonstrate responsibility and lessen the risks of incident, the better.

‘Consider changes to improve the safety of your premises’

Don’t treat Sunday, January 31, as a day off – Michael Sale, president of the Liverpool Society of Chartered Accountants

THE President of the Liverpool Society of Chartered Accountants is warning firms and self-employed people not to miss the filing deadline for tax returns. The usual HMRC January 31 deadline this year falls on a Sunday, but Michael Sale says that doesn’t mean the taxman will allow returns to be filed on the Monday. He said: “Do not think that, just because the deadline falls on a Sunday, HMRC will not be strict in handing out fines to those who file

late. Even if you file your return in the early hours of Monday, February 1, you will still be liable to a £100 penalty. “Don’t treat Sunday, January 31, as a day off.” The Society has provided tips for those due to file. They include making sure you register online; double check whether or not you do need to complete a self-assessment form; have all the relevant paperwork including your P60 and P11D; check the form for errors and compare with last year’s form.

Cities report ‘correct’ Top Liverpool lawyer says Chamber chief’s criticism was unfair ONE of the founding partners of a top Liverpool law firm says the chief executive of the city’s Chamber of Commerce was wrong to criticise last week’s Centre for Cities report. The report, which ws published by a leading think-tank, labelled Liverpool a “struggling city” claiming it was vulnerable to the downturn because of the high level of public sector jobs. It described the city as the unemployment blackspot out of 64 locations and was the second-worst for qualifications. Liverpool Chamber chief executive Jack Stopforth was unhappy with the assessment, insisting the city was no longer the “basket case” it once was. “I just wish people would come up and walk around the city and feel it before they make these pronouncements,” he said. But Guy Wallis, who helped found corporate law firm DWF in 1977, believes Mr Stopforth’s reaction was wrong. He said: “It doesn’t matter that he doesn’t see Liverpool as a basket case any more. What matters is whether others from outside of the city, who are potential investors in the city, see it in that way. “I cannot help but think that Jack Stopforth’s reaction to the report is anything other than unhelpful. “These pronouncements, as he calls them, are based on statistics obtained from the Office for National Statistics. “Just to pick on one is that over the period 1998 – 2008, the population of Liverpool dropped by 19,600. “A city that has lost that level of population is surely a city that is struggling. For someone in his position to suggest that the statistics that are the basis for this sort of pronouncement could somehow be magically changed by someone coming up to Liverpool to have a look around is silly.”

People’s perception matters – Guy Wallis, a founding partner of law firm DWF

PROFESSIONAL SECTORS

Cultivating the city’s Ambitious Minds Business education isn’t about building rafts, but building knowledge

LDP Legal

For the latest from the legal sector

www. ldpcreative. co.uk

Ian Cornelius and Sean McGuire, of business education firm Ambitious Minds A BUSINESS education company is adding to Liverpool’s growing reputation as a city building a solid base for its future prosperity in the knowledge economy. Ambitious Minds, which was established last year, was set up by three specialists in financial and business education. Sean McGuire, Ian Cornelius and Andrew Berkley were senior managers with global education provider Kaplan before leaving to start their own business. They launched Ambitious Minds to focus their skills and experience in bespoke financial and business education and to work with companies and organisations who themselves are serious and committed to the continuing training and education of their people. Sean McGuire has spent much of his career with some of the biggest players in the UK and US business training market. He was the managing director of Financial Training Company’s financial markets business and, until last summer, he was the head of corporate training at Kaplan, where he was responsible for the development and delivery of key strategic training

programmes to multinationals, magic circle law firms, accountancy firms as well as local and central government. He said: “We don’t teach people how to build rafts – instead, we design programmes with their business in mind. “We develop and deliver in-house training programmes, in all aspects of finance and business, which are carefully tailored to meet the real needs of our clients whether their needs are for new skills, improved knowledge or better commercial understanding. “We always define the specific business context in which those needs sit.” Ian Cornelius, a chartered accountant and physics graduate, is the author of two books on the creation of shareholder value. He was Mr McGuire’s second-in-command at Kaplan and he shares the goal of making Ambitious Minds the training partner of choice for those businesses who are “dedicated to improving the knowledge and skills of their people”. He said: “For some clients, the high-impact delivery of courses to strict deadlines is critical, for others business relevance is the key. “A bespoke training solution can

change attitudes and improve performance like no other.” A key feature of Ambitious Minds is its focus on training in professional services, especially lawyers and accountants. The third member of the triumvirate, chartered accountant Andrew Berkley, has spent most of his career in professional training. He said: “We understand that lawyers don’t need to be trained to become accountants, or tax advisers, or investment bankers or business strategists but they do require the knowledge, skills and confidence to work effectively with those other partners, to understand the information they are provided with and to effectively interpret and act on that information with their clients’ needs in mind. “Lawyers need to be financially literate, whatever part of the law they specialise in – a competence in understanding often quite complex financial issues is now a core skill for most successful lawyers. “Whatever their legal focus, the senior managers and partners in all professional service firms have to be good business leaders and sound people managers.”

