Platinum Business Magazine - issue 109

platinum ISSUE 109 MAY 2023

THE LARGEST CIRCULATION REGIONAL BUSINESS PUBLICATION IN THE UK

KRESTON REEVES

LOCH ASSOCIATES

Angels or VC?

AI – friend or foe?

Startup Sussex 2023

DMH STALLARD

Bridging the gender gap

PLUMPTON RACECOURSE

EMC CORPORATE FINANCE

Meet the new CEO

The M&A outlook

GATWICK AIRPORT

MOTORING

A major route expansion

The Bentley GTC

King Charles III A NEW ROYAL ERA BEGINS

“Advice.

Good in good times.

Better in bad.”

Smart advice to help you make the right decisions for your financial future.

Call our Gatwick office to arrange a free introductory meeting with Paul Cannons.

Call 01293 661323 or email paul.cannons@brewin.co.uk brewin.co.uk/gatwick

The value of investments can fall and you may get back less than you invested.

RBC Brewin Dolphin is a trading name of Brewin Dolphin Limited. Brewin Dolphin Limited is authorised and regulated by the Financial Conduct Authority (Financial Services Register reference number 124444) and regulated in Jersey by the Financial Services Commission. Registered Office; 12 Smithfield Street, London, EC1A 9BD. Registered in England and Wales company number: 2135876. VAT number: GB 690 8994 69

16 BIG STORY

CONT ENTS M AY 2023 • ISSUE 109 BUSINESS

16 The Coronation of King Charles III Platinum looks at the life of the man who would eventually be king

22 Education & Skills Partnership Interview with ESP Managing Director, Jason Hargreaves

NEWS

24 Gatwick Airport Details of new routes into Asia flying from Gatwick Airport, plus new brands in the terminal

10 Local and international news A round of the important business stories in Sussex and around the world

EVENTS

2 Sussex Business Awards Entries are invited for this prestigious event, now in its 35th year 8 Platinum Club Now in its 15th year, the South East’s premier networking social event is in full swing 48 Surrey Business Awards Get your entries in for Surrey’s premier business awards 52 Central South Business Awards Tickets now on sale for this superlative event, now in its second year 58 Brighton Summit: Human Brighton Chamber launches its 2023 Brighton Summit, ‘Human’, to be held in October

FINANCE

14 Kreston Reeves Angels of VCs - what funding option is best for your business?

40 EMC A snapshot of the current Mergers & Acquisitions market across the South East 45 Haines Watts How should a business owner plan for growth?

INNOVATION

32 Plumpton Raceourse Introducing new CEO, Craig Staddon 34 2to3days Juliet Turnbull, founder and CEO of 2to3days, champions women’s careers 36 Education & Skills Partnership Why it’s no longer just optional to prioritise learning and skill-building in your business 56 University of Surrey The importance of a far-reaching university which brings in over £1.3bn to the local economy 62 Talking Heads Roundtable discussion on the future of ESG - Environmental, Social & Governance – issues 69 Cleankill Make sure you don’t fall foul of the law

OPINION

70 Anger Management Labour’s plans to abolish VAT relief on fee-paying schools’ charitable status could have consequences for everyone, argues Maarten Hoffmann

LEGAL

42 DMH Stallard Bridging the gender gap: a step forward for inclusion 50 Loch Associates AI and ChatGPT in the workplace – friend or foe?

54 Mayo Wynne Baxter ‘No Fault’ Divorce – the one-year anniversary

TRAVEL

72 Pico Island Tess de Klerk explores a majestic jewel in Portugal’s Azores archipelago

MOTORING

74 Bentley Continental Convertible Maarten Hoffmann roadtests one of the world’s finest grand tourers; a car he could drive all day and all night

CHARITY

61 Chestnut Tree House Grabbing life by the handlebars, and other fundraising ideas

EDUCATION

28 Help To Grow:Management Platinum Business Magazine has an exclusive offer for anyone who wishes to take part in the University of Brighton’s 12-week mini-MBA programme to help you grow your business

46 Sussex Innovation StartUp Sussex 2023: Sussex Innovation’s awards for innovative entrepreneurialism

PLATINUM MEDIA GROUP

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. Surrey Business Magazine is owned and published by Platinum Media Group Limited.

