Platinum Business Magazine Issue 74

THE LARGEST CIRCULATION REGIONAL BUSINESS PUBLICATION IN THE UK

ISSUE 74 . JUNE 2020

The New World of Recruitment

KEIR STARMER Credible opposition at last?

Looking Ahead THE FUTURE OF WORK

Travel

Baja California

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TOP ELECTRIC CARS

Join our ‘Looking ahead’ webinar series Many businesses are focusing on their immediate issues, on doing what they can to survive this unprecedented period of mass uncertainty. However, it’s still important to remember to pause, breathe and look up from the current circumstances at the bigger picture. Where some see challenges, others see opportunity, adaptability and innovation.

The aim of our ‘Looking ahead’ series is to help your business achieve a brighter future with practical guidance and tips. Details of the webinars from this series are below: Looking ahead... for the rest of this year

Looking ahead... to the future with purpose

24 June 2020 | 10:00am - 11:00am

23 September 2020 | 9:00am - 10:00am

• Sourcing funding • Cashflow management • Employee welfare/resilience

• The importance of ‘purpose’ and reviewing your business’ purpose • Sustainability • Corporate Social Responsibility

Looking ahead... to 2021

22 July 2020 | 11:00am - 12:00pm

• Finding your entrepreneurial spirit and opportunities and innovation in chaos/crisis • Exploring routes to market Looking ahead... to the next 3-5 years

Looking ahead... retaining agility - rain or shine 28 October 2020 | 10:00am - 11:00am

• Funding reserves, resilience and contingency planning, crisis planning/management • Importance of looking for opportunities in crisis

26 August 2020 | 12:00pm - 13:00pm

• Focusing on rebuilding, reviving and stabilising your finances • Funding • Corporate finance • Trading internationally

For more information on our Looking ahead webinar series and to register to join: Visit: www.krestonreeves.com/webinars Email: events@krestonreeves.com

CONTENTS 8

DMH STALLARD Are business interruption policies paying out for Covid-related claims?

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KRESTON REEVES The future of work.

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AVANTIS WEALTH It's time to support small businesses.

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BUSINESS NEWS Sussex Innovation confirms its new CEO.

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DUFF & PHELPS Changes to UK insolvency laws provide options for struggling businesses.

PAIGE COLLINS The Managing Partner of Hartley Fowler shares her journey of transitioning from Peter to Paige.

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NEIL LAUGHTON Team building, incentive and educational days, and adventure.

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PEOPLEFORCE The new world of recruitment.

THE BIG READ Keir Starmer will have to play the long game if he is to become Prime Minister. Will his patience pay off?

DMH STALLARD How to adapt to the new normal.

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KRESTON REEVES Is Companies House allowing companies to close quickly enough?

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PARTRIDGE MUIR & WARREN Financial markets are riding the wave of central bank liquidity.

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CARI Personalised AI-powered mental health advice.

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ADVANCE ONLINE Golden Google - a business owner's holy grail.

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MANNINGS HEATH The demand for a shorter version of golf.

HURST Rising to the challenge of remote learning.

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MOTORING Maarten Hoffmann's top 10 electric cars - plus his review of the Tesla X

44 Week.

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CLEANKILL Are you paying too much for your pest control?

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SUSSEX INNOVATION Open for business with new packages for tenants.

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NATWEST ACCELERATOR Focus on MyCharleston.

CHESTNUT TREE HOUSE Support Children's Hospice

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TRAVEL Baja California

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GATWICK DIAMOND BUSINESS Join in one of GDB’s virtual events

All rights reserved. The views expressed in this publication are not necessarily those of the publisher. The publisher cannot accept responsibility for any errors or omissions relating to advertising or editorial. The publisher reserves the right to change or amend any competitions or prizes offered. No part of this publication may be reproduced without prior written consent from the publisher. No responsibility is taken for unsolicited materials or the return of these materials whilst in transit. Platinum Business Magazine is owned and published by The Platinum Publishing Group.

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Businesses local to Gatwick are 50% more likely to export than the national average

Gatwick brings global trade opportunities closer

We’re more than just an airport

Welcome Welcome to the first June of the new normal.

What the hell the new ‘normal’ is none of us are really sure but offices start to open, shops tentatively open their doors and we gingerly venture out.

Bar another virus wave, the nightmare is coming to an end and we start to glimpse the new world order.

Platinum has been here throughout with double the publication rate in the hope that we can keep you all in touch with events in our region.

We are a tough bunch in the South East and we will roar back into action, and we just hope the rest of the country can follow suit.

With the newspapers packed day after day with covid news we have, and will continue, to avoid the subject as much as possible and bring you all the business news, views and opinion from right across our region.

Smile - summer is here, we will all see each other soon - and we will re-build.

Maarten Hoffmann Publisher And while you’re here...

Platinum Publishing enjoys the largest circulation of any business magazines in the UK, reaching over 720,000 readers across the South East and this includes 468,000 online readers. If you can’t wait for the next issue then jump onto our social media platforms and join the conversation.

@platbusmag Platinum Publishing Group www.platinumpublishing.co.uk

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national EASY MONEY

news By the time a man realizes that his father was right, he has a son who thinks he's wrong.

BUSINESS WISDOM

Clear Skies

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ine million EasyJet customers have had their personal data stolen and this couldn’t have come at a worse time for the low-cost airline group.

In an industry already heavily affected by the recent pandemic, this is another stark reminder that airlines must take a comprehensive risk-based approach towards protecting customer data, especially as attackers are frequently looking to take advantage of the current environment of heightened disruption.

We, as yet, do not know how the hackers were able to access the data but incidents like this have far-reaching consequences for organisations and their customers. It’s important for citizens who suspect their details may have been compromised in this incident to be extra vigilant going forward, as their information may be used in future cyber-attacks, including phishing. For organisations, it remains crucial they continue to prioritise data security at all times, but especially when there’s widespread introductions of new systems as there has been in response to sustained remote working during the COVID-19 pandemic.”

ROLLS ROYCE CUTS

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olls-Royce has said it will cut 9,000 jobs and warned it will take "several years" for the airline industry to recover from the coronavirus pandemic. The Derby-based firm, which makes plane engines, said the reduction of nearly a fifth of its workforce would mainly affect its civil aerospace division.

"This is not a crisis of our making. But it is the crisis that we face and must deal with," boss Warren East said.

The bulk of the job cuts are expected to be in the UK at its site in Derby. .

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he airline industry has been devastated by the pandemic and there seems no relief on the horizon anytime soon. Data gathered by listening to billions of real-time aircraft broadcasts, revealed a 49% annual fall in the air industry's economic output during March 2020. That figure has since been confirmed by the UK's Office for National Statistics.

"Our estimate for April is even more severe - output has fallen 83% compared to the same period last year. The pain experienced by airlines at the moment is crystal clear and it is hardly surprising that they are considering widespread cuts.

"On the bright side, our approach to analysing real-time aircraft broadcasts will make it possible for us to track which airlines recover fastest when the industry bounces back after lockdown."

national

news

LUGGAGE PACKED UP

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uggage seller Antler has crashed into administration and slashed 164 jobs, becoming the latest coronavirus victim. The company, which operates 18 stores, said it has called in administrators from corporate finance firm KPMG.

KPMG said the company has had to make the vast majority of the firm’s 199 staff redundant after it was “profoundly impacted” by the coronavirus pandemic.The luggage industry has been hit hard by the grounding of planes and people have stopped travelling for work or holidays.

Bank Shares

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ecently the share prices of the UK's largest banks have collapsed, in common with those of many other companies.

Banks such as RBS, Barclays and HSBC have seen their share price fall to levels not seen since the 2008 financial crisis.

Some market-watchers suspect the sellers know something we don't, but others suggest the banks are in fact much stronger compared with 12 years ago.

The Bank of England has said the banks should be strong enough to weather a 30% contraction in the UK economy.

But someone who would have liked the banks to have been stronger entering the crisis is Sir John Vickers, the man who was charged with constructing a safety plan for Britain's banks in the wake of the financial crisis. "The global effort to reform the banks after the crisis of 2008 did a number of good things but I generally think of it as a job half done," he told the BBC. Sir John has spoken out before on the topic after recommending banks have considerably more capital. Capital is the amount by which a firm's assets exceeds its liabilities - such as its customer deposits. When liabilities are higher, the company is technically insolvent. For banks, it's important capital is available to absorb surprise losses from bad loans. The more a bank has, the more punishment it can withstand without outside help.

Banks periodically tell investors how much capital they have, when they report profit and other figures, but critics say it's not an up-to-date measure. .

Negative Yield

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he UK sold gilts with a negative yield for the first time in history in May, meaning investors paid for the privilege of borrowing from the UK government.

The three year bond raising £3.75 billion was sold with a yield of -0.003%.

1.36m on dole

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nemployment increased by 50,000 to 1.35 million in the first three months of the year as the coronavirus pandemic had a “major impact” on the UK labour market, official figures have shown.

The Office for National Statistics (ONS) found work hours also fell sharply in late March, when the UK’s lockdown began, and warned figures for April showed signs of a further fall in employment.

“While only covering the first weeks of restrictions, our figures show Covid-19 is having a major impact on the labour market,” Jonathan Athow, deputy national statistician for economic statistics at the ONS, said.

How do you get a sweet little 80-year-old lady to say the F word?

Get another sweet little 80-year-old lady to yell “BINGO!" BUSINESS WISDOM

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Business Interruption Insurance

Do you have a claim?

DMH Stallard's Simon Elcock on the difficulties businesses face when claiming on their policies cated that they will resist paying out on these claims, essentially on the basis that that this pandemic is not covered by their policy wording. Insurers are also no doubt concerned about setting a precedent in these types of claims, which could cost them a great deal of money.

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ar more businesses and individuals have taken out business interruption insurance in recent years. In fact, there has been a 70% increase since 2015 in the SME market and SMEs represent 99% of businesses in the UK. You might be forgiven for thinking that this insurance offers a lifeline to businesses whose income streams have been hit so hard as a result of the ongoing Coronavirus crisis, but is this necessarily the case?

Despite the fact that business interruption insurance is intended to cover loss of income arising from an unexpected event, many insurers have already indi-

Indeed, Hiscox, which is the fifth largest provider of business interruption insurance to SMEs, has recently rejected an insurance claim for business interruption cover, which has seen it come under some serious media scrutiny.

Whilst insurance policies will differ from insurer to insurer, what we have seen to date indicates that insurers are generally intending to resist claims on the basis that the policies are not intended to cover a global pandemic, such as Coronavirus, but rather a more localised and identifiable outbreak of serious illness either where the insured business is located or within a defined number of miles. Some insurance companies are even trying to head off claims of this kind by producing statements setting out why business interruption insurance will not apply in the current circumstances.

In the end, the courts are going to have

“Many insurers have already indicated that they will resist paying out on these claims, essentially on the basis that that this pandemic is not covered by their policy wording."

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to make a finding or series of findings as to whether the wording included in these policies does or does not cover

LEGAL

loss suffered as a result of the current pandemic. The essential question is whether the wording in the relevant clauses applies to the loss arising from this crisis and if it does, whether the insurers are in breach of contract in failing to pay out under these policies.

The Association of Business Insurers has recently provided guidance on business interruption cover which we suspect is likely to paraphrase the line that many insurers are already taking and will continue to take in these claims - (www.abi.org.uk/products-and-issues/ topics-and-issues/coronavirus-hub/ business-insurance/). This note states: “…such policies often respond only

when the disease is present at the premises as they cover the interruption to trade caused where business premises have been infected by an illness such as Legionnaires’ disease or norovirus and where the building needs to be closed and cleaned to deal with the specific incident”.

In a rather less generous approach to insurers, on 15 April 2020, the Financial Conduct Authority (FCA) published a “Dear CEO” letter to insurance firms on their conduct relating to business interruption insurance for SME’s during the pandemic, reminding insurers and brokers that it expects them to provide clear, accurate and fast communication to customers and to assess and settle claims quickly (www.fca.org.uk/

publication/correspondence/dear-ceo-insuring-sme-business-interruption-coronavirus.pdf). The FCA goes on to say that good claims should be paid and, where there are reasonable grounds to pay part of a claim but not to make payment in full, interim payments should be made and the FCA requires firms who disagree with this approach to contact the FCA and, in effect, justify how the outcome they have reached is fair for its customers.

At the start of May, the FCA stated that it was seeking legal clarity via the High Court on business interruption cover so as to try to remove doubt for businesses which are facing uncertainty on their claims and, more recently, the regulator invited brokers and policyholders who are aware of any unresolved disputes with insurers to put forward their arguments in order to help with this process and, more specifically, its proposed High Court test case.

If you would like help to assess your position and whether you may have a claim based on your business interruption cover, please see the video and questionnaire at www.dmhstallard. com/services/services-for-business/ commercial-dispute-resolution-and-litigation/business-interruption-insurance-do-you-have-a-clai www.dmhstallard.co.uk

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Looking Ahead The Future of Work As part of the Kreston Reeves looking ahead series, Andrew Griggs looks to a post Covid-19 world and discusses the future of work.

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ovid-19 has fundamentally changed the way most of us work. And whilst it has been a change driven by necessity, it will have far-reaching and long-lasting implications on both the way we work and where we work.

The workplace – and in this article I refer primarily to the office – has always changed and evolved to reflect employee and employer needs, management thinking, and new technologies. The past decade has seen a shift towards a more agile workplace. Coronavirus has accelerated this.