BUSINESS MATTERS with Steve Sankson, of The Royal Bank of Scotland and NatWest in Merseyside WE HAVE all started 2010 with a different type of challenge – the snow! While the snow will always clear, though, the economic climate for the next 12 months is more difficult to predict. There are reasons to be optimistic, though. Retail spending over the Christmas period was better than many had feared, business confidence is generally higher than it has been at any time during the past 12 months, and unemployment appeared to reach a plateau during quarter four last year. Mortgage lending is at its highest since April, 2008, and house prices have actually started to increase month on month – all of which will help restore confidence to consumers. But, while these indicators suggest that we may be emerging from the recession, underlying economic growth remains weak and we are going to see some structural changes in the economy as we adjust to the “new normal.” There will be less impetus from domestic demand, we will enter a phase of higher taxation and lower government spending (whatever the result of the General Election); households will save more and credit fuelled purchases will become a thing of the past. Exchange rates may help our export businesses, but imports are more expensive. All of which means that 2010 will continue to be challenging for businesses across many sectors. So adjusting to this “new normal” and making your business fit for the future will be crucial for all of our local businesses. Most businesses have taken a long, hard look at non-essential expenditure. Costs have been cut, non-core activities run down or disposed of, and in many cases investment deferred. But now is probably a good time to revisit your plans, as we adjust to the new trading climate. New markets (both domestic and overseas) will

open up as existing players change focus or exit traditional markets, creating opportunities for local business that are able to capitalise. Consumer spending patterns are shifting, again creating real opportunities for those businesses willing to invest in new delivery channels, new products or more targeted marketing. So reviewing all of your options, where you could invest, what has changed in your market over the last 18 months is a very useful exercise to undertake. Access to finance at a fair price will remain at the top of many businesses’ wish list during 2010, and ensuring this happens will remain a key priority for NatWest and RBS, just as it was in 2009. The introduction of the RBS and NatWest SME Charter last November extends the pledge we made earlier in the year to allow SME business customers to renew their overdrafts at the same or a lower rate for a further 12 months. The charter also introduces a cap of 1.5% on overdraft and loan arrangement fees for businesses with a turnover of up to £25m and extends the NatWest offer of two years’ free banking for start up businesses to RBS customers. This month, RBS and NatWest announced the launch of a £1bn fund dedicated to the UK’s manufacturing businesses, 18,000 of which are located in the North West. Manufacturing businesses of any size or turnover can access competitive fixed rate loans via the fund and take advantage of the opportunity to defer repayments for up to three years. Throughout last year, we worked closely with our SME customers across Merseyside to understand the issues from their side. The charter and manufacturing fund is the latest in a series of initiatives introduced by the bank to support customers through the recession, and we will continue to find new ways to meet their needs during 2010.

We are going to see changes as we adjust to the ‘new normal’

SCIENCE & TECHNOLOGY ADVERTISEMENT

Tesco link to help boost dairy industry

The national dairy centre at the University of Liverpool‘s Leahurst veterinary campus

Tesco funds first national dairy centre at university veterinary site A NEW Visitor Centre, funded by Tesco, has opened at the Wirral’s National Dairy Centre of Excellence. The first of its kind, the centre is a collaboration between the supermarket giant and the University of Liverpool at its Leahurst Vetinerary Centre. The Dairy Centre’s Visitor Centre will provide a forum for industry organisations, farmers, schools, colleges and students to be involved in its research work. Based at Wood Park Dairy Farm, at the University’s Leahurst Veterinary Centre, its knowledge transfer activities aim to boost the competitiveness of the British dairy industry. It will bring together experts from across the “food chain” to look at issues from herd

health to consumer trends. Entirely funded by Tesco, the centre now has a visitor centre which provides a forum for the industry and consumers to meet. This is the first major UK collaboration between a retailer and a university veterinary school, making Wood Park Dairy Farm a national resource centre for farmers. The Dairy Centre is part of the Tesco Sustainable Dairy Group, offering expertise in cattle lameness, fertility and calf health. It will help farmers enhance the commercial benefits of their work and offer advice on animal health and welfare. The collaboration will also help further veterinary teaching at the university by providing the latest information on dairy technologies and farm management.

Wood Park Dairy Farm houses 200 cows, which are each expected to produce around 9,500 litres of milk a year. Emma Jones, Tesco agricultural manager, said: “Our relationship with the University of Liverpool goes from strength to strength. “As we come to the end of a very successful first year, it is good to take stock and review ongoing research at the centre, looking at digital dermatitis, nutrition and fertility. “Through this exclusive agreement, we continue to look at issues that matter to both our farmers and consumers alike, such as animal welfare and the environment.” The centre also recently received a £1m investment for improved student study facilities.