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Understanding your business credit score Knowing and understanding your business credit score can help you achieve your full growth and development plans.

To find out, improve, or discuss the implications for your business, contact Rachel Emmerson or Abbey Watkins. #shapingyourfuture

For more than accountancy, business and wealth advice.

Call: +44 (0)33 0124 1399 Email: enquiries@krestonreeves.com Visit: www.krestonreeves.com/shapingyourfuture

WELCOME

WELCOME

Welcome to the May issue of Platinum, the month when we will be delivered of a new King and Queen.

We have a packed issue for you this month with features on both Charles and Camilla (in case you haven’t had enough of them by now).

We look at the world of flexible working with Flex Forward and 2/3Days, two companies working hard on the subject; we introduce you to the new CEO of Plumpton Racecourse, Craig Staddon; Gatwick Airport reveals even more airlines and destinations along with their new logo and branding.

DMH Stallard looks at how to bridge the gender gap, EMC discusses the current mergers & acquisitions market in the South East, and ESP explains its apprenticeship programme.

The latest Platinum Talking Heads is on the subject of ESG - proving to be the defining corporate change of our time, and Anger Management explodes over an enormously damaging statement by Sir Keir Starmer.

It’s awards season again, and inside we announce all the finalists for the Dynamic Awards, and more information on the Central South Business Awards, Surrey Business Awards, Sussex Business Awards – and the return of the longawaited Lewes District Business Awards.

We also have Dynamic Magazine inside, for women in business, with a great feature on imposter syndrome and how to overcome it; a sensational FREE offer for all Dynamic readers to take part in the University of Brighton’s ‘How to Grow’ mini-MBA style programme, saving £950; and further discussion on the menopause and a possible connection to histamine.

In travel, we take you to Leonardslee Gardens, revealing this stunning site right on our doorstep, and we take you to the stunning Pico Island, that’s not quite so local.

In motoring, Fiona takes on the VW ID Buzz and Maarten gets carried away in the new convertible Bentley.

The Platinum Team CONTACTS PUBLISHER/EDITOR: Maarten Hoffmann maarten@platinummediagroup.co.uk COMMERCIAL DIRECTOR: Lesley Alcock lesley@platinummediagroup.co.uk EVENTS DIRECTOR: Fiona Graves fiona@platinummediagroup.co.uk EVENTS MANAGER: Zaneta Bealing zaneta@platinummediagroup.co.uk TR AVEL EDITOR: Tess de Klerk tess@platinummediagroup.co.uk PL ATINUM MOTORING EDITOR: Maarten Hoffmann maarten@platinummediagroup.co.uk DYNAMIC MOTORING EDITOR: Fiona Shafer fionas@platinummediagroup.co.uk HEAD OF DESIGN: Michelle Shakesby design@platinummediagroup.co.uk SUB EDITOR: Alan Wares alan@platinummediagroup.co.uk

W W W.PL ATINUMME DIAGROUP.CO.UK

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The Platinum Club has been the region’s leading peerto-peer business networking event for CEOs, Managing Directors and Partners of many of the leading companies across the South East for over 15 years.

Limited memberships are available and to apply, please contact info@platinummediagroup.com

The Platinum Business Club for Leaders and Innovators in Business 1 Iain McKenna, CEO, Wired Sussex; Gemma Wall, Galloways; Jo Reynolds, MD, JRAI

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2 Claire Krost, CEO, Waking up to Autism speaking with Pam Loch, CEO, Loch Associates Group 3 Lesley Alcock, Commercial Director, Platinum Media Group; Paul Cannons, Director, Brewin Dolphin Wealth Management; Maarten Hoffmann, CEO, Platinum Media Group; David Boosey, Partner, MHA MacIntyre Hudson 4 Kim Jack-Riley, Tea Sommelier, Tea & Grazing 5 Beth Warner, FRP Advisory with Paul Cannons of Brewin Dolphin Wealth Management 6 Adrian Alexander, Partner, FRP Advisory with Nigel Lambe, CEO of Sussex Innovation