Self-resilience & independence One of my immediate observations following the lockdown in March is that people are far more self-resilient than perhaps anyone would have imagined.

Individuals have grown in confidence and are keen to demonstrate how best to work and take greater responsibility. We are becoming more independent and have largely welcomed that independence.

Yes, it has been hard for some members of the office environment who

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may need greater levels of supervision. And, yes, many of us miss the connections, discussions, friendships, and, indeed, the routine of the office environment. That will return.

Businesses will look to their lockdown experiences and seek to capture and harness those positive experiences.

They will also learn from what hasn’t worked so well.

Agile working here to stay One welcome change I expect to see is the flattening of traditional office hierarchies, with dynamic teams taking more prominence. Agile working will remain, and employers may find it hard to ignore reasonable requests to work from home. Those dynamic teams will function well with members meeting both virtually and physically.

A major change will be the demand from staff for a greater choice in how they work. Some will want to come into the office every day, others will not. Some will choose to mix their working week between home and the

office. Employers will, I believe, work hard to satisfy and equip staff to make this change.

This will naturally create challenges for managers and supervisors. The answer will perhaps lie in the creation of teams within teams – no more than eight to ten people combining local hygiene and business needs – that will allow the validation, the need to belong and the rewards and recognition employees look for day-to-day. Those teams may evolve naturally or may need to be created, with members looking out for each other.

Increased communication Communication throughout the lockdown has been enhanced, with many of us using Microsoft Teams and Zoom for the first time and quickly embracing them. Virtual coffees, quiz nights and even drinks are commonplace. Whilst virtual drinks might quickly be replaced with the real thing, these habits will remain and become part of the everyday work pattern.

WORK They will prove particularly valuable for those working in multi-sited offices, removing the need for physical catchups and the travel that involves.

People will question how their time is used, with face-to-face time becoming a more valued and powerful commodity.

Yet, employers will need to continue to take their responsibility to staff seriously. Conversely, whilst many employers may have worried about staff working from home taking their responsibilities lightly, the opposite is more often the case. I often hear reports from those working from home that they are in fact working longer and more intensely, tied to their laptops or video calls without the natural breaks the office environment creates.

It can be physically and emotionally draining, and employers will need to encourage a whole new set of good working practices.

The office is dead, long live the office The demise of the office has been long predicted yet it remains a mainstay of our cities and towns. Covid-19 has reignited the idea that the office is now dead. I am not so sure.

Early in the lockdown, businesses naturally asked whether they needed their office footprints. A building on a long

“We are becoming more independent and have largely welcomed that independence." lease sitting empty is not an attractive option.

Now, as we begin to emerge into a post Covid-19 world, businesses realise that office space will still be needed but likely to be used in very different ways.

Businesses will of course look long and hard at their office requirement and, importantly, what they and their staff need and want from that office space.

I believe office interiors will change.

They will need to accommodate those that wish to work there every day, but also for those who choose to work from the office for just two or three days a week. Smaller desks and less space may be needed. The office may become a central meeting point for employees, clients and customers rather than a workstation with more focus on appearance, meeting room space and technology. The purpose of the office is changing, with Covid-19 adding further momentum.

A word of caution Many workplaces combine both the office and shop floor. There is a very real risk of employers inadvertently creating a two-tier workforce, where shop floor staff have no choice but to come into work every day with others enjoying greater flexibility.

The future of work is likely to be very different, blending commercial and customer needs with those of its people and using technology to provide efficient and effective solutions, but it will still leave management teams facing many challenges. Businesses will be facing these challenges together and business advisers will be on hand to help their clients.

Kreston Reeves is hosting a series of practical webinars helping businesses to look ahead and plan for a post Covid-19 future. To view topics and details of our ‘Looking ahead’ webinars or to register your place please visit www. krestonreeves.com/webinars

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All Hands on Deck As British citizens, this millennia has forced upon us some of the cruellest, lifechanging dilemmas we could ever have imagined...

By Aaron Phillips, Senior Investment Broker at Avantis Wealth

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t’s reasonably safe to say that we’re all pretty miffed with the last few hands we have been dealt.

nation ‘negative’, a prospect I’m sure Andrew Bailey never envisaged for his first few months in charge.

We’ve come through national problems affecting our health, our family, our jobs, our global standing, our reputation, our financial freedom, our political discourse, our identity, to name a few. We’re enduring this pandemic and we have, apart from the odd imbecile, done our bit but what happens now?

We have a gradual release plan to get us back to work and restart the economy. I never thought in 2020 that the UK GDP would depend so much on my local chippie, what a crazy world.

From June, the gears of the UK economy will have been lathered with grease and put back on a ‘roadmap to recovery’. Interest rates are set for desti-

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Honestly, at this stage, many British businesses will struggle to envisage any ‘roadmap to recovery’ that doesn’t lead them straight off the Telscombe cliffs. I lived in the North Laine of Brighton for a long time and fear for what the future holds for such a wonderfully di-

verse hub of independent enterprise.

We are reliably informed that these ‘smaller, non-essential retailers’ will be allowed to open from the 15th June.

Then what? We have a string of shops open and no one with any money to spend? There are tough times still to come for businesses, and if they do not receive the help from the people of Britain, dire circumstances await.

We must realise how important it is that those who can, get out there and do what we can to help UK Businesses, in whatever capacity.

INVESTMENT

“Non-essential retailers’ will be allowed to open from the 15th June. Then what? We have a string of shops open and no one with any money to spend?” as well as the shorter versions. The theoretical benefit of longer-term is that the rate will be higher, in return for you locking up your money for this extended period. That is mostly true.

It is also possible, as demonstrated by the Avantis Wealth portfolio of investments, to receive +10%p.a. on short term investments of 12-36 months.

In 2019, Amazon made £10.9billion in revenue from the UK. They paid £220million in tax. This is just shy of 2%. If they paid 20% tax, that equates to £2.1billion and would have more than covered a huge amount of business relief support. For too long the British consumer has voted with their feet, away from the high street at a drop of 1% annually and into the arms of one guy, and his ex-wife.

Investing in these uncertain times - Short Term Vs. Long Term Investing One thing is for sure, things move very quickly now and knowing what is going to happen in one or two months is a challenge, making personal investment decisions over 5+ years a significant risk.

For those that do not know Avantis

Wealth, we are a Hove based company helping UK businesses raise capital to fund their ventures. As part of the process, we have conversations daily with investors who are looking to make judgement calls on the future performance of individual British businesses and industries.

There is usually concern about the unknown and what the future might hold.

I would argue that as investors, you have more control over the outcome of this pandemic than you think. Without people making the leap and investing their hard-earned money, there is no more grease for the wheels, and we are in serious trouble.

In the past, investors have often committed to longer-term investments of around 5-10 years, in exchange for higher returns. Savings institutions consistently offer 3 and 5-year terms

Short term investments allow you to reassess your own position and cash needs more frequently, something that is becoming ever more important. It also keeps you in touch with the market and adjusting your investment strategy will benefit you significantly, on an ongoing basis.

The moral dilemmas keep coming.

Our society is now emerging from the shadows, slightly plumper and dishevelled. We need to get out there and support our smaller businesses in any socially distanced way that we can. If that means putting down the Amazon App for a few months, then go for it.

If you would like to talk to our office about supporting UK businesses, please contact us on 01273 447299 or find us at www.avantiswealth.com

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BUSINESS NEWS

Innovation CEO Named Local food and drink entrepreneur, Nigel Lambe confirmed as Sussex Innovation’s new CEO sex on our shared vision for the future.

With the business environment facing so many tough challenges at the moment, I’m looking forward to the challenge of leading Sussex Innovation and its members through the crisis, and expanding on our role at the heart of the regional innovation ecosystem.”

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n entrepreneur linked to some of Brighton and Hove’s best-known home-grown food and drink brands has been confirmed as the second ever CEO of Sussex Innovation.

Nigel Lambe has been acting as interim CEO of the University of Sussex-owned business incubation network since May 2019 but has now been confirmed into the post permanently following a national recruitment process.

Professor Stephen Shute, Pro-Vice-Chancellor for Planning and Resources, said: “Nigel has an incredible background in entrepreneurship and advising businesses on their ambitious growth plans. His business experience will be invaluable to the start-ups and scale-ups that Sussex Innovation is working with now and in the future.

“Filling Mike Herd’s shoes was always going to be a very difficult task but Nigel has shown in his year as interim in CEO that he has the skills and drive needed to take Sussex Innovation forward.”

Smurfit Graduate Business School joined Sussex Innovation as a Non-Executive Director in May 2015.

As well as Brighton Gin and Small Batch, Mr Lambe Co-founded, launched and then sold The Urchin Shellfish & Craft Beer Bar in Hove and developed the N+1 cycle hub by Brighton Railway Station.

Prior to his time as a company founder and entrepreneur, Mr Lambe enjoyed a 20-year corporate career running large divisions of blue chip multi-national enterprises such as PepsiCo, Capita, Smurfit Packaging and Grampian Foods.

A native of Dublin, Nigel has lived in Hove for almost 20 years and has three teenage children.

The 50-year-old who is a graduate of University College Dublin and the UCD

Mr Lambe was chairman, and later CEO, of Hove-based Small Batch Coffee Roasters and was also a Co-founder of Brighton Gin producers the Brighton Spirit Company.

He follows in the footsteps of Mike Herd who left Sussex Innovation last year after 22 years as the organisation’s founding Executive Director. Mr Lambe said: “I’m tremendously proud and delighted to accept the permanent position as Chief Executive.

"Over the past year as interim CEO I have been excited to work with so many groundbreaking businesses, get to know the awesome team of 34 who support our entrepreneurs, and collaborate with the University of Sus-

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Small Batch Coffee

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The Patient Barrister With over four years before the next scheduled General Election, Sir Keir Starmer has to play the long game.

Can he keep his party on side for the duration?

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s a keen footballer, Keir Starmer would have relished the gaping open goal.

The country was enraged that the Government's chief advisor thought he was above the rules he helped create.

And Johnson's pitiful defence of Cummings told the world that he couldn't cope without his advisor pulling the strings.

For the Leader of the Opposition, it was impossible to miss the target.

But as the storm raged on, Starmer called a halt on the proceedings: "We cannot lose another week to this farce. We need to get back on track.”

Clearly, he had calculated that he had said enough on the subject, and a continuous barrage of Cummings' related abuse would be counter-productive.

It was all about the long game. Arsenal-supporting Starmer decided he should be less like the club legend Thierry Henry, and more like fellow Arsenal fan, Mo Farah.

We are living in strange times. Boris Johnson could not have imagined a tougher introduction to life as PM. Until now, he had got by simply ruffling his hair and parroting infinite repetitions of "Get Brexit Done".

It has been equally surrreal for the new Leader of the Opposition. After relishing the opportunity to use his forensic barristerial experience to take down the PM, he has had to temper any full-blooded attacks to avoid any ac-

cusation of acting against the national interest.

He has had to choose his moments carefully. But this doesn't mean the government is getting an easy ride.

New Statesman writer Martin Fletcher asserts that, "[Starmer] cloaks his attacks in the rhetoric of constructive criticism. He knows there is little public appetite for point-scoring in the midst of this emergency." (1) A couple of weeks before the Cummings story broke, Johnson faced his first wobble. His use of simple slogans had been staggeringly successful. To the point, no messing, you knew what the message was: "Get Brexit Done."

"Stay at Home. Save Lives. Protect the NHS." And then he delivered a dud: "Stay Alert." Without the clarity of the message, Johnson blustered incoherently to a huge TV audience.

The speech was brutally parodied by Little Britain's Matt Lucas: “So, we are saying don’t go to work, go to work.

Don’t take public transport, go to work, don’t go to work. Stay indoors. If you can work from home go to work, don’t go to work, go outside, don’t go outside. And then we will or won’t, something or other.”

With his authority diminished, Johnson prepared for PM's Questions on May 13th, awaiting the inevitable ridicule from the opposition benches.

Starmer had other ideas. Instead

he quoted the hospital doctor who said that that government policy had “seeded” the epidemic in care homes by transferring Covid-19 patients from hospitals.

He also accused the government of inaction on care homes, quoting a government web page, live until March 13th, which stated it was “very unlikely that anyone receiving care in a care home or the community will become infected”.

Looking rattled and without an answer, Johnson just mumbled that Covid-19 was “an appalling disease which afflicts some groups far more than others.”

PM's Questions had always been so easy. Jermy Corbyn would stand up to comdemn the government's record on inequality / low pay / poverty / housing quality /environment, and Johnson would reply with an insult (eg "I can only see one chlorinated chicken and he's on that bench" or calling Corbyn "a great big girl's blouse'"). Cue riotous laughing and pointing from Tory benches.

The all-important TV news image would then show a red-faced Corbyn, incandescent with impotent rage. Job done.

Starmer won't be such a pushover.

Does it matter? Martin Fletcher believes it does: "Good performances at the despatch box help leaders rally the troops. They galvanise their backbenchers and inspire party workers.

Word filters down to the grass roots like moisture through parched soil."

“Starmer decided he should less be like the club legend Thierry Henry, and more like fellow Arsenal fan, Mo Farah.” ( 1) www.newstatesman.com/writers/315891

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“If the definition of ‘Zionist’ is someone who believes in the state of Israel, in that sense I’m a Zionist.”

Starmer will certainly ensure the government takes the Parliamentary debates more seriously, which will be tough for a Prime Minister who has spent most of his political career avoiding being held to account.

Starmer will have noted Johnson's fear of an Andrew Neil interview during the election and his habit of missing chamber debates during his tenure as London Mayor.