Virtual engineering centre opens at Daresbury

THE North-West is set to benefit from a new centre for virtual engineering, following the confirmation of a £5.3m investment. The Virtual Engineering Centre (VEC), Daresbury Laboratory, Runcorn, is funded by the Northwest European Regional Development Fund, the Northwest Development Agency and the University of Liverpool.

VEC will catalyse virtual engineering activities and joint research programmes across the sector between industry and academia. Virtual engineering involves integrated product/process modelling and the creation of virtual prototypes. It will form the basis of all future business in the aerospace sector, but as yet suitable integrated virtual

engineering tools and techniques have not yet been successfully developed and implemented in the industry. By combining the expertise of the university, the Science & Technology Facilities Council and the Northwest Aerospace Alliance, the VEC aims to address the problems and offer best practice. Gareth Padfield, VEC

academic lead and chief scientific advisor, said: “The Virtual Engineering Centre reflects the university’s commitment to knowledge exchange and the development of strong academic-industry collaborations. “We have developed a centre which will transfer our world-class research in aerospace engineering from the university to industry.”

SCIENCE & TECHNOLOGY

Drug giants to collaborate with university on nanotechnology LEADING drug companies will work with the University of Liverpool after its scientists received a £1.7m award to find how nanotechnology could improve pharmaceutical drugs’ impact. AstraZeneca, Merck, Sharpe and Dohm, Gillead, Abbott and Iota Nano Solutions will be involved in the three-year project. They will work on the project with the University’s Departments of Chemistry and Pharmacology, and will apply nanotechnology techniques to develop new approaches to future drug

development. Many current medicines have a poor ability to dissolve, so are given in large doses to ensure enough of the drug is absorbed into the body to be effective. Collaborating closely with the industry experts, scientists will investigate the possibility of creating viable drugs in nanoparticle form – each particle being approximately 1/800th the width of a human hair. The research will also look to establish if nanotechnology can reduce the toxicity of drugs using smaller doses without losing effect.

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Nanotechnology could improve the impact of drugs

LJMU’s RINGO is a real star

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Liverpool John Moores University makes a breakthrough in international space research THE mystery of the forces behind the most powerful explosions in the Universe – Gamma Ray Bursts – has been solved by Liverpool scientists. Project leader Prof Carole Mundell hailed this as the “perfect illustration of technological innovation on a small budget that has allowed Liverpool to lead the world”. The discovery has been achieved with the £30,000 scientific camera, called RINGO, created by Liverpool John Moores University and located near Las Palmas, in the Canary Islands. When this is combined with the University’s Liverpool Telescope, it enabled LJMU astrophysicists to solve the mystery of the Gamma Ray Bursts. The astrophysicists believe these cosmic explosions are the result of massive stars reaching the ends of their lives and dying in a spectacular explosion. This produces new black holes in the process, sending powerful rays of light towards earth. These events take place billions of light years away and usually fade in a matter of seconds, making it very technically challenging to observe them. Now, thanks to RINGO (nicknamed Ringo Starr) and the Liverpool Telescope, LJMU astrophysicists have established that magnetic

fields are important for driving these explosions and are responsible for beaming the powerful light towards Earth. The presence of magnetic fields had long been predicted by theorists and the new discovery by the Liverpool team provides the first proof of their existence in a real Gamma Ray Burst. Prof Carole Mundell, head of the Gamma Ray Burst team at LJMU, said: “This is a very exciting and important breakthrough discovery. “It is a perfect illustration of technological innovation on a small budget that has allowed us to lead the world and make a fundamental discovery in this competitive field. “The Liverpool Telescope is unique; it is the world’s largest robotic telescope and is ideally suited to responding very quickly to notifications from Nasa’s Swift satellite that a Gamma Ray Burst has taken place. “But now, thanks to RINGO and its unique ability to measure the physical properties of light (called polarisation), we have been able to probe the structure of Gamma Ray Bursts at the early stages of their lives, soon after the initial explosion. “Our new instrument, RINGO2, will revolutionise studies of magnetic fields in GRBs and we expect many more revelations to follow,” she added.