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7 Ben and Ekaterina Blake, Founders of InspoHub with Keith Carr from Brighton & Hove Financial Consultants 8 John Blackburn, Partner, EMC Corporate Finance; Stefan Buss, Storm 12; Kevin Boyd, Financial Coaching 9 Lesley Alcock, Commercial Director, Platinum Media Group; Dr Adam Jones, Senior Lecturer, University of Brighton; Colin Laidlaw, Partner, Kreston Reeves 10 Alexandra Nott, Trade Mark Attorney, Dehns with Claire Krost, CEO of Waking up to Autism 11 Maarten Hoffmann, CEO, Platinum Media Group; Neil Laughton, CEO, Laughton & Co; Sophia Spencer, MD, Callisto Associates; Barry Carden, Managing Partner, Galloways 12 Maarten Hoffmann, CEO, Platinum Media Group; Hendrik Van Dyk, MHA MacIntyre Hudson; David Sheppard, Deputy Chair, South East LEP

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The 12 ❛❛ networking

highlight of my month and never to be missed

❜❜

NATWEST BANK

EVENTS 1

We see the Platinum Club as ❛❛ an important and integral part

of our brand awareness strategy, through interactions with well-connected businesspeople and other influencers

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MATTIOLI WOODS WEALTH MANAGEMENT 3 2

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I make sure I never miss an event and thoroughly enjoy it

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MERCEDES-BENZ

9 10

The Platinum Club is a really well organised networking group, with the hosts helping facilitate to ensure we always make useful, new contacts at each event

❛❛

LLOYDS BANK

❜❜

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THE PLATINUM CLUB www.platinummediagroup.co.uk

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AI BAN The Italian government rarely gets much right, but recently it became the first country to ban ChatGPT over privacy concerns.

Belgium may follow after claims a young father took his own life after developing a relationship with a similar piece of AI technology. Elon Musk recently said, “We must pull the plug on this stuff before it pulls the plug on us.” He then went on to develop three of the latest AI programmes soon to hit the market in an attempt to dominate the market.

NEWS BULLETIN CFO CONFIDENCE The Deloitte survey of chief financial officers showed sentiment rebounded as their concerns about energy prices and Brexit problems eased.

TESCO DROP Tesco has reported a jump in annual sales but profits halved as it grappled with higher costs.

While sales rose 7% to £66bn, pre-tax profits dropped 51% to £1bn with Tesco saying it had faced “unprecedented” rises in prices charged by suppliers. The UK’s biggest supermarket also said customers had faced “an incredibly tough year,” with prices soaring.

The supermarket said it had tried to protect shoppers from the full effects of rising food prices. Chief executive, Ken Murphy, said he was expecting prices to continue rising through the first half of the year, but then ‘moderate”. He added that he expected sales volumes - which have fallen - to “recover”.

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There were 25% more chief financial officers feeling better about the future than worse, compared to 17% more feeling the opposite three months ago. Not since the Covid vaccine rollout has there been such a swing in confidence. Ian Stewart, chief economist at Deloitte, attributed the bounce back to improvements on several fronts at once.

“Since the beginning of the year, energy prices have fallen, inflation looks to have peaked, relations with the EU have improved since the Windsor framework and there has been a period of comparative political calm after the turmoil of last year.”

Yet despite concerns these events raised about the health of the banking sector, the chief financial officers reported only modest changes to the cost and availability of credit.

NEWS

❛❛ Rapid unscheduled disassembly ❜❜ Elon Musk after his rocket blew up

UK’S POWERHOUSE The South East of the UK pays almost half of the UK’s £173 billion revenue take, and will be hit hardest by impending ‘stealth’ taxes, figures reveal. HMRC stats show that families in London and the South East are paying a combined £87 billion bill - more than the rest of England put together. And nearly a million more taxpayers in the region are set to be forced into higher tax rates by 2027/28. Meanwhile, the tax burden is on course to hit 37.7% of GDP, the highest level since the Second World War.

❛❛ Jerry, sadly l have

decided to call an end to our marriage ❜❜

Rupert Murdoch’s sensitive mail to his wife

NEW ROLE FOR BRITISH CHAMBER?