The question is, can he hide for another four years?

The problem with Labour Starmer could beat Johnson handsdown in every Parliamentary debate for the next four and half years, but that doesn't mean he will achieve his ambition of becoming Prime Minister.

The electorate comprehensively rejected Labour in the December election. Many voters baulked at the idea of Jeremy Corbyn as Prime Minister.

Many treated the election as a further referendum on Brexit, and supported Johnson's promise to finally get the thing done.

Brexit and Corbyn won't be factors in the 2024 election, but it will be a huge battle to lure back the lost voters, even in previous Labour strongholds.

The post mortem into Labour's failure raised several deep-seated issues.

The party had failed on anti-semitism, membership was dominated by Momentum supporters who were at odds with many MPs, working class voters

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in many Midlands and Northern seats felt unrepresented, and the vote in Scotland had been eliminated by the SNP. Labour has always been a broad church, but rarely had the divisons been so deep. The Parliamentary Party tried to oust Corbyn as leader in 2016, but the membership had other ideas. The Labour Party reported 292,505 full members in 2015. Two years later, it had risen to 552,000, making it the largest political party in Western Europe, mostly attracted by Corbyn's socialist vision.

The division was also geographic.

Gisela Stuart, Labour MP for Birmingham Edgbaston from 1997 to 2017, incurred the wrath of many Labour supporters when she seemed happier sharing a podium with Boris Johnson than her own MPs during the Brexit referendum. But her criticism of Labour was shared by many traditional voters.

After the 2019 election defeat, she told The Guardian: "Labour has a London problem. Its leading remainers and leftwing ideologues both see the world through the eyes of a north London elite, and that distorts their view of the wider country. They gazed with disdain at working-class communities when these voters were Labour’s people and deserved respect."

Keir Starmer lives in Camden, north London.

Tackling Anti-Semitism Starmer's first priority was to tackle the terrible accusation of anti-semitism. For the vast majority of Labour members, who are rightly proud of the party's heritage of fighting discrimination, this was a painful reputation.

The spectacle of Liverpool Wavertree MP Luciana Berger being driven from

the party, was perhaps the lowest point of the party's modern history.

On his appointment as leader, Starmer immediately told Jewish leaders: “We have to face the future with honesty.

On behalf of the Labour Party, I am sorry… I have seen the grief that [anti-Semitism] brought to so many Jewish communities.

“I will tear out this poison by its roots and judge success by the return of Jewish members and those who felt that they could no longer support us.”

It is a serious pledge, and he has been actively engaging with the Jewish Press, who were so critical of Corbyn.

In an interview with Jewish News, he said, “My wife’s family is Jewish. Her

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dad is Jewish, their family came over from Poland. The extended family live in Israel.”

He went further and told the Jewish Chronicle: “If the definition of ‘Zionist’ is someone who believes in the state of Israel, in that sense I’m a Zionist.”

The Times of Israel notes that he is also a member of Labour Friends of Palestine & the Middle East, a Parliamentary group that promotes support for the Palestinians and campaigns for “peace and justice in the Middle East through the implementation of international law and respect for human rights.”

The anti-semitic issue was ultimately an example of the party's incompetence. Starmer has showed how easy it is to respect the right of Israel to

exist, yet campaign for the rights of Palestinians. All Labour had to do was throw out vocal activists who refused to accept the state of Israel. Corbyn, a man incapable of racism, failed in this simple task.

The next PM? The Labour Party can often resemble the classic 'Judean People's Front' scene from Monty Python's Life of Brian: "Surely we must be united against the common enemy?"

"Tony Blair!"

"No, no. The Tories!"

The uncomfortable truth for the left of the party is that Tony Blair is the only Labour leader to have won an election since 1974. That's 46 years!

The heroes of the left may have been ideologically pure, but they have achieved exactly nothing for the lowpaid, the poor or the homeless as they have never won an election.

The Labour left raged against Tory austerity, forgetting the fact that the programmes being cut were those created by Blair's government.

But it appears there may have been a shift in the party. A good sign is that Starmer was elected in a leadership election remarkably free of vitriol and barbs. Aside from the far left, there seems to be a collective realisation that now is the time to choose a leader who actually may get elected.

The Economist noted that he has already "purged Mr Corbyn’s allies from the shadow cabinet and drafted in

“The anti-semitic issue was ultimately an example of the party's incompetence .” .

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sensible, more moderate types.

"Anneliese Dodds, the new shadow chancellor, is a former academic and MEP. Ed Miliband, a former party leader, is back as shadow business secretary. Charlie Falconer, Mr Blair’s justice secretary, is the shadow attorney-general.

"Lisa Nandy, one of Sir Keir’s leadership rivals, is the new shadow foreign secretary; unlike Mr Corbyn, she is a strong critic of Vladimir Putin. Angela Rayner, who left school without qualifications, is the new deputy leader; she is on the left but never fit in with Mr Corbyn’s gang. Rebecca Long-Bailey, Mr Corbyn’s favoured candidate, is shadow education secretary."

Aside from Long-Bailey, this is a sugnificant shift away from Corbyn.

In May, David Evans was appointed as Labour’s new general secretary, which was seen as a huge win for Keir Starmer. Evans is a veteran of the Blair years.

On www.labourlist.org, Toby Breslin

saw this as a significant appointment, writing, "The underlying philosophy of the Corbyn years – that the material interests of the 99% and the 1% are fundamentally and irreconcilably opposed – has been all but scrapped.

"In that respect, Starmer could be Labour’s next moderniser. With four years to go, it’s too early to say what Labour will look like by the next election. But right now, one thing is clear: class politics are out."

It seems that the revolutionarty left has given up on Labour. Writers such as Max Stein on www.rs21.org urges an exodus of the left that: "will allow blocks of members to maintain some cohesion and organisation outside the party." No doubt Starmer will hope this is goodbye rather than au revoir.

The right wing press is hoping that class politics will stay a bit longer, anxious to portray Starmer as part of the despised London elite.

"He has always been keen to play down his privilege and play up his work-

ing-class roots. But Sir Keir Starmer owns seven acres of land that could be worth up to £10 million, " wrote The Mail on Sunday.

"Could be" is rather important. It could be if it was developed but inconveniently for the paper's story, the plot is on undevelopable green belt land.

But anything that gives an impression of elitism will help! Even if Starmer is actually the son of a toolmaker and a nurse.

Starmer will face much worse as the election nears, especially if he looks like he might win. Expect all the decisons he made when he was the Director of Public Prosecutions to be dissected in case they can be used against him.

He has a genuine chance if he can keep his nerve, stay calm and use all his experience from his distinguished legal career.

It's a marathon not a sprint, as his fellow Gooner Farah will testify.

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Managing Resources

in a COVID-19 World DMH Stallard's Rebecca Thornley-Gibson looks ahead to how businesses will adapt to the new normal

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he sudden and dramatic impact of Covid-19 for many employers has been partially mitigated by use of the Coronavirus Job Retention Scheme (CJRS). The scheme is giving employers critical breathing space to review resource requirements, an almost impossible task for some employers at the current time, whilst being able to reassure employees that they will continue to receive income for their period of furlough. Â The extension of the CJRS until the end of October, on a modified basis from August 1st, will help the transition back to work for millions of workers but the reality remains that some

difficult decisions are still likely to be at the forefront of many employers’ minds following assessment of future business need. Employers will be concerned about the yet to be announced extent of their contribution to wages from August 1st. These extra costs will require tough employment choices to be made. Whatever the decisions are, these will need to be communicated to staff over the coming weeks and months and where necessary consultations with staff prior to implementation will need to take place.  The announcement of the changes to the government supported furlough scheme may accelerate the intro-

LEGAL

duction of bespoke employer funded furlough arrangements to mitigate job losses. These will require careful thought as to how they will operate and what contractual arrangements need to be put in place.

Every employer will have its own unique challenges but in situations where demand for products and services are reduced and the delivery of those products and services are changed there will be a need to consider headcount reductions and/or changes in terms and conditions, including remuneration.

To achieve these changes fairly within a framework of economic uncertainty, significant changes to ways in which people will be required to work and compliance with employment legislation will be one of HR’s biggest challenges.

The uncertainty of continuing impacts of the pandemic on resource needs will

"Many employers have approached their resource planning with a view to business re-generation for a post Covid-19 world" require a flexible approach to workforce planning. The extension of the CJRS may cause employers to change decisions on collective consultation timings and possibly provide a reprieve for notice being served on employees.

Being clear about why changes are needed, e.g. downturn due to the reduced work or changes required due to new operating models, will maximise the effectiveness of decision making.

Many employers have approached their resource planning with a view to business re-generation for a post Covid-19 world but it is likely that living with the virus in its various states will be

the norm. Whilst continued furlough, redundancies and pay reductions are the negative aspects of managing resource, re-positioning the change dial to look more positively at opportunities brought about by reviewing organisational structures and the way people work may be the sanity check that HR needs to get through the next few months.

www.dmhstallard.co.uk

FINANCE NEWS

Companies House leaves struggling businesses with more debt

By Andrew Tate, Partner and Head of Restructuring at Kreston Reeves

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any companies have seen business disappear as a result of the coronavirus with little prospect of it returning and are taking the difficult decision to close, or dissolve, a company rather than go through formal insolvency procedures.

It is a relatively straightforward process, costing just £10 and the completion of form DS01 that is then sent to Companies House. Two months later the company will no longer legally exist.

But severe staff shortages at Companies House caused by the coronavirus and the government’s lockdown measures together with the decision

by Companies House in April to introduce a three-month pause to the strike off process has left companies unable dissolve, leaving them exposed to accumulating unnecessary expense and debt.

It is particularly problematic for small businesses who cannot afford or do not need to go through formal insolvency proceedings.

The decision by Companies House was with good intention recognising that business owners may not be able to file accounts on time – which, in normal times, leads to the striking off of a company. However, many deci-

“Businesses are facing delays leaving them exposed to additional rent, business rates and administration costs” sions taken to cope with the virus have unintended consequences.

Businesses are facing delays of up to five months, leaving them exposed to additional rent, business rates and administration costs they can ill-afford. Creditors may not object to the dissolution of a business if its debts are small, but as they accumulate they may force companies into more formal insolvency procedures.”

Businesses that wish to close down do need to take the following steps: • Announce plans to HMRC.

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• Inform staff and comply with redundancy rules.

• Correctly account for any assets of the business.

Form DS01 will need to be sent to directors of the company, employees,

pension fund trustees or managers, and creditors. Creditors can object to the dissolution of a company pushing it into formal insolvency procedures, but if debt is small it is usually not worth the trouble. The longer it takes to dissolve a company the greater levels of debt it is likely to accumulate.

Andrew Tate is a Partner and Head of Restructuring at Kreston Reeves.

E: andrew.tate@krestonreeves.com T: 0330 124 1399 www.krestonreeves.com.

national

news MORE Bailouts

Restaurant Taken away

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he owner of Bella Italia, Las Iguanas and Café Rouge has filed a notice of intent to appoint administrators, putting the future of 6,000 workers in doubt.

Casual Dining Group had been in difficulty for some time, with problems now exacerbated by the lockdown, which has seen venues shuttered for weeks.

The restaurant group said the move will give the company 10 days breathing space to consider “all options” for restructuring.

Meanwhile, Boparan Restaurants, the owner of rival chain Giraffe, is reportedly closing on a deal to buy Carluccio’s, in a move that would save around 900 jobs.

Sky News said Boparan is looking to conclude a deal that would include taking over the Carluccio’s brand, the head office and approximately 30 of the restaurants.

Last month, insolvency experts from FRP Advisory were appointed as administrators to Carluccio’s, which had around 70 sites before the pandemic.

A clear conscience is a sure sign of a bad memory.

BUSINESS WISDOM

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he UK government has indicated it is prepared to rescue large British companies severely affected by the coronavirus crisis.

The Treasury said "last resort" support could be made available if a firm's failure would "disproportionately harm the UK economy".

The move follows indications that a number of big firms are seeking government help to survive the crisis. These include Jaguar Land Rover, which is in talks to secure a £1bn loan.

The government has already put in place various initiatives to help companies weather the pandemic, including loan programmes, deferring of tax payments and the furlough scheme, which allows workers to receive 80% of their salary paid by the government.

According to latest figures, eight million workers are covered by the furlough scheme which has been extended until the end of October. But from August, businesses will be expected to meet part of the cost of the scheme.

SUPERCAR CONCERN

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K supercar maker and Formula 1 team McLaren plans to cut more than a quarter of its workforce after the coronavirus crisis hit sales and advertising revenue.

The firm employs about 4,000 people.

Of the 1,200 to be made redundant, the vast majority will be in the UK. Formula 1 racing has been suspended, while orders for McLaren's supercars have fallen because of the pandemic.

McLaren said it had been "severely affected" by the crisis.

The company said it had worked hard to cut costs and avoid layoffs.

"But we now have no other choice but to reduce the size of our workforce," McLaren chairman Paul Walsh said in a statement.

"This is undoubtedly a challenging time for our company, and particularly our people, but we plan to emerge as an efficient, sustainable business with a clear course for returning to growth.”

The carmaker, which builds vehicles for racetracks and the road, operates from a facility at Woking, Surrey, that was designed by the architect Norman Foster's company. McLaren also has a composites technology centre in Sheffield.

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Riding the Wave Financial markets are riding the wave of central bank liquidity, says Simon Lewis from Partridge Muir & Warren prevail in one form or another but it is clear that there was no choice but to commence a meaningful return to work.