LJMU’s RINGO camera, in Las Palmas, in the Canary Islands, which has helped solve the gamma ray mystery

IN ASSOCIATION WITH

EDUCATION

Bringing fresh hope to the

Ken Pye explains to Neil Hodgson how Hope University can help businesses thrive

Ken Pye, renowned Liverpool business figure and author, who has been appointed as Hope University’s new director of continuing professional development ENOWNED Liverpool business figure Ken Pye has been appointed by Liverpool Hope University to build on its links with the business community and to develop new methods of improving education, training and efficiency for Merseyside commerce. He officially begins his new role as director of continuing professional development on February 1, but has already instigated discussions with peers at the University of Liverpool and Liverpool John Moores University towards his aim of providing the right resources to enable businesses to improve – and to enhance Liverpool’s standing on the worldwide business stage. A well-known speaker, author and former senior programme director with the international leadership development organisation Common Purpose, he will liaise with educators, businesses and community leaders.

Pye described his new role as forging new relationships with local communities, businesses, individuals and organisations of significance and impact, and working to mutual benefit to support the aims and ambitions of the university as a centre of excellence in education. He added: “And as one that makes a genuine, positive and real contribution to the quality of life of British people and beyond.” That includes providing opportunities for people to access knowledge, experience and understanding through research and educational programmes and to meet individuals they would not normally have contact with. “And here’s the trick,” he continued. “At the same time to contribute to the development of Hope University so that this will be a shared learning experience and a win-win situation for everybody.” His first few months will be spent with the deans of Hope’s major

faculties discussing how to enhance their provision, at the same time as connecting with the wider world. Hope already has strong links with educational establishments in the US, Africa and India, and Pye envisages even more international ties: “The university has an expanding and significant international impact and it’s one of my key aims to make sure we’re taking out the message of Liverpool Hope and the resources and expertise we have to the widest possible breadth of community right around the world.” Nearer home, he plans to increase Hope’s impact at a national level. “This is not just about independent business thinking but about strategic thinking across the board.” On a local level, Pye advocates the city region concept and says the whole of Merseyside must benefit from a resurgent Liverpool. “The unemployment level is still

high, so we have got to make sure that all this economic growth does not centre on the heart of Liverpool but spreads out right across the communities of the city and also right across Merseyside. “There are wonderful things going on in every local authority in Merseyside, most of which the rest of the world is unaware of because people are focused on Liverpool. “The city is legitimately the hub of the city region, but this vision, this energy and this passion are not exclusively found in Liverpool, but throughout the region. “The figures that came out about the impact of the Capital of Culture across the region and the other counties, made joyful reading and shows what potential there is here.” He added: “The concept of shared working and partnership across the local authorities means that together we can achieve more than we can separately and this is now embedded right across all local authorities.

“I am a great believer in the concept of the city region, and again Hope will be a part of that. “Partnership across local authorities, that’s what’s going to enable us to develop and grow, and therefore resource the private sector as well.” He believes the region’s best chance of building on its progress so far is to play to its strengths. “This is a service economy. It’s also a low skills-based economy. “We need to recognise that, we need to resource where practical and strengthen the things that will generate income for the city using existing skills. That is a priority. “But the second priority is genuine wealth creation. “We can only do that when we have products and services to sell. So again, a key priority for economic growth is actually looking very closely at where there are market opportunities and where Liverpool businesses, with the support of Hope,

EDUCATION

region’s business community

Hope University’s Gateway Building, which will be the base from which Ken Pye will develop his strategy can actually get the resources they need to develop those opportunities. “So, it’s R&D, communication, shared planning, shared thinking and a dynamic belief in the future. Because that’s what I am also bringing to this particular job. “I am a Scouser born and bred, deeply biased towards the city,” said Pye, who is the author of Discover Liverpool and A Brighter Hope. He continued: “But I am under no illusions as to its weaknesses and its failings in the past. “These weaknesses are far outweighed by our strengths and our successes, and I’m determined to enable Hope to be an engine that drives that success even further.” He added: “I will be working with anyone who is prepared to work with Hope University, but certainly I would want to work with Liverpool Vision, The Mersey Partnership, all the local authorities in the Liverpool city region, Government Office North West, the NWDA, the CBI, FSB

and my partner universities across the city, plus with key individuals. “One of the things we are blessed with here is exciting individuals who in their own right are dynamic assets for the city.” He said: “I am very excited about this opportunity, quite simply because I am not going to be swimming against the tide. “There is a remarkable sense that the future is within our grasp and that we just need to reach out and get it. But there is also a recognition that we can’t do this on our own, either as individual organisations, agencies or businesses, or as a city in isolation from the rest of the UK. “One of Liverpool’s major faults, for possibly two generations, has been its inwardness. “That’s changed now because all of a sudden we realise that the world recognises what Liverpool can offer. “We’ve got our self-confidence back. But it needs a bit of a boost; a bit of nurturing.

Margaret Simey, who died in 2004, was the city’s last great 20thcentury female Socialist campaigner “But I always remember a quote by Margaret Simey. She said: ‘National Government makes the mistake of assuming that Liverpool is part of the United Kingdom.’ “We have this sense of our own independence, of our own

differentness – and let’s be honest, we are. Let’s turn that to the good.” He added: “Let’s make a contribution. Let’s lead. “That’s what we’re good at because we can deliver. Liverpool Hope University will continue to deliver.”