The President of the British Chamber of Commerce has suggested that rather than attempting to rescue the scandal ridden CBI, the BCC is ready to take over the role.

Baroness Martha Lane-Fox said: ‘The media and some politicians were quick to conclude that we need a new organisation to take the CBI’s place – l disagree’.

Lane-Fox said the BCC ran quarterly economic surveys and conducted regional work, ‘Let’s support UK business through the BCC’.

It would seem to make sense as the BCC is already thriving and ready to go without a whiff of scandal.

PROJECT EVEREST CANCELLED Accounting firm EY has called off its plan to break up its auditing and consulting divisions. The firm, formally known as Ernst & Young, announced it was “stopping work on the project” because its US arm decided to not to move forward.

The Big Four - Deloitte, EY, KPMG and PwC - dominate the global accounting market share. The plan came as regulators called for major industry reforms over conflicts of interest and poor working practices. Had the deal - called “Project Everest” internally gone through, it would have been the biggest shake-up in the accountancy industry for more than two decades.

EY’s announcement ends a year-long battle to build internal support to split the units.

❛❛ A woman is only as young as her knees ❜❜ Dame Mary Quant, who died aged 93

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EARTH DAY 2023:

GDB searches for sustainable business stories Invest Gatwick Diamond has challenged the region’s businesses to showcase their most inspiring sustainability stories for this year’s Earth Day. Stories can include business successes demonstrating sustainable benefits from renewable energy, recycling, sustainable agriculture, or eco-friendly manufacturing. All the stories are being hosted on a searchable online archive. People can view the newly-published archive at www.investgatwickdiamond.co.uk/earth-day.

Chairman of Gatwick Diamond Initiative, Brett North said: “Earth Day is an important global event. And as a region with a crucial role in the world economy and an innovative global outlook, we want to play our part.”

LOCAL NEWS SOAP MANUFACTURER WINS FIRST BUSINESS AWARD Sussex-based brand, The English Soap Company, is celebrating after winning The Department of International Trade Exporter of the Year Award at the prestigious Business Champion Awards 2023. The award comes hard on the heels of its win at the Sussex Business Awards for Best International Business in 2021.

The Business Champion Awards attract entries from the best innovators, leaders and

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entrepreneurs in the country. The judges for the Exporter category were looking for a business that operates in multiple countries, has forged excellent relationships with suppliers and has managed to survive – and even turn a profit – in the most challenging of times.

MD Oliver Butts said: “Winning the Business Champion Awards means so much to me and the business. It’s an affirmation of all the hard work we’ve put into export and is testament to what we have been building up over the last ten years. To have it sponsored by The Department of International Trade, an organisation whom we’ve worked with over the years makes it extra special, and I’m truly proud of what the team have done allowing us to win this award.”

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EASTBOURNE HAS ONE OF THE LOWEST CO2 EMISSIONS PER CAPITA New research has revealed that Eastbourne has one of the lowest CO2 emissions per capita in the UK. The team at electric car leasing company DriveElectric has looked at green areas, electric vehicles, energy consumption, CO2 emissions and other factors to establish which are the UK’s ‘greenest’ areas.

Eastbourne is joint-10th on the list with 2.7 tonnes of CO2 emissions per capita – tied with Lambeth, Worthing, Greenwich, Brighton & Hove, Newham, Lewisham and Southwark.

❛❛ There is much excitement in

India at the prospect of an Indian and Pakistani bringing about the partition of Britain ❜❜

Professor Anand Menon on the election of Rishi Sunak and Scotland’s Humza Yousaf

NEWS

KRESTON REEVES ACHIEVES B CORP CERTIFICATION

❛❛ You do not make

the poor rich by making the rich poor ❜❜

Nigel Lawson, who died aged 91

RECORD GROWTH A law firm that began life from the bedroom of its founder is evolving after a period of record growth. Loch Associates Group has changed its brand after doubling turnover and its team in the last three years. The firm’s services include business and employment law, immigration, HR consultancy, health and safety training and wellbeing and mediation services. Recognising that organisations are now investing more on the development of their people, Loch Associates has created a dedicated training division as part of the re-brand, offering a wide range of training services.

Loch