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s much of the global economy emerges from an enforced lockdown, it is time to think about the likely long-term impact of the response to the pandemic from the perspective of investors. There is plenty of bad news, but there is some good news also.

The Bank of England has predicted that UK GDP will have fallen by 30% at the halfway point of this year. Although the Bank expects a strong recovery, particularly in the final quarter, the predicted fall in GDP for 2020 as a whole is 14%. This would represent an economic decline that is four and a half times greater than experienced during the financial crisis.

We are not alone, as much of the developed world is experiencing economic contractions of a similar magnitude.

Overall, the global economy is likely to contract by around 6% this year.

With so little time to prepare for such a fast-moving pandemic, governments had little option but to employ the blunt instrument of enforced social distancing, which necessitated a broad ranging economic shutdown. In the UK, our version has been effective but if there is one thing that many of the best medicines have in common, it is that too much of them will kill the patient. Social distancing is sure to

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To alleviate the impact of the shortterm economic effects, governments around the world have dug deep to create substantial fiscal packages. So far, these pledges amount to over $8 trillion. Very few governments had a fiscal surplus to finance these pledges so ultimately this money must be borrowed and one day, in one way or another, repaid by future taxpayers.

In the UK, government debt will bal-

loon to well over 100% of GDP. In normal circumstances, financial markets would not tolerate this level of debt, but these are not normal times. A useful comparison is that when we exited the Second World War, government debt stood at an eye watering 220% of GDP. Of course, the borrowing of money requires a willing lender and this is where central banks around the world are playing an important role in financing their governments. In the UK, it is evident that through ‘quantitative easing’ the Bank of England is effectively printing money to match the additional funds that Government needs to

FINANCE borrow. It is a similar story in the US and Europe. So far this year, the US Federal Reserve has effectively printed $4 trillion; more money in the last six months then it has in the last nine years.

How will this be paid for?

The soft option is to pursue a benign approach to inflation control, which would allow the real-terms significance of government debt to erode over time. In normal circumstances, investors would not tolerate this because ultimately, they would bear the cost of such depreciation. However, central banks are now the primary investors in government debt and are likely to be a willing recipient of this effect.

Nevertheless, in the short to medium term, inflation is unlikely to provide governments with a helping hand. If

anything, the risk of deflation looms.

The tough option is less palatable because it requires an increase in government revenue through taxation.

Although tax rises too soon might be counterproductive, there is likely to be a political appetite for increasing the tax burden on those of greater means.

We should expect that a combination of the two options will be used, with the relationship between them changing over time. However, the urge to increase taxes will be strong because as inflationary pressures eventually build, central banks will have less freedom to increase interest rates. If this happened, governments could not afford to service the huge debts that are accruing.

My expectation is that capital taxes are most likely to become heavier.

Governments need economies to start growing again and taxing exist-

ing wealth provides less of a disincentive than taxing the creation of wealth.

Capital gains tax, inheritance tax and council tax for high value properties could well rise substantially. Some form of tax on overall wealth is also a strong possibility, particularly as the increased digitalisation of information would make this easier for government to administer and police.

You might be wondering why, if the economic and fiscal outlook is so depressing, financial markets produced a strong recovery in both April and May. The reason is that financial markets are benefiting from the significant financial stimulus provided by central banks. Although the money they create is targeted at government bonds to keep government borrowing costs down, it causes a degree of displacement, pushing money into other assets such as shares and corporate bonds.

The short-term prospects for many companies may not be good but investors are hoping that things will return to normal over the next few years. Investment returns might well be lower but they will still be a better prospect than cash or bonds, on which interest rates are likely to supressed for a decade or more.

Tel: 01372 471550 mail@pmw.co.uk www.pmw.co.uk Partridge Muir & Warren Ltd, Aissela, 46 High Street, Esher, Surrey, KT10 9QY Simon Lewis is writing on behalf of Partridge Muir & Warren Ltd (PMW), Chartered Financial Planners, based in Esher. The Company has specialised in providing wealth management solutions to private clients for over 50 years and was voted Wealth Manager of the Year: Southern England at the City of London Wealth Management Awards 2019. Simon is an independent financial adviser, chartered financial planner and chartered fellow of the Chartered Institute for Securities and Investment. The opinions outlined in this article are those of the writer and should not be construed as individual advice. To find out more about financial advice and investment options please contact Simon at Partridge Muir & Warren Ltd. Partridge Muir & Warren Ltd is authorised and regulated by the Financial Conduct Authority.

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INSOLVENCY

Keep Trading!

Changes to UK insolvency law provide options for businesses in difficulty as Britain exits lockdown

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ntroduced on May 20th 2020, the Corporate Insolvency and Governance Bill is a welcome development that will deliver a number of changes to UK company law, enabling companies undergoing a restructuring and rescue process to continue trading.

stated: “The Bill itself contains a number of temporary and permanent provisions to assist companies through the COVID-19 crisis. However, some of these proposals have been in consultation for some time, originally outlined in a March 2018 consultation, albeit with some significant changes.

tion of each European Union member state should include three of the key elements set out in the government’s proposals—a moratorium, a prohibition on ‘ipso facto’ clauses and the ability to confirm a restructuring plan if it complies with the cross-class cram-down requirements.”

This is according to Duff & Phelps, the global advisor that protects, restores and maximises value for clients.

These reforms also reflect a number of provisions contained in a European Commission Directive from November 2016.”

“Under this Directive, the Commission proposed that the insolvency legisla-

The Bill contains a number of temporary changes to prevent winding up petitions and statutory demands, together with the temporary suspension of wrongful trading provisions until June 30th 2020 at the earliest—

Benjamin Wiles, Managing Director, Restructuring Advisory, Duff & Phelps,

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allowing directors to continue trading without the threat of personal liability.

In addition, the Bill will ease regulatory requirements enabling companies to delay annual general meetings until late September 2020 or hold “closed AGMs” online.

Wiles continued: “Of the three permanent changes to the insolvency regime, the most impactful is the introduction of a “company moratorium.” This provision will give distressed companies which are viable 20 business days, extendable to 40 or longer by agreement, to pursue a rescue plan.”

To qualify for the moratorium, a company must be unable to pay its debts and it is likely that a moratorium would result in a rescue of the business as a going concern. The exit from the moratorium may be achieved in a number of ways including a rescue, sale, refinance, Company Voluntary Arrangement (CVA), scheme of arrangement

“The changes are designed to avoid insolvency, preserve employment along with potential enterprise value, and should be welcomed.” or restructuring plan.

Wiles continued: “Whilst the company remains under the control of its directors throughout the moratorium, it is envisaged the appointed ‘monitor,’ who must be a licensed insolvency practitioner, will be comfortable that a rescue is achievable and then monitor the process throughout. This means that protection is provided to the company and the creditors are unable to commence legal action via winding up petitions or by other enforcement avenues available to them.”

The second new provision in the Bill is a change to existing supplier contracts so that termination clauses do not trigger, and supply issues or price increases cannot be implemented.

This will mean that contracted suppliers will have to continue to supply companies despite the pre-insolvency arrears, unless they can demonstrate “hardship” as a result.

The third key element of the Bill will enable companies in financial difficulty, or their creditors, to form a “restructuring plan.” Although similar to a scheme of arrangement, the major difference is that it can impose the restructure on any dissenting creditors, be it secured or unsecured, who voted to reject it. But these dissenting creditors cannot be put into a worse position than what the court considers would have been the most likely outcome if the plan was rejected.

Wiles continued: “In enabling businesses to continue trading even if they are undergoing a rescue or restructure process, the changes introduced are

designed to avoid insolvency, preserve employment along with potential enterprise value and should therefore be welcomed. But the key test will be in the detail and practical implications of the new measures.”

“The challenge now is how fast these changes can be made. With Parliament now sitting, this significant support for the UK economy is being fast tracked through with the aim to enact the Bill by June at the earliest.” added Wiles.

“It is our contention that this might not be the end of the reforms to the existing legal framework. We could potentially see a flattening out of global insolvency framework, moving to a more level, fairer playing field. In doing so the international business community, and the small to mid-sized enterprises they support, will be better placed to restart and return to trading.”

Duff & Phelps is the global advisor that protects, restores and maximizes value for clients in the areas of valuation, corporate finance, disputes and investigations, cyber security, claims administration and regulatory issues.

They work with clients across diverse sectors on matters of good governance and transparency. With Kroll, the leading global provider of risk solutions, and Prime Clerk, the leader in complex business services and claims administration, our firm has nearly 4,000 professionals in 25 countries around the world.

For more information, visit www.duffandphelps.com.

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INTERVIEW

The New Me We meet with Paige Collins, Managing Partner at Hartley Fowler Chartered Accountants, who shares her journey of transitioning from Peter to Paige.

S tanding at six feet tall with a full head of striking silver hair, Paige Collins certainly makes an impact when you first meet her.

She exudes an air of confidence and charisma, as everyone who has met her as the Managing Partner at local accountancy firm Hartley Fowler LLP, will agree. A well-known business personality in the area, she is highly engaged with the local business community and Brighton Chamber and a regular on the local networking scene.

Earlier this year, Paige announced that she is in the process of changing gender identity and would be presenting as female in future – a move that many call brave, and one she’s happy to share with us...

What made you decide to go public?

You don’t wake up one day and decide “I am going to change gender”, it’s much more nuanced than that. I have been on a journey of self-discovery for the few past years and, to me, this now felt like the right moment for me to finally be “me”.

I took the beginning of the year as the start of my transition and for Paige to make her mark on the world. I was, and still am, under no illusion that this is going to be an easy journey but, life is short and I don’t want to leave with any regrets; but brave is a word which should be reserved for others more deserving.

It’s not that I have not been me, it’s just me has not been “fully” me, sort of kept under wraps, held back in part by social structure, schooling and choice of career, all of which have enabled me to

achieve what I have been lucky enough to have achieved so far. But there has always been this questioning uncertainty about is this really me?

It’s not been an easy decision and has been made with the help of experts in this field over a number of years but I feel that I am now ready to embark on this exciting new personal chapter with a spring in my step and a smile on my face. Positive things happen to positive people and I am a positive person.

How has the reaction been?

On the whole, the reaction has been really positive! Clients and colleagues have reacted with a mixture of curiosity and acceptance in varying degrees, but most have been really supportive.

I appreciate that having worked with many of them for a significant number of years, the change in my presentation and pronouns will take a little while to

embrace.

I feel lucky that living so close to Brighton has meant that my journey is by no means unique and that there is a general, basic understanding of what I am going through.Widely known as the LGBTQ capital of the UK, Brighton is arguably one of the most inclusive and open-minded cities in which to live and work.

I am under no illusion that people will have their own thoughts on my journey, and I am always open to sharing my journey as I go through it and learn about it myself.

I have played sport from a young age and will continue, mainly Cricket, Hockey, Squash and Golf; and this has formed the basis of my social network.

I am humbled by the acceptance of my changes by my sporting friends; although my golfing friends have all joked that under no circumstances will l be playing off the ladies tee! >>

“My golfing friends have all joked that under no circumstances will l be playing off the ladies tee!”

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concerned nothing has changed, I will still look after their business needs as I have always have and most were just worried I might retire! I still have a lot to give back to the business community.

I hope to give other individuals, who are perhaps at an earlier stage of their transitioning journey, the courage to pursue who they really are, deep down.

My example will hopefully show that no matter what industry you work in, what your background is and what gender you were born into, it’s your life at the end of the day – and you only have one chance to live it.

Talking of which, one of my other passions is motorsport and, if I could choose a different career, it would have been as a racing driver!

Not wishing to let the moment slip by, I obtained my motorsport race licence, not with a view to changing career, but to fulfil a life-long ambition. I was hoping to compete at the Goodwood Sprint meeting at Easter as my first event, but sadly this was postponed due to the current pandemic; so my race debut will have to wait a little longer.

What’s been the hardest part?

There have been several “hard parts”.

Firstly, actually accepting that you do not fit into the norm and that is OK.

what harder; but there is no substitute for the love of your family and I am very lucky to having a loving and caring family.

What’s in store for the future?

A friend sent me a birthday card last year with the phrase on it: “Why fit in when you were born to stand out”.

That’s not how I see myself, but it’s interesting how others perceive you. And my oldest friend commented: “aren’t we too old for all of this!” – You are never too old for change.

But the really hard part is telling close family that have known you as your old self for so long, and it makes their coming to terms with one’s new-self some-

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My personal journey of becoming Paige will continue this year. I am finally ready to go on an exciting and happy journey to being my new self, a self that will express my gender differences and changes taking place over the coming year which will become more evident as time passes.

When discussing my changes with clients they have all been supportive and reassuring that as far as they are

Professionally, I am looking forward to continuing to support my clients, especially through these challenging times. I will also continue to focus on growing my firm’s presence, particularly in Brighton, by continuing our involvement with Brighton Chamber of Commerce, who have been incredibly supportive of my journey, as well as the wider business community.

I understand that my journey not only impacts me but my family and friends too; unwittingly they are on a journey as well and one which they did not sign up for! But I very much hope they will all come along on the journey with me and enjoy the excitement of the ups and downs, mainly ups hopefully! paige.collins@hartleyfowler.com

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In the Dog House There are many offerings available for team building, incentive and educational days in our area but none quite like the offering from Laughton & Co.

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INSPIRATION

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here are many offerings available for team building, incentive and educational days in our area but none quite like the offering from Laughton & Co. Founder Neil Laughton did not start the business because he had little else to do but rather, he is a former Army Officer who joined the Royal Marines in 1983 and won the coveted Green Beret.