Pye said: “All three Liverpool universities have excellent relationships with businesses, but there is more that can be achieved. “It’s finding appropriate mechanisms to make that happen to increase the impact: that is a main priority. “Today’s economic conditions need a new way of working. The word partnership was much over-used in the 80s and 90s and people stopped taking it seriously – big mistake. Because it is still as valid now as it was then, and even more so. “We have got to work collectively to make sure that we are part of the recovery and this will only come from wealth creation that will sustain the economy. This will only be possible if our business community is resourced with understanding, knowledge, expertise and with new opportunities – and that’s where Liverpool Hope University comes in.”

THE NETWORKER

BUSINESS LUNCH Bill Gleeson meets Simon Cleaver, from Yorkshire Fund Managers, at Liverpool’s latest Italian restaurant RMED with millions of pounds in his back pocket, Simon Cleaver has just returned to town after a ten-year exile in Manchester. He is looking out for fast-growing Merseyside companies in which to invest the cash. An investment director of Yorkshire Fund Managers (YFM), Simon, who holds an MBA from Manchester Business School, has been asked to manage a £9m venture capital fund for the North-West region. The fund has been set up using European Union Objective 2 cash, which is to be used to promote economic and business development in less productive parts of the region. YFM has been directed by the Northwest Development Agency (NWDA) to make sure 40% of this fund is invested in Merseyside businesses. As a result, YFM has recently taken office space in The Plaza, on Old Hall Street, to give itself a Merseyside presence. Simon, a long-standing resident of West Kirby, has seized on this as an opportunity to return to Liverpool, where he once spent many happy years working for 3i, the venture capital firm, and Charterhouse Tilney, the institutional stockbroker. He moved to Manchester about ten years ago to take up the post of North-West representative for the London Stock Exchange, where he liaised with quoted companies, professional advisors and stockbroking firms. He also marketed the idea of a flotation to the region’s privately-quoted companies. “It’s been quite a varied career,” he agreed. I met Simon for lunch at San Carlo, a relatively new Italian restaurant on Castle Street. The venue is part of a growing chain of restaurants. Simon suggested it because there is already one in Manchester which is close to YFM's office there. “We use it a lot,” he said. “I take my children there, too. They have a big menu and there’s something for all of us on it. It’s very good. It will be interesting to see the differences between this one and the one in Manchester. “They are very keen on celebrities. The one in Manchester was used by Manchester United for the party after they won the Premier League. The whole team’s pictures are up on the wall. “It’s also very efficient. Even when it’s busy, you can eat two courses and be in and out in an hour.”

We had agreed to have a late lunch as Simon had been unavoidably detained that morning. When we arrived at 2.30pm, the large restaurant was still bustling with diners, mostly fellow suits, during what had evidently been a busy lunchtime service. For starters, Simon selected the Carpaccio of fresh sliced tuna in a citrus dressing with braised fennel, while I chose Guazetto, a broth-like dish of scallops, baby clams, prawns and tomatoes with toasted rustic bread. While we ate, Simon reflected on the cultural differences between venture capitalists and stockbrokers. “It’s very useful to have a mix of perspectives between stock market quoted firms and private venture capital backed companies,” he said. “There is some cross-over between the jobs. You have to use the same analytical skills, but the cultures are really quite different. “You take bigger risks with venture capital stuff. There is more uncertainty. You’re not so much judged on your track record, as it can take years for a track record to develop. “In stockbroking, you’re only as good as your last year’s commission or even the last deal you’ve clinched. In venture capital, it’s three to seven years before you see how a deal goes, so in some ways it’s more of a team effort than broking.” Commenting on his tuna, he said: “It was very nice and tender, with thick slices of tuna, though it was slightly over powered by the fennel. But it was a very nice piece of tuna.” I was served a large bowl of Guazzetto. It was such a generous portion it could have almost made a main course, but I was hungry, so that was good. There was plenty of fish in it, and it was served in a very tasty and nicely seasoned stock. However, it was far too hot and the tomatoes burnt my mouth. The stock made the toast soggy – I would have preferred the toast to have been served on a side dish. For his main course, Simon went for the Pollo Certosino, which is pan-fried breast of chicken cooked in white wine with spiced Italian sausage, fresh peppers and chilli in a tomato sauce. I had the escalope of venison with cherries and Armagnac. During the main course, Simon explained that the £9m