That not being quite enough, he applied for the SAS and was awarded the sandy coloured beret with the now famous winged dagger logo, bearing the motto ‘Who Dares Wins’, later coined

by Del Boy from Only Fools and Horses.

In 1992, he was awarded his parachute wings, completed an explosives and demolition course at Hereford and was then commission at Sandhurst.

After serving in A Squadron, 21 SAS as a Troop Commander until 2003 when he resigned his commission at the rank of Captain.

Rather than pipe and slippers, Neil decided to become an entrepreneur and an adventurer. He founded a business that grew to £40m turnover and was then sold to a FTSE 100 in 2011. On the next page we have compiled a short list of his adventurous escapades.

All the expeditions were aimed at

raising money for worthy causes and hundreds of thousands of pounds have been donated to many charities including Mary’s Meals, Global Angels and Great Ormond Street Hospital.

Neil lives in the South Downs National Park at Henfield set in 5-acres, and since his army days, he has completed Post-Graduate studies in Business and after joining the Institute of Directors in 2007, he was awarded the Institutes Certificate of Company Direction in 2011.

Laughton & Co uses his beautiful property in Henfield as a base for Discovery, Teamwork and Adventure, the key ingredients for success, wealth and happiness according to Neil. There can be no better person to run these inspirational programmes.

The venue is also superbly suitable for social distancing. The Dog House is a separate area on the property, by the pool, that acts as a club house for all

the events Neil offers.

Neil’s philosophy for success, wealth and happiness: DISCOVERY is about being curious, understanding oneself and knowing one’s limitations. It’s also a lifelong commitment to learning, gaining knowledge and sharing experiences that will aid our personal and professional development.

TEAMWORK enables us to improve our communication skills, to develop our style of leadership and to collaborate more effectively with our colleagues. There is nothing better than a team working together in complete harmony.

ADVENTURE builds our capacity for taking risks, for being innovative and it helps us cope better in the face of adversity. It prevents procrastination and encourages us to take action whilst ensuring we have fun along the way!

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Neil’s countless achievements include setting the world record for the highest black tie dinner party - held on Mount Everest!

The ‘Dog House’

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Long distance paddle-boarding

LEARNING AND DEVELOPMENT is the reason why humans are the dominant species on our planet. We design and deliver bespoke training programmes that will improve your leadership, teamwork and performance. These events can be held at Laughton & Co HQ, at a venue of your choice or on a hillside where social distancing is easier.

THE INSPIRATION PROGRAMME is a selection of special journeys lasting between 4-10 days offering inspirational adventures, personal development and immersive conservation experiences in remote parts of the world. Guests return from these retreats more self aware, rejuvenated and inspired to make transformational changes in their lives.

The BUSINESS SUPPORT GROUP is a leadership development and coaching programme for senior business executives who meet on a monthly basis.

Meetings start with some networking, followed by lunch and then an inspirational guest speaker addresses the members. The session concludes with a facilitated problem solving group discussion.

In the new ’normal’ world we are all inheriting, there is a major need for building new teams, developing senior executives and supporting each other. This is exactly what Laughton & Co offers, by an inspirational man in a unique location.

Laughton & Co Ltd South Col House Henfield Road Small Dole, BN5 9FT T: 01903 815635 M: 07973 289552 E: neil@laughton.co

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Laughton’s Adventure Highlights 1996 - Survived the ‘worst storm in 100 years’ on Mt Everest 1998 - Summited Mt Everest with a young record-breaking Bear Grylls 2000 - Became the first person to circumnavigate the British Isles on a jet-ski.

2003 - Sets an altitude record in the Himalayas with wheel-chair bound, disabled explorer, Glenn Shaw 2005 - Ascended twelve unclimbed peaks in Greenland and climbed the highest mountain in the Arctic Circle 2007 - Returned to Everest with Bear Grylls who sets a high altitude record with an 8,000 metre para-motor flight and raises over £1m for charity 2009 - Piloted the world’s first road legal flying car from London to Timbuktu including a crossing of the Sahara Desert 2012 - Joins an elite group of adventurers to complete the Explorers Grand Slam, climbing the highest mountain on all seven continents and skiing to both the North and South Poles.

2017 - First circumnavigation of Easter Island in the Pacific Ocean by paddle-board 2018 - Sets a Guinness World Record for the highest black tie dinner party at 7,056 metres on Mt Everest. An attempt in 2015 failed after a devastating earthquake.

2019 - Cycles from Lands End to John O’Groats on a Penny Farthing and sets three Guinness World Records for riding with ‘no hands’.

The World’s highest dinner party team

The Penny Farthing team

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The New World of

Recruitment

by Joe Brown, Co-Founder of Peopleforce Technical Recruitment ers alike but the period of lockdown will have long-term effects on the UK’s job market and pose many challenges for business leaders.

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ith permanent vacancies up 28% in the last week of April, it would appear that the UK jobs market might be on the mend. While there’s no disputing that the employment market is struggling at the moment, data from Broadbean Technology suggests it’s not all doom and gloom.

The healthcare sector has understandably remained the busiest throughout the C-19 pandemic however it is now education and training that are contributing the most to new roles posted, up 13% in a week. This would suggest that firms are embracing new methods of remote learning whilst schools are preparing for pupils to return to the classrooms in the coming weeks and months.

There is currently however a NorthSouth divide in new activity with London up 27% on the previous week whilst Manchester only saw a 2% increase. This rise in activity can only be good news for recruiters and job-seek-

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Employers that have put their recruitment activity on hold throughout the lockdown might return to their desks to be confronted with a very different jobs market to the one they knew just a few months ago. With mandatory home-working and nearly half of the UK workforce being placed on furlough leave, employees nationwide have been able to take time to reflect on their careers, working lives and future opportunities.

It is highly likely that many will decide that they want to leave their companies and pursue their passions elsewhere when this is all over. There are many factors that could contribute to this such as the way in which they have been supported throughout the crisis by their current employer, being personally touched by the effects of C-19, or just having time to think whilst taking their daily exercise.

Employee engagement is something that has always been on the agenda but now more than ever, it will take centre stage as businesses face the threat of their usual annual staff turnover happening in just one financial quarter. For many employees, home working and the measures they have had to take during lockdown to accommodate home schooling for example will have placed new tensions on personal and family relationships.

This, coupled with the financial burden of reduced income has led to a sharp

spike in the number of reported mental health issues.

Employers who have been able to support their staff either directly or indirectly by managers and colleagues being available to speak or through the use of employee assistance programmes, will see much greater levels of appreciation from their employees and are likely to retain many more staff as a result. Businesses that have put little focus on the wellbeing of their staff may find that they face a workforce that is reluctant to return to the office and commit their lives like they did before.

RECRUITMENT

Of course, we are all very different creatures and there is no doubt that many people that have been denied the opportunity in the past will have relished in the ability to work from home; having greater flexibility and being free from the endless meetings and interruptions that working in the office can bring. These employees will inevitably expect some of this new found freedom to extend into their post-lockdown working lives. Will we all work from home forever?

Employers have to recognise that this will be the new norm and with only 15% of firms in a recent survey suggesting that home working has had a negative impact on productivity, the reasons for refusing it in the future are likely to be few and far between. There will be plenty of businesses out there who take this opportunity to re-shape their workforce, and engage with new talent who would otherwise be overlooked for needing to work remotely.

Communication is key to keeping your employees engaged and ensuring

“Employers who have been able to support their staff... will see much greater levels of appreciation from their employees and are likely to retain many more staff as a result” that they recognise that the business values them more so now than ever before. Official zoom meetings and conference calls are great to bring teams together but what about the water-cooler chat that you used to have with the accounts intern about the football, or the catch ups you had with your receptionist who kept hold of your latest Amazon orders for you.

These informal lines of communication are just as important to keep alive as these are the ones which might bring someone 5 minutes of light relief in an otherwise dull day at home.

Employers and managers shouldn’t rely on someone else to be doing this or for their HR department to set up access to an employee assistance programme. Personal relationships

and emotional intelligence are what will bring an engaged team back to work firing on all cylinders.

Business leaders will understandably be fighting to keep their companies afloat and focussing on tasks such as cutting costs and managing cash flow. But, they must also recognise that although right now, many employees who are stuck at home might be longing to get out of the confines of the house, they may discover that it is not their old workplace that they wish to return to.

For more information please visit www.peopleforcerecruitment.com or contact Joe directly at jbrown@peopleforcerecruitment.com

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Sussex Innovation Open for Business

by Helena Jevons, Head of Sales and Marketing

S

ince the announcement by Government of the first steps towards easing the lockdown, we’ve been working hard completing the Covid-19 risk assessment and making our spaces Covid-19 secure.

We’re having to adapt and change rapidly under extreme circumstances, but across the commercial world, the pandemic has created a unique opportunity to rethink and reshape what the workplace of the future might look like.

We have over 24 years' experience incubating some of the most innovative, fastest-growing businesses in the South East, helping them survive

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and thrive through good times and hard times. We're proud of our track record of building resilient businesses that continue to find customers, raise money and grow.

Safety, security and employee wellbeing are clearly the most important concerns for businesses as they start to return to work, but what we have been hearing loud and clear from the community is that flexibility will also be a priority for them. If Covid-19 has demonstrated one thing to our sector, it's that start-ups and SMEs need greater flexibility with one of their biggest overheads – rent – than most landlords afford.

That's why we've revisited all the packages we offer to tenants at Sussex

Innovation to support them as they establish what the 'new normal' looks like. So, whether: • You're looking for additional overflow office space so that your whole team can return to an office base and reconnect; • Your recent experiences have shown you that you need a more adaptable relationship with your landlord; • You're looking to temporarily or permanently move to a smaller office as you work out what your future business model and working arrangements look like; • You're planning to deliver more of your work remotely, but still want a space and community to be your 'home away from home'

OFFICE SPACE ...we've created packages to suit you.

Social distancing guidelines haven’t had as much of an impact on us as some of our competitors. We’ve always provided generous space for the companies we serve - not because we’ve had to keep employees apart, but because we believe in creating a great working environment.

We also know from talking to the business community in the South East that so many founders are eager to get back to work, but are still struggling with the practicalities of getting their team into the office safely.

With people rightfully wary of catching public transport for the foreseeable future, we might start to see even more congestion than usual as the country starts to return to work. We are lucky that the Sussex Innovation Centre has plenty of space to manage the increased demand for parking, by virtue of our location on the University of Sussex campus outside of Brighton – but we hope to not simply replace bus and train journeys with more cars.

Before the crisis hit, we’d already

“Start-ups and SMEs need greater flexibility with one of their biggest overheads – rent – than most landlords afford.” made a commitment to improve the environmental footprint of our centres. Depending on the time of day, cycling can be one of the quickest ways to reach us, with excellent bike routes and increased, secure storage available on site. Our car park in Falmer includes one of the first electric vehicle charging points to be installed in Sussex, and plans to install more charging stations are already underway.

As well as taking care of the practicalities, we can also offer much more than just a space to host your business. By virtue of our status as a university incubator, our members also get: • Access to cutting-edge market research services through our unique LIVELAB business insight approach • Connections to world-leading aca-

demics to set your business apart • Funded consultancy packages to help inform your future growth strategy – including your own ‘task force’, made up of our senior advisors specialising in business modelling, sales and marketing, research and insight, and finance

Visit sinc.co.uk/office-space for a closer look at our space, and the steps we’ve taken to make it flexible, clean and safe – your home for the ‘new normal’.

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42

CHARITY NEWS

A New Type of Golf Demand soars for a shorter version of the sport

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here is a surge in golf membership signups, with the new, younger players looking for shorter games than before the lockdown, says Barry Anderson, managing director of Mannings Heath Golf and Wine Estate. The club has reopened following the Prime Minister’s statement on May 10th permitting golf and other outdoor sports to be resumed.

Anderson says that members joining now are generally in the age range of 30 to 50 years old, whereas before the pandemic most club players were retired, and many in their 70s.

In a departure from golf tradition, sessions on golf courses must be booked in time slots throughout the day, to ensure a safe social distance between groups. Games can be played alone, with one person from a different

household or up to three others from within a household group.

place and surpass that number very quickly.”

The time slots suit the new members, Anderson says, who are often busy people with families, as it leads to a faster-paced game.

“With gyms, swimming pools and other indoor places to exercise still closed and no date for opening, many people are choosing golf. Starting at just £325 for an annual membership, it is great value in comparison to the alternatives. In addition to the course, members can use a driving range, putting green and tennis court - and then all the facilities of the clubhouse when the lockdown is finished, two bars and a dining room, with meeting rooms available too.”

The new players generally want to tee off at 6:30am or 4:30pm, to fit in a game around their working day. At Mannings Heath, there is also the option of the 18-hole Waterfall international course and the 9-hole Kingfisher course, which further reduces time on the fairway and offers more time slots.

“From feedback, this could be the start of a new type of engagement with golf after the lockdown ends; many members are planning to work from home, for two or three days a week. They have proved to themselves that they can take time out for a healthy leisure pursuit in the working week and still get their work done.

“We are getting dozens of new enquiries each day. The number of members at Mannings Heath halved just before the lockdown; we are on target to re-

There is a programme to attract young people to the sport, with Mannings Heath club staff visiting local schools and also offering weekend courses for children’s groups. Membership is free of charge for children up to the age of 12, and priced at £50 for 13 to 17 years, on the Kingfisher course.