Authentic Italian ambience – the San Carlo restaurant, in Castle Street, Liverpool fund was just for starters. Another round of cash would be dished out later this year. In all, around £170m is available from Europe for regional venture fund investment in the North West. YFM is hoping to win a slice of this bigger pot too. In fact, the tender document for the rest of the funds arrived in his in-box the night before we met. The NWDA, which is administering the fund on behalf of Europe, is sub-dividing it into four smaller funds reflecting the agency’s priority sectors. These sectors are biomedical, digital and creative, and energy and environmental. It will provide early-stage venture finance capital and subsequent rounds of development funds. It will invest both equity and loans into North-West firms. Simon says YFM is currently talking to two or three firms in Merseyside and expects to be able to complete some deals shortly. The fund

Simon Cleaver

will invest between £250,000 and £1m in each company. YFM has managed similar regional investment funds in other parts of the country, and indeed already managed one in the NorthWest. This has been up and running for six years, and has already recovered 60% of its initial £23m capital and still has 30 companies to help take that figure beyond 100% in the years ahead. The fund’s performance contrasts with that of the venture funds managed by Merseyside Special Investment Fund (MSIF), which has struggled to make big profits from its investments. MSIF, however, was hampered by restrictions on its investment criteria. It was required to balance social goals, such as improved business density, with commercial considerations. YFM can take a more commercially-minded approach to its investments. Of his chicken, Simon said: “It was very nice. It had a big kick from the chillies. The tomato sauce was rich, and the sausage pieces were chunky.” I was less impressed with my venison. I had asked for it to be cooked medium, but the finely-sliced

pieces of venison were served well-done. The cherry and Armagnac flavours passed me by, though the courgette chips and potato were good. We washed it all down with glasses of Peroni, but there was a plentiful selection of wines, including a good choice of wines by the glass. The menu was extensive. It included starters, pasta dishes, main courses, pizzas and desserts. In addition to the regular menu, there was also a varied list of specials. So Simon was right, there is something on the menu to suit everyone’s tastes. The service was attentive, with characterful waiting staff who leant an authentic Italian ambience.

DETAILS San Carlo 41 Castle Chambers Liverpool L2 9SH Tel:0151 236 0073 Cost: £79.36

THE NETWORKER

THE BUSINESS LIST Tuesday, January 26 Ian Wilkinson, from J Montagu Financial Solutions, will talk about the importance that financial planning can have on the safeguarding of your business at the Striding Out networking event. It is at Hannah’s Bar, Leece Street, and is from 6pm-9pm. To register, visit www.stridingout.co.uk

FRIDAY, JANUARY 29/ ST HELENS TOURISM & LEISURE AWARDS

Wednesday, January 27 At St Helens Chamber’s business breakfast John Haynes, life coach and business advisor, will talk about the key success principles companies need to think about for a successful 2010. David Hitchen, healthy workforce adviser for St Helens Chamber, will also give a short presentation on the benefits of having a healthy workforce. Register at sthelenschamber.com

Wednesday, January 27 The Knowledge Economy Business Breakfast is at Liverpool Science Park’s ic2 building, starting at 8.30am. There will be short presentations by John Spafford, from the University of Liverpool’s management school, and Ian Meyer from Northgate Arinso. To book, visit http://tinyurl.com/kebb-jan

Friday, January 29 The Daresbury Business breakfast brings together around 100 people working for hi-tech companies and their supply and support communities. The breakfast is at Daresbury Innovation Centre, starting from 8am. For more details, visit http://tinyurl.com/SICbreakfast

Tuesday, February 2 The 1stuesday event is an away trip with Virgin Trains to Crewe station, followed by a tour of the new Virgin Talent Academy. To attend, call Nicola Holland at Halton Chamber on 01928 516142 or e-mail nicolah@haltonchamber.com

Hanny Woods, The Art Fund’s North West chairwoman, and St Helens Council Leader Brian Spencer, with 11 ex-miners in front of Dream THE St Helens Tourism and Leisure Awards are being held to celebrate the achievements within the sectors. The event at Haydock Park racecourse will see winners of 12 categories recognised. The categories range

from most welcoming receptionist and most professional bar person to St Helens ambassador. The shortlist for the tourism and leisure entrepreneur of the year is Glenn Turner, of the North West National Golf

Tuesday, February 9 The Halton Women in Business Network event is at The Heath

& Country Club, Lynn and Mustafa Ben-Yousef, of Darkstar Laser, and Ian Jones, of the Griffin Inn. St Helens Council leader, Brian Spencer, said: “Despite the recession, 2009 has seen further important local product developments in

terms of tourism – Dream, the spectacular landmark sculpture at Sutton Manor, the North West National Golf & Country Club and Darkstar Laser, the new laser quest style attraction in the town centre.

business advanced hindsight. The Knowsley Chamber event aims to help focus on business planning to create a strategy for sustained growth, not just for 2010 but the decade to come. It is from 11.30am to 2pm, and is free to Knowsley Chamber members and £11.75 for non-members. To book, visit www.knowsleychamber.org