For further information: www.manningsheath.com Mannings Heath Golf & Wine Estate, Hammerpond Road, Mannings Heath, Horsham, West Sussex, RH13 6PG.

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CHARITY NEWS

Sussex needs to help Show your support during Children's Hospice Week

I

t’s Children’s Hospice Week this month (June 22nd - 28th) and we’re highlighting the vital care services provided by Chestnut Tree House – our local children’s hospice, which cares for around 300 children and young people with life-shortening conditions across Sussex and South East Hampshire, all of whom are unlikely to reach adulthood.

Children’s Hospice Week is the UK’s only awareness and fundraising week for children and young people in the UK with a life-limiting or life-threatening condition, their families and the children’s hospice and palliative care services that support them.

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The theme of the week is ‘This is…’

And This is your chance to do something for all the little heroes who need hospice care – Chestnut Tree House has a top-secret mission for you.

For 17 years Chestnut Tree House has been there for local children and families when it matters most. But, coronavirus has had a devastating impact on their funding. Without people like you, Chestnut Tree House wouldn’t be able to provide hospice care for local children and their families.

This is your chance to become a superhero and help to save Chestnut Tree House. So, dig out your funky fancy dress. Put on your cape. Grab

your sidekicks. And smash your daily missions – dressed as your favourite superhero, of course!

From being sponsored to wear fancy dress for your virtual meetings for the week to raising funds by putting your super skills to the test, however you choose to fundraise, you can be sure you will be making a real difference to the little heroes who need hospice care – now and in the future.

Visit www.chestnut-tree-house.org. uk/childrens-hospice-week-2020 for more information and get all your friends and family involved.

BUSINESS GROWTH

NatWest Accelerator Entrepreneur of the Month – June 2020 Elena Burslem and Fiona Ring, founders of MyCharleston Via Zoom, over eighty glamorously dressed guests joined in all their finery to bring the Roaring 2020s to life. “Moving it online we were able to run dance classes, vote for the dance contest winner and have a cheeky cocktail from the comfort of our homes” said Fiona.

"Despite Brighton Fringe being postponed, we still wanted the public to experience all the humour and energy of our annual party’, Elena said. “We also want to support a local charity which is helping those in need during these difficult times.

We are delighted to have raised £220 for RISE.

S

peakeasies were secret underground parties which started during the prohibition era in 1920s America. MyCharleston, a Brighton based dance company at the NatWest Accelerator, were looking forward to celebrating the return of the Twenties with their annual speakeasy at Brighton Fringe but lockdown forced the party underground in a way they never could have imagined.

Company co-founders Elena Burslem and Fiona Ring had already moved their weekly classes online back in March and soon realised the value of coming together to dance digitally.

They decided that an event would be possible but in a new virtual format and so the planning for the most secret of speakeasies began …..

The pair brought together fifteen performers for an afternoon of entertainment, Charleston lessons and a dance contest at their secret online speakeasy to raise money for the charity RISE.

“We weren’t really sure what to expect but it was incredibly uplifting to see everyone dancing together in the group lessons and in time with our singers, The Saturnalia Sisters who recorded two of our favourite tracks especially for the show”, added Fiona.

The afternoon included a dance competition where three different households competed for the audiences' votes, who had tuned in from the UK, Norway, France, Canada and India.

Winning dancer Natalie, who performed a Charleston solo from her garden in Holland, said "It genuinely felt like a special afternoon. Although we are in lockdown we can still dress up and dance together even if we are in different countries!"

MyCharleston

has

been

running

speakeasies at Brighton Fringe since 2015 and they wanted the 2020 Speakeasy to be something really special.

“Lockdown certainly made it different!”, says Fiona, “managing the new software was quite full on but the feedback was amazing... one person even saying we were more pro than the BBC!” To counteract a feeling of anti-climax after running a big event and the challenges of social distancing, Elena and Fiona are teaching online classes with up to 100 weekly attendees. Fiona said: "These virtual lessons are the highlight of my week- it’s a great way to stay in touch with others, lift spirits and get fit at home whilst having fun".

The dancing duo have also kept students swivelling by creating a new video series on their YouTube channel.

These videos showcase Charleston routines performed by their students at home. “We have already produced four dance films since March and have another three on the way! We are amazed by how many people want to be involved in these projects”, says Elena.

To join MyCharleston upcoming events, classes or watch the videos, visit mycharlestondance.com

Each month the leadership team at Brighton’s NatWest Entrepreneur Accelerator select a founder of the month to recognise the individuals that have demonstrated a growth mindset and entrepreneurial spirit to overcome challenges and accelerate the growth of their business in a short space of time.

To find out more about the Accelerator hub, email BrightonAccelerator@natwest.com

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PEST CONTROL

Are you paying too much

for your pest control?

The big, national brands don’t necessarily offer the best value or service, says Cleankill Managing Director Paul Bates al company, carefully examine any hidden costs and extras that may be charged alongside the charges for regular site visits. It is worth comparing the original contract with what you were actually charged.

W

ith budgets tightening and all expenditure being scrutinised, it’s a good time to evaluate your pest control provider.

It’s well worth looking at regional pest control companies. They can offer better value and often more transparent, fair pricing. You will also get a more personal service. With shareholders wanting better returns, the larger companies can put a lot of pressure on their salespeople who then become focused on their targets rather than the problem they are trying to solve for the customer.

Regional companies are usually large enough to afford to invest in good training, accreditations and the latest products and services, but don’t have the huge overheads and marketing costs associated with national brands.

If you have a contract with a nation-

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Pricing should be completely transparent and there should be communication after every visit so you know what has been done and why. All of our technicians use iPads so instant reports can be sent to customers and there are no surprises.

Accreditations and standards are also something that should be checked.

The European Standard for Pest Control is EN 16636 Certification (CEPA Certified®). This is independently assessed by qualified and experienced auditors with an in-depth working knowledge of the industry. Audits validate practices to a clear professional standard to ensure activities are delivered safely, effectively and within European and national regulations.

Also critical is British Pest Control Association membership and accreditations including ISO9001, ISO14001, Altius Vendor Assessment, Safecontractor, Exor, Constructionline and Achilles Health and Safety schemes.

Accreditations are expensive and time consuming to achieve, but essential

as they offer third party endorsement that the company you are dealing with takes everything from health and safety to training and the environment seriously.

Accreditations also mean that a pest control contractor will help customers to comply with regulations such as: • Prevention of Damage by Pests Act • Health and Safety at Work Act • Control of Pesticides Regulations • Control of Substances Hazardous to Health Regulations • Food Safety Act • Food Safety (General Food Hygiene) Regulations • Animal Welfare Act Evidence that staff are well trained is very important. Look for proof such as Investors in People.

Insurance should include public liability insurance and employers’ liability - both up to at least £10 million for a regional company.

With headquarters in Kenley, South Croydon, Surrey, and offices in East Sussex, Bristol and Bucks, Cleankill has been solving pest problems for commercial and domestic customers for nearly 25 years.

Go to www.cleankill.co.uk or call 0800 056 5477

HEALTH

Broken to Brilliant Bridgeham has remained open through the lockdown to see acute musculoskeletal patients for osteopathy to help relieve the pressure on the NHS. "How are you?"

How quickly did you answer that question with an answer of “Fine” or “Good”?

Now, really take a moment to think about your answer.

B

ridgeham has remained open to see only acute musculoskeletal patients for osteopathy to help relieve the pressure on the NHS. Time and time again we have heard stories of people who are suddenly working from home, sitting at tables and on chairs that are the wrong height, but it is all they have available.

As a result, they are experiencing neck and shoulder pain or low back pain.

There are also those who have been furloughed who have taken on decorating or gardening projects which has resulted in aggravating existing aches and pains or creating new ones!

Trips to the GP or A&E have resulted in the prescribing of pain killers and advice to rest and “try and find an osteopath that’s open”.

We have taken our own tag line of “Broken to Brilliant and Beyond” and applied it to the challenges we have experienced in making changes to our ways of working in clinic.

At the outset we were in the “broken” phase of only being able to see emergency patients in the clinic, so we went online and provided osteopathy consultations via telephone or Zoom and Pilates classes via Zoom.

We also launched our new 30 min Rehab body area specific workshops; lower back and core, head neck and shoulders, breathing, leg tracking- foot ankle knee and hips! Our fabulous receptionist, Hayley, provided reception cover from home.

The “brilliant” phase saw us set up processes to ensure the safety of our patients and practitioners. For example, temperature checking practitioners and patients on arrival, stringent governing body led hygiene protocols including the wearing of PPE. We could then see acute patients in clinic after a triage telephone call to check it was appropriate and safe to do so.

We are now in the “beyond” phase because we can see and treat all patients including those over 70, except those who have a letter from the Government identifying them as being in an extremely vulnerable group. We ask patients to wear a face covering (or we provide one if they don’t have their own or forget), we have a new sneeze

screen on our reception desk and social distancing measures have been applied.

Our reward for doing this has been to be able to treat patients who would otherwise remain in pain and be unable to go about their normal lives.

We hope you and your businesses have been able to find new ways of working through your own Broken to Brilliant journey. We look forward to a time when we can all be in the “Beyond” phase of lock-down.

Bridgeham Clinic, 1 Oak Cottage, County Oak Way Crawley RH11 7ST Tel: 01293 542245 Web: www.bridgeham.com

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How a robot can help wellbeing The award-winning Cari provides personalised, AI-powered mental health advice tional psychologist and wellbeing with Cari director, Maria Paviour is on a mission to support the nation and spread positive mental health under these challenging circumstances.

Maria Paviour

C

ari, the award-winning virtual wellbeing consultant, is being offered for free to small business owners concerned about the mental health and wellbeing of their people in the face of the COVID-19 crisis. Cari supports isolated remote workers, people on furlough and staff continuing essential work in challenging environments.

In the extraordinary environment of the pandemic, our wellbeing is in the spotlight like never before. Occupa-

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Immediately providing personalised, compassionate and confidential support, small businesses across the UK are treating Cari as their 24/7 employee counsellor. She empowers people to take control of their mental health, maintaining the high levels of performance and positive resilience they need during this difficult time.

One-of-a-kind and the culmination of over 25 years of rigorous scientific research, Cari is designed to combat all the key wellbeing issues that many of us are currently experiencing - such as stress, anxiety, low mood and fear.

She provides instant relief and support to help people on their journey to positive mental health.

Maria Paviour, director of Wellbeing with Cari, said: “I’m delighted and excited to offer Cari COVID-19 for free to

small business owners and their people. Bringing joy and happiness to individuals and eliciting our best human qualities is what Cari was designed to do, and now we’re bringing it to people when it’s needed most. I’ve long held the mantra that happiness is contagious and improves your immunity.

With Cari, we plan to be the nation’s #JoySuperSpreaders by getting people into the driving seat of their brains and creating fabulous levels of happiness, performance and wellbeing!”

How does Cari work?

Visit https://www.cariwellbeing. co.uk/ for more information about the science behind Cari and a case study involving Brighton and Sussex University Hospitals Trust.

To develop AI wellbeing consultant Cari, Maria used her specialist background in biology and psychology alongside her understanding of how to actively stimulate the brains neurochemistry to promote positive mental health.

SME SUPPORT In Brief • Users can access one of four free and exclusive 21-day online programmes • At-risk employees signposted to evidence-based 1-to-1 neuroscience-based coaching • Inventors hope to empower a community of ‘Joy Super Spreaders’ during the pandemic

Championing individuals to take control of their wellbeing by providing logical, unbiased and bespoke support through AI-enabled personalised surveys that are fully GDPR compliant; Cari is the only engagement survey to measure both cognitive and emotional responses, providing an outstanding accuracy rate of an individual’s wellbeing of 92%.

Seeing beyond a brave face, Cari determines subtle nuances often hidden to humans, providing individuals with the tools to better understand their relationship with mental health, while managing stress and anxiety. Using intelligent algorithms to ethically analyse mental health, Cari gives perfectly timed recommendations.

Wellbeing-boosting suggestions include Maria’s proven BENDs, or ‘brief emotional non-verbal displays’ - simple 2-minute exercises that provide an instant lift to your wellbeing whenever and wherever you need it. Scientifically proven to stimulate the brain’s neurochemistry with posture and physical movement, BENDs are designed to provide individuals with an immediate empowering lift to their mental state, as well as being fun - #BendWithCari is easy and quick to do.

Cari offers a supportive environment where stress is channelled into positive action - unlocking high performance and increased productivity in the workplace by improving happiness and the ability to control and cope with daily challenges. Complementing existing wellbeing systems, Cari can actually help to boost their effectiveness 10-fold, providing individuals with tailored support on a mass scale.

With a real duty of care the support doesn’t stop there, with those who may need extra support also being empowered to access evidence based 1 to 1 NeuChem Coaching through their free access to Cari.

Maria added: “Cari is the tech manifestation of our company purpose, which is simply to bring joy to life. Therefore, it is our duty to bring happiness to those who need it most during the crisis – spreading joy to our workforce and subsequently creating more positivity for our country.”

A Director of Transformation, HR and Organisational Development at a South East-based Unitary Local Authority said: “We implemented Cari because we recognised that it was better to have useful insights, rather than remaining ignorant when it comes to

mental health and wellbeing in our organisation. It’s so important to have data about your workforce so you can act upon it to improve performance and reduce the risk of litigious issues.

“Cari enables us to offer genuine holistic and personalised support to everyone. But also gives the additional, powerful benefit of encouraging our staff to take their wellbeing seriously.

They now feel more responsible for looking after their own mental health.”

www.cariwellbeing.co.uk

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DIGITAL MARKETING

Golden Google A business owner's holy grail

By Malcolm Porter from Advance Online

C

oronavirus and the lockdown have had a huge impact on the world’s health and economy, but also attitudes have changed on how businesses market themselves online according to a new survey.

mean to business owners in terms of digital marketing and online presence.

He discovered that the main focus was for businesses to update or improve their websites with the aim of ranking on the first page of Google.

Advance Online in Surrey, was hearing from its clients based primarily across the South East, that as a result of the pandemic, they were looking to make changes to their business operations in their respective industries.

Delving a little deeper, he also discovered that whilst many had some budget to do it, the majority would appreciate a buy now pay later offer or no deposit / lump sum to get them re-launched and back to trading; a bit of financial help now, to get them through these early days.

Post-Covid19, their clients knew they needed to communicate those changes to existing and potential customers more effectively than they were pre-lockdown, to make sure they gave their business the best chance of surviving – and the most efficient way to communicate these changes would predominantly be through their website and social media.

Wanting to know more about how the pandemic was affecting other businesses, Director Malcolm Porter created a survey to delve into what the post-Covid19 world was going to

He said: “The data revealed that now more than before, businesses were aware of the importance of having a website. It was really pleasing to see that 7 out 10 of businesses had been able to keep trading and although 3 out of 10 businesses had temporarily ceased trading, none had closed permanently.

"The data was encouraging, in that many had the budget and a keen interest to use their websites and digital marketing to push their businesses through to survive the pandemic.”

The effect of Covid19 on business The survey revealed that whilst more than 80% had been negatively affected by the pandemic, 70% were still able to trade and 40% of them were definitely going to be making changes to services and operations in response to the current situation.

Eight out of 10 businesses have a plan in place for recovery, with over 7 out of 10 business owners surveyed between 27th April and 7th May saying that their website would be their primary marketing focus. Social media and ranking on the first page of Google closely followed.

Almost 10% of the businesses said they didn’t have a website – of these, the majority, 75% said they would now be getting a website. Just a handful said they still had no need for one.

Before coronavirus, just under 70% of businesses thought their website was either important or very important in promotion and generating leads – now, that figure is 86%, with the majority wanting a new website or to update their existing website with additional services or add new functionality such as ecommerce, new content, live chat and videos - with most saying they would use professional help – and had budget to do it.

A quarter said they were happy with their existing website and that no changes were required.

Golden Google The majority of business owners said that it was ‘Very Important / Important’

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FINANCE that potential customers could find their business in the natural listings on the 1st Page of Google – though surprisingly nearly three quarters said that they either didn’t know if their business ranked on the 1st Page of Google (44% of respondents) or that their business did not rank at all (28% of respondents).

Malcolm added: “These results highlight the significance that digital marketing will play for the majority of business owners as they try to ensure that their business continues to trade, as we all move through the various stages of recovery post Covid19.

"What is crystal clear is that business owners clearly recognise the combined importance of having a great looking website that appears on the 1st page of Google.

"Most business owners have told us that they believe their website is more important than ever in terms of generating leads and that the natural listings on the 1st page of Google is the single most important place for their business to be seen to generate these leads.”

Survey respondent stats • The survey was carried out from April 27th and May 7th • 104 businesses completed the survey • 83% of business owners who completed the survey are either sole traders or employ up to 5 people • 79% of businesses had a turnover up to £500,000 • 90% of the respondents are based in the South of England • 70% were still trading If you would like a more detailed breakdown of the survey go to www.advanceonline.co.uk/survey/

www.advanceonline.co.uk

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EDUCATION

Remote Learning Rising to the challenge

By Hurst College’s Head of Senior School, Dominic Mott and Deputy Head Pastoral, Lloyd Dannatt

T

he government’s decision to close schools from March 20th was less of a surprise than the bold announcement that there would be no public examinations this summer for GCSE and A-level students. Nevertheless, school leaders were left with precious little time to plan for the lockdown.

At Hurst College, the priority was clear from the outset: to continue, as far as was reasonably possible, the full provision of an outstanding all-round education for every child.

to ensure that all staff and pupils had the equipment to teach or learn from home.

An audit of digital devices redistributed laptops to those who needed them, and support staff were encouraged to take their office desktop computer home to enable remote working.

Teachers were equipped with deskcams, whilst pupils’ devices were upgraded and checked to ensure that all were ready for a transition to the online world.

Centralised learning platform

A few weeks later, as we look back on the transformational journey that Hurst has been through, we can reflect on the key challenges and how they were overcome.

Digital hardware With days to spare before the lockdown, one of the first priorities was

Hurst were fortunate to be ahead of the game in our transition to a cloudbased network. Twelve months into an 18-month project to move to a cloud network, it became clear that we needed to accelerate the final six months and condense this into just a few weeks to ensure we were truly cloud based.

We store all of our teaching and learning resources in a bespoke SharePoint site called Hurst Online and this allows all teachers and pupils to access PowerPoints, worksheets, exam papers, mark schemes, online video tutorials, tests and revision materials from any device, anywhere in the world.

In addition, by centralising the delivery of lessons through Microsoft Teams, with easy access to applications such as OneNote, we were able to make it as straightforward as possible to teach live lessons whilst giving teachers freedom over how to teach.

Staff training Upskilling staff and students – and fast – was essential. Our Digital Learning Team took the lead in developing video tutorials and offering drop-in sessions for those who needed help, whilst weekly bulletins offered hints and tips to share best practice.

Three months ago, staff were unfamiliar with Microsoft Teams, over that period there has been a 97% increase in the use of Teams. Whole staff INSET sessions (delivered virtually where appropriate) showcased the very best examples of teaching, giving colleagues both confidence and inspiration to experiment in their own departments.

Just as importantly, the standardisation of teaching resources (with Heads of Department co-ordinating the creation of high-quality, bespoke materials) allowed teachers to focus on delivery rather than continually reinventing the wheel in their own bunkers at home.

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EDUCATION

Structural adjustments One of the most interesting challenges was to redesign the school working day to adapt to the new way of working.

Slightly shorter lessons and longer gaps between them helped to reduce screen time; synchronising the Prep School and Senior School timetables allowed families with siblings in two different parts of the college to take lunch together; regular short tutorial slots allowed tutors time to offer oneon-one support to pupils; and some creative timetabling allowed for an earlier finish each day without losing any of our co-curricular provision.

This last point has proven critical: by continuing to offer a programme of assemblies, sports sessions, choir and orchestra practices, musical rehearsals, activities sessions and CCF (to name but a few), the regular rhythms of Hurst life has continued – and the pupils have stayed fit, healthy and active. In the Pre-Prep and years 3/4 the new structure is focused on live delivery of numeracy and literacy in the mornings with a variety of creative and

science-based tasks to be completed in the afternoon, alongside one-to-one reading with the class teacher and the whole class comes together again for story time to end each day.

ner’s Portuguese, anyone?) and social events. This appears to have been met with true appreciation from students who found a sense of purpose through this time - and parents alike.

Public exam year groups

Business considerations

The government’s shock announcement that public examinations would not take place left a vacuum that needed to be filled for the sake of the pupils.

The independent sector will be hard hit by the economic effects of COVID-19, although it is too early to say how deep the impact will be. Suffice to say, we face some difficult decisions.

Some schools cut ties immediately, effectively giving their pupils a sixmonth summer break without direction. Others, by contrast, insisted on pressing forward with mock examinations and assessments (although a number subsequently performed a U-turn).

Boarding fees were, of course, cut immediately, and all parents then received at least a further 20% discount off summer term day fees. The reduction was significantly higher for the younger year groups as well as the Upper Sixth.

Our approach was designed to be more constructive: our Year 11 cohort, made a start to their Sixth Form studies with a programme of three or four A-level subjects plus an Extended Project Qualification (EPQ); and the Upper Sixth, were provided with a varied offering of pre-university courses, life skills, academic extension (begin-

Bucking the trend across the sector, we wanted to ensure that our fee structure reflected the educational provision on offer and also recognised the financial challenges faced by parents. Additionally, a hardship fund was created to assist those families requiring bursarial support – and, at the same time, a separate hardship fund for staff was introduced which was financed through a

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EDUCATION

front of their webcam, supervised by staff. They then photographed and uploaded their scripts at the end of the exam.

We anticipate upscaling this method of running exams for all year groups to conclude the year just as if we were physically on site. The remote parents’ evening allowed parents, pupils and teachers of each subject to come together in a meeting, wherever they were based, and proved to be hugely popular with all concerned.

Ongoing review

voluntary salary sacrifice made by the Headmaster and the Senior Leadership Team to help shield colleagues at the lower end of the pay scale.

Much thought also went into deciding which staff to furlough - we were very clear that we would not compromise our educational provision. As such, all teachers continued to work at full tilt, with budget savings made in other areas, where possible.

Communication Throughout the whole transition, communication was channeled through daily updates from the Headmaster, Tim Manly. His informative, entertaining missives appealed to parents to provide honest feedback, and this proved to be instrumental in shaping our approach. As a result, the comments received were full of praise for the commitment, creativity, speed of adaptation and sheer hard work that

Hurst staff had demonstrated, and sharing this immensely positive feedback with staff was a crucial factor in maintaining morale throughout a very difficult time for everyone in the country.

Innovation The sudden switch to remote teaching and learning has allowed us to embrace technology in a number of new and innovative ways, beyond just the delivery of online, live lessons - impressive though that has been.

Two examples of these are the remote exams that we organised for Lower Sixth students and a remote parents’ evening that took place recently. The remote exams took place through Teams, and five minutes before the start time, students were sent instructions to download and print the exam paper. To replicate exam conditions, students completed their exams in

“The independent sector will be hard hit by the economic effects of COVID-19, although it is too early to say how deep the impact will be”

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Whilst the speed of change and scale of the shift has been remarkable, the ongoing challenge is to continue to evolve our practice and respond to feedback from staff, pupils and parents to ensure that our remote learning programme is the best it can possibly be.

Initiatives such as our recent pupil survey have thrown up all sorts of new questions around screen time, webcams, internal exam schedules, and – above all – the need to replicate as best we can the sense of community which makes Hurst such a special place to learn and work.

There is still huge uncertainty as to when we will return, and in what format. But there is no doubt that when we do return – and we will – we will be all the stronger for the huge advances made thus far.

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Baja

California

Following on from last month's Travel Section featuring Belize, and with such a great response, l thought l would keep going. As a PADI Master Instructor of over 30 years standing, and having left the UK for 20 years whilst l dived just about every sensational dive site on the planet, l thought we would take a look at Mexico this month, which was my home for many years.

By Maarten Hoffmann

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TRAVEL

B

aja California is 100% Mexico and is the finger of land that runs south from San Diego to the southern tip at Cabo San Lucas. Baja benefits from the roaring Pacific on one side and the incredible Sea of Cortez (Gulf of California) on the other and is pretty much unique in the world for many reasons.

You can fly from LA or SD in 2.5 hours of course but the drive from San Diego, over the border at Tijuana and then all the way down through a fantastic desert is highly recommended, l have done it more times than l can count and

the roadside taco stands are to die for. Incredible views of the Cortez on the East side and then equally amazing views of the Pacific on the west side are breathtaking.

There are several destinations l will mention. At the tip is Cab San Lucas with amazing scenery but stuffed with American tourists, therefore very little ‘Mexico’ remains, as they carpet it with American bars, restaurants and burger joints. I do not go to Mexico to find America and nor should you. Far better is to go to La Paz, tucked into a bay on the east side of the tip and the real Mexico. The other destination

would be Magdelena Bay and San Ignacio Lagoon, a stunning bay on the Pacific side where, in season, you can see up to 20,000 female Grey whales packed in, who give birth and fatten their babies here for six weeks before the long 12,500 mile run north to the Bearing Sea - the longest known animal migration in the world. Due to conservation, there is rightly no diving allowed here but you can take a local panga and guide out and the whales flock around to be stroked and scratched, including the babies - and it will change your life.

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GREY WHALE

Watching as a 12 metre adult Grey whale pops her head up to be stroked, whilst seeing another five on the other side of the boat, with their calves, is awe inspiring and never gets old. The mothers actually push the calves towards the boats as if to acclimatise them to this enjoyable experience. The ideal time is February through to mid-March. Not to be missed.

And that is just the start of it. On the other side you have the Sea of Cortez. The 60,000-square-mile gulf is divided between a temperate zone (north of La Paz, the state capital of Baja California Sur) and a warm-water “Panamic” zone (southward to Cabo San Lucas, the resort town on

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the peninsula’s tip). The confrontation and subtle mixing of these two ecosystems partly accounts for its richness: some 900 fish species and 32 types of marine mammal gather to feed and breed here. Massive blooms of plankton mean that even elusive blue whales are seen here (the largest creature ever on planet earth), along with the gnarled humpbacks and of course, grey whales.

The Sea of Cortez has an almost legendary status among divers and marine naturalists.

John Steinbeck wrote a book about his voyage here aboard a scientific collecting expedition in 1940, and Jacques Cousteau famously called it “the world’s aquarium”.

A GREY WHALE EYEING UP THE TOURISTS

A ‘SMALL’ SCHOOL OF JACKFISH

Of all my years of diving and probably over 20,000 dives around the world, one of the best is a dive site called El Bajo. An hour or so cruise south from La Paz and the GPS says drop anchor in the middle of nowhere! Literally, you are in the Pacific, miles from anywhere and what the hell has the anchor to bite on?