Business Park, from 12-2pm. The event is free of charge for Halton Chamber members and £10 to non-members. To book, contact Nicola Holland on 01928 516142, or e-mail nicolah@haltonchamber.com

Thursday, February 11 This St Helens Chamber event is a good introduction to networking for new businesses. Hosted by business advisers, the free event will provide an informal taster of networking. It is open to new businesses trading for up to two years. The free event starts at 6pm. To register, visit sthelenschamber.com

The Hilton Hotel, Liverpool – Chamber’s monthly platform lunch

Thursday, February 11 Business Doctors Matt Levington

“No doubt 2010 will also be both a challenging and rewarding year for us all. “That is why it is just as important as ever to support the tourism awards and celebrate the excellence of those working within it.”

Tuesday, February 23 Life coach John Haynes – will talk at the St Helens Chamber business breakfast and Rod Davies are presenting an interactive workshop to help business owners and managers to appreciate the power of planning and the benefits of giving your

Liverpool Chamber of Commerce’s monthly platform lunch is at Hilton Liverpool in Liverpool One. It starts at 12.15pm and is scheduled to finish at 2.30pm. Three members will make short presentations about their businesses. It costs £25 for members and £30 for non-members. To book, call 0151 227 1234.

I have served some of the â&#x20AC;&#x153;most famous people in the world â&#x20AC;?

Winner of

TEN Prestigious

Awards

Originale Cucina Italiana

Tel: 0151 227 5700 41 Castle Street L2 9SH www.sancarlo.co.uk info@sancarlo.co.uk Roberto Durante Head Waiter

London Manchester Birmingham Bristol Leicester Liverpool Milan Rome Kuwait

THE NETWORKER

ALISTAIR HOUGHTON It’s time to get this party started – so will the latest hotel opening take inspiration from the planet’s top revellers? ORDS can hardly express the excitement felt around the LDP Business desk when the invitations for this week’s Hilton Liverpool opening arrived. Ties were loosened – slightly – smiles were cracked – briefly – and there may even have been some toe-tapping. Most journos have a Pavlovian response to free food and booze, the very suggestion of which is enough to start them salivating and ululating like there’s no tomorrow. And a hotel opening seems to promise so much. Past Liverpool hotel openings stir

memories of Post hacks like the scent of a madeleine stirs a Proustian narrator. Hacks weave tales of intense festivities at Malmaisons and Radissons, of parties overflowing with the finest wines available to humanity, of castles of canapés, more booze, barrel-loads of buffet treats, more booze, cathedrals of cheese, cakes to die for. Oh yes, and more booze. So it’s no surprise that Hilton launch invitations have been greeted so warmly, and that anyone foolish enough to admit to receiving such an invitation can expect jealous glares from comrades less lucky. So what can we expect from this week’s launch? Perhaps organisers will take inspiration from a hotel opened in 2008 on Dubai’s artificial palm tree-shaped islands. The opening party of the Atlantis The Palm hotel was reported to have

cost as much as £20m and was described as the most expensive private party ever staged. But given as the hotel itself cost £1bn, that was small change. So what did the 2,000 guests – including Robert de Niro and Lindsay Lohan – get for that money? Well, try the world’s largest firework display. It was, organisers claimed, seven times larger than the immense display that opened the Beijing Olympics that same year – and was visible from space. The elite group was entertained by diminutive Antipodean diva Kylie Minogue, who performed a ten-song set for which she was paid £1.5m. That, according to the Evening Standard at the time, meant she was paid £500 per word of I Should Be So Lucky. No “should be” about it, really. Closer to home, as well as the legendary Radisson and Malmaison bashes of recent years, the Vincent Hotel, in Southport, had its own star-studded grand opening. The launch event for its V Sushi restaurant included an opportunity for guests to eat sushi from the body of a young lady, her modesty protected only by some leaves. The Daily Post’s pictures of people awkwardly picking up those canapés while avoiding eye contact are to be treasured. GREAT entrance is also important at a great party, so perhaps any star guests who make an appearance at the Hilton’s party could take lessons from Bianca Jagger. In 1977, she arrived at New York disco Studio 54 for her 27th birthday bash astride a white horse led by an unclothed gentleman. The resulting pictures – suitably cropped – were sent around the world and made Studio 54 the place to be seen in the Big Apple. Perhaps organisers could also go to Sir Elton John for party tips. At his 50th birthday in 1997, he chose to dress as Louis XIV – and his wig and costume were so big that he had to be delivered to the event in the back of a furniture truck. I’m someone whose ideal party would probably look like a real ale festival, with the music supplied by My Bloody Valentine and the catering by Wimpy. But even I’m intrigued to know what this latest Liverpool hotel opening will offer. A budget fit for the hotel’s party-loving namesake Paris Hilton, perhaps ? So I head to the Hilton this week with a spring in my step and a song in my heart – 24 Hour Party People, perhaps – and the highest of hopes. And if all I end up with is a soggy prawn sandwich, I’ll be terribly disappointed.

You too could have Kylie Minogue performing at your launch party – but you’ll need deep pockets

SOCIAL DIARY THE NETWORKER

Karen Illingworth, The Mersey Partnership; Dave Maj, from the Crowne Plaza; and Rita Jones, Manager of the Harbour Club Gym and Spa, at the awards evening

CAROLYN HUGHES FIVE staff at the Liverpool City Centre Crowne Plaza were recognised at the Centre Island hotel group national awards. The glamorous ceremony took place last week at the Pier Head-based hotel. Crowne Plaza Liverpool City Centre had three winners: Tory Harper, Support Person of the Year; Gemma Kenny, New Entrant of the Year and Stephanie Cannell, Manager of the Year. Tom Meara and Cheryl Mulvey were runners-up in the Receptionist of the Year and Chef of the Year respectively. ■ THE first official Sexy Networking event of 2010, for Downtown Liverpool in

Business, was attended by over 150 of Liverpool’s top flight businesses at the Sir Thomas Hotel. Now in its sixth year, this event just gets bigger and better. This week’s event was supported by Blankstone Opticians, Ollie & Darsh, Fishlocks Florist and Ubiquity PR. ■ LIVERPOOL’S newest hotel, the Novotel, in Hanover Street, opened its doors for an After Hours Showcase for Liverpool Chamber of Commerce. Guests enjoyed tasty food, and Novotel staff led tours of the contemporary designed building. The meeting area equipped with Wii’s for break time relaxation proved especially popular.

Dave Blackman (Venmores); with Frank McKenna (DLIB Chairman); Lucy Clarke (Premier Apartments); Roy Gronow (Entwistle); and Vicky Jaycock (Livesmart), at the Sexy Networking event

Stephen Roberts, Crowne Plaza General Manager, with Dee Keeley, Group HR Manager for Centre Island, and Radio Merseyside presenter Roger Phillips, compere for the hotel awards evening

Amine El Guaddar, Novotel; Glo Simmons, Sunflowers; and Nick Preston, Liverpool Chamber, at the Novotel Showcase

Support person of the year Tory Harper, with Crowne Plaza general manager Stephen Roberts, at the awards evening

Natalie Wackett, manager of Chaophraya restaurant, with Jenny Stewart, Liverpool Chamber, and Martin Hadaway, Novotel's General Manager, at the Showcase

Radio presenter Kev Seed, with Frank McKenna, DLIB chairman, at the Sexy Networking event

Connectivity, Catchment, Cost. Lake District Preston M6

M65 M6

M61

Southport

M66

Bolton

Wigan

M61

M60

M58

Manchester

Salford

M57

St.Helens Liverpool

M62

M62 M6

M60

M62

Warrington M56

Wirral

Runcorn

M53

M56 Glasgow

M56 M56

Leeds

M53

North Wales

Chester

Birmingham Cardiff

London

• Direct access to the arterial M6 & M62 • The most car-friendly place in the whole region* • Within 45 minutes of two, expanding, international airports and the UK's largest Freeport zone • Within an hour's drive of 4.3 million prospective employees & 6.8 million potential customers • A relatively low cost & cost-effective location in terms of premises, house prices, & labour *2009 Virgin Money Survey

For more information about investing in St.Helens please contact the St.Helens Business Location Team. Tel: +44 (0)1744 742 041 Email: enquiries@investinsthelens.com

www.investinsthelens.com 47

Taking your business to Another Place

Wondering how to expand in the current climate? Worried about a specific business issue? Thinking of setting up a new business? Don’t miss the opportunity to attend this FREE one day event for Sefton businesses where you can access top quality advice and help on finance, sales & marketing, export opportunities, personnel issues as well as advice and guidance for those thinking about working for themselves or who have just started a business. You can drop in at any time during the day, network with other businesses, tour the exhibition stands and talk to professional advisors who have the experience and know-how to give you really useful help. There’s also a special “Question Time” debate where you can air your views on business support and share ideas with other business owners. Workshops will be running throughout the day where you can hear from experts on a range of key business areas and improve your business skills

YOU CAN BOOK YOUR PLACE IN THREE EASY WAYS Register online at www.businessplussefton.com OR Email info@businessplussefton.com OR Call Clarity Creation on 0151 293 0505 quoting “Invest Sefton”

www.businessplussefton.com

investsefton DEVELOPING OPPORTUNITY DELIVERING SUCCESS

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