A mountain is the answer. A sea mound to be precise which is the top of a 3,000m mountain under the ocean. Hit it right with the anchor or you are there all day (yes done that) and drop into the blue. 22m down and you see the peak of the mountain and it then drops away into the blue. So what’s so special?

A FRIENDLY WHALE SHARK

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TRAVEL The most magnificent scene l have seen underwater, ever, as up to 2,000 Giant Scalloped Hammerhead sharks appear and, hypnotically, form a huge circle around the mountain peak. In every direction, 360 degrees of Hammerheads. Non-divers reading this might be in terror and doubt my sanity, but Hammerheads are generally docile creatures who won’t bother you if you don’t bother them. Each one of the beauties was 4m (14ft) and weighed in at 48kg (185lbs) and are amongst the most majestic marine creatures l have ever dived with. The most frustrating thing is the limit l can stay under, therefore leaving them after 40 minutes, waiting to decompress on the boat until l could tank up and get back down there.

If they all decide to depart en mass for destinations unknown, you can still amuse yourself with giant manta rays up to 7.6m (25ft) and 1,360kgs (3,000lbs) barreling and rolling in squadron; whale sharks drifting in for a nosy, each up to….(40ft) and 9,000kgs (20,000lbs) mostly near the surface so even snorkelers can swim with them and an array of oceanic white tip, blacktip, sandbar, shortfin mako and great white sharks.

Sharks WILL NOT hurt you if you do not threaten them.

It’s a very simple rule that Peter Benchley and Steven Spielberg (Jaws) have a lot to answer for ruining. There is so much food here that they need have zero interest in bony little humans except perhaps as a toothpick!

El Bajo can deliver time and time again although of late, the population is in serious decline due to over fishing, gill nets and abundant human interference. It is thought that we have ten years left before all the Hammers are gone here. Shame on us.

If only they would realise the economic sense of diving and tourism. Kill it, sell it for a buck and eat it once; or preserve it and it will bring in substantial revenue forever. Mindless.

Sounds like a good dive day? Hardly, as on the way back we stop off at Los Islotes - a lump of ochre rocks stripped with guano that are home to over 300 sea lions. The bark of petulant males challenging one another announces your arrival long before you drop anchor. The lower sections of the islands are indiscernible beneath a carpet of sea lions basking in various states of repose, piled on top of one another with no apparent regard for social distancing. The azure waters are alive with pups playing in the swell.

With depths of only 10 metres, everyone is over the side and they come to play. Cheeky little buggers who act like naughty 3-year olds, grabbing onto fins, snorkel, hoses and then darting away before you can turn and then blowing bubbles in your face.

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M0BULA RAYS

LOS ISLOTES

A SQUADRON OF MANTA RAYS

Entering a body of water teeming with boisterous sea lions can be a little daunting for novices, but once you take the plunge, you’ll find that the transformative silence underwater turns the frenetic activity of sea lions into beauty rather than chaos. Instead of feeling intimidated, you’ll find yourself enchanted, as it becomes increasingly obvious that all the sea lion pups really want is for you to play with them.

Their agility as they spin and dart around you will put even the fittest of human swimmers to shame.

Exhausted after an hour, we pull the divers out for a brew and head back to port and watch pelicans, boobies and frigates swarm all over the rocks.

If they thought that was that they don’t know the Cortez. Halfway home we have company - a super-pod of bottle nose dolphins and when l say super, as with everything here, l mean super.

Over 1,000 dolphins all heading north at the same rate of knots as us. Mesmerising.

A DOLPHIN SUPER POD

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THE ELEPHANT CACTUS

BOOJUM TREE

LA PAZ

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THE DRIVE IS HIGHLY RE

CABO SAN LUCAS

COMMENDED

And that is just the sea. Inland you have a coastal desert dominated by the Sierra de la Gignata, whose highest peak reaches 1,176m.

Otherworldly flora is everywhere including the astonishing 500year old Mexican giant cardon, or elephant cactus that reaches 10m, the tallest living cactus in the world, Dali-esque Boojum trees stretching to 15m and watch out for rattlesnakes, bark scorpion and the odd cougar - although after living there for over four years, l never came across any of the 34 species of snake.

In addition, there can be great wind so windsurfing and kite surfing are sensational, kayaks trips are available and the authentic Mexico family food is everywhere - and the Tequila ain't arf bad!

I loved my time in Baja - the people are friendly, the sea is warm, the wildlife is remarkable and the vibe is laid back. Yes, l am asking that same question - what the hell am l doing here?

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E

TOP 10

lectrification is about to get a boost as all humans have seen what happens when we switch everything off and stop moving, thanks to a certain pandemic.

Clear skies, clearer oceans, animals reappear and the planet slows down.

because they have been desperately trying to do it for years.

Electric Vehicles (EV) will likely benefit from more government discounts next year along with bikes and scooters, as an unexpected result of the current ‘hostage crisis’ is that more cities will close roads to gain social distancing, and

Spec a Tesla S at over £120,000 and you will have the fastest car you have ever driven, beating Lamborghini, Ferrari and just about anything else on the road. The oddity is that it comes with five seats, four doors, a massive boot and 95%

Here are my top ten EV’s, but it is VERY dependant on what pack you buy as, like fossil cars, they come with various motors, battery packs, states of trim and price tags.

NISSAN LEAF

A great motor and good value but dull to drive and a dull design Range: 217 miles Real: 127 Price from: £29,790

10

TESLA X

A great EV but held back by the very high price Range: 351 miles Real: 233 Price from: £86,200

9

HYUNDAI IONIQ ELECTRIC A decent EV as long as you don’t want stunning design Range: 174 miles Real: 117 Price from: £30,950

7

RENAULT ZOE

Looks like a normal city car and a much improved cabin Range: 195 miles Real: 192 Price from: £28,495

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8

Electric Cars off the running costs.

When you think about that it is mightily impressive - a tour de force that showed what could be done by a barking-mad billionaire. Creating a new concept in locomotion that revolutionised the horseless carriage and the air we breathe - in seventeen years.

It has been Tesla’s market from the start and they still have all three of their models in the top ten but their heels are

bloody from the biting of the pack roaring up behind and with all major manufacturers getting in on it, they will oneday be history. It’s all in the battery technology.

As with mpg figures, all manufacturers should be admonished for their range figures - virtually the only sensitive aspect of purchase and with the work from home concept taking off as fast as airlines are being grounded, EV’s make even more sense.

By Maarten Hoffmann

6 BMW i3

A good little car that’s been around a while but benefits from BMW handling Range: 145 miles Real: 121 Price from: £35,120

5

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TESLA S

For my money, the best EV you can buy and it proved a point but it is let down by its very high price.

Range: 393 miles Real: 204 Price from: £81,200

HYUNDAI KONA ELECTRIC

4

A serious contender that looks sound at a great price Range: 279 miles Real: 259 Price from: £29,900

2

JAGUAR I-PACE

A great looking car, fast, good range and Jaguar nailed it first time Range: 292 miles Real: 253 Price from: £63,925

TESLA MODEL 3

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Finally a Tesla at a sensible price and it is flying off the shelves. Buy the Performance version for a motor on each axle, a larger battery and warp speed Range: 348 miles Real: 239 Price from: £42,500

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Spot the Elephant Tesla X review by Maarten Hoffmann

E

ver since l reviewed the Tesla S l have been a great fan of this new technology and, although it goes against every petrol head fibre in my body, l accept that this is the future of motoring.

The Tesla X is a new (ish) model and launched in advance of the Tesla 3 that, as it is the first Tesla under £40K, is sweeping the board but as they have not sent it to me yet, l cannot review it.

The Tesla models are akin to Stephenson’s Rocket and the Wright Brothers in revolutionising the transport industry - really, these new electric cars are remarkable. No engine, gearbox, mechanical moving parts, tail pipes or fuel tank and yet it can hit 60mph in under 3 seconds.

Not only in total silence but the acceleration is utterly linear and therefore even more impressive. When l visited the Nurburgring last summer with three supercars, l was somewhat aghast to find out that the lap record is held by a Tesla, beating all Ferrari’s, Lambo’s and Astons and every other madcap track car - remarkable.

It takes a mo to get used to with its giant 17” tablet screen offering everything from web surfing, Spotify and directions to anywhere on the planet using Google maps. The dash differs in that you don’t have a rev counter, temp gauge or oil levels as it has none of that but you do get a momentarily confusing array of power gauges, battery usage and the like.

You also have a windscreen that goes way past your head which is great for letting light into the cabin but when the sun shines, you are left with a tiny sun visor that you pull across that manages to keep out 000.1% of the sun assaulting your eyes.

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The drive is superb and although the steering is a tad lifeless, it corners well as all the battery weight is low down in the floor and therefore the centre of gravity is exactly where you would want it. It drives as well as any normal car and to be frank, any idiot could drive it. It’s only when you bury the accelerator into the Axminster that things get a tad hairy as it literally flies away and you had better be holding on.

This thing is fast and, dare l say it, a little weird in that all that speed comes with zero noise, zero gear changes and with the use of zero fossil fuel.

The technology is staggering. There are other things that will change habits too such as not using the rear windscreen for reversing as it is all but useless anyway. Rather, you start relying on the screen inside the car for such things.

Slowing down is also new as the car effectively brakes for you as it tries to recover battery power from the breaking process along the lines of Formula1 KERS - kinetic energy recovery system, that reaps some power from the energy that goes into braking and this means the car slows down for you

as soon as you take your foot of the pedal.

Then there is the ordering process which is akin to buying lightbulbs. You can have the 75D, 90D or the monster P100D and all this relates to the battery power. The P100D will hit 60mph is 2.9 seconds and offers, if you believe it, a range of 336 miles - this motor translates to 611bhp. The car l was delivered of is the 100D offering a 100 kWh battery, and a range, if you can believe it, of 351 miles, and 60mph is around 5 seconds and that is mightily impressive. Even though there is a huge elephant overleaf, that is mightily impressive.

One thing that is revolutionary are the upgrades. Remember ye old days when you would pop down to Demon Tweeks or Halfords to get that new bit for the engine of your Mk. 2 Escort well, that really does make you/me sound old as this thing will simply send the update to the computer in the car and ask you to update it - just as your

MOTORING i-Phone does. Of course, it has auto pilot that will drive the car for you, park the car for you and make the tea (probably), an advance air filtration system that keeps all the horrible emissions from those old oil burners out of the cabin, and you get four-wheel drive with a motor running each wheel.

Now we are used to Elon Musk making grand statements and the industry has indeed learnt to listen but no amount of wizard electrics will detract from the handling deficiencies when put against the Porsche Cayenne or Range Rover Sport SVR as the enemy of the Tesla will always be weight.

And of course, it has falcon doors.

Now this is undeniably a piece of theatre as they majestically rise and attract a crowd every time and, contrary to the mischievous rumours, you cannot park so close in a car park that they will not open.

The X weighs in at 2508kg or 2.5-tonne and that is heavy. As the enemy of performance is weight, the battery power required to shift this thing up the road takes a toll on the range.

Indeed, yet another marvel is that they sense the car next door and then canter lever in so as not to touch anything that might be obstructing them. Brilliant and, once you get over them, a pain in the arse as they are slow to rise but that’s the price of theatre l guess.

In conclusion, the Tesla is a history making, ground breaking piece of kit that will, in time, utterly alter the way we drive and, if Mr Musk has his way, the same will happen to buses, trucks and vans and probably trains eventually. Unless, hydrogen fuel cells or

nuclear power get there first as there is still the question of the true carbon footprint of such electric cars. The elephant in the room will always be the development speed, or lack thereof, of the charging infrastructure. There are simply not enough charging points around the country to support as many cars as we would like to buy.

But l shall stop being an old dinosaur and state that l have just spent a week with a car that will change the world.

TECH STUFF Model tested: Tesla X Engine: Lol Power: 450 bhp approx Speed: 0-60 5 seconds Top: 130 mph Range: From 233 to 351 miles Price from: ÂŁ86,200

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VIRTUAL EVENTS

The Virtual Event Programme Over the following two pages is a selection of Virtual Events from Brighton Chamber of Commerce and Gatwick Diamond Business to help keep you connected with the region's business community.

Tuesday 2nd June Should I consider selling my business now and what is it worth?

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Thursday 4th June Crisis Leadership 10:00-11:30 Joe Cheal, Imaginarium Learning & Development Free of Charge Friday 5th June Ask the Experts Your opportunity to discuss the b usiness impact of Covid-19 with Henry Smith, Member of Parliament for Crawley 11:00-12:00 Free of Charge

Tuesday 9th June gdb Virtual Elevenses & Networking 10:30-11:30 Stay connected with the gdb Team and your fellow Members Free of Charge – gdb Members only

Friday 12th June Digital Apprenticeships Employer's Briefing Webinar 11:30-12:15 Creative Process Free of Charge Tuesday 16th June gdb Virtual Elevenses & Networking 10:30-11:30 Stay connected with the gdb Team and your fellow Members Free of Charge – gdb Members only Tuesday 23rd June gdb Virtual Elevenses & Networking 10:30-11:30 Stay connected with the gdb Team and your fellow Members Free of Charge – gdb Members only Thursday 25th June Coping with & Leading Change With Nicky McCrudden, McCrudden Training 14:00-15:00 Free of Charge Tuesday 30th June gdb Virtual Elevenses & Networking 10:30-11:30 Stay connected with the gdb Team and your fellow Members Free of Charge – gdb Members only

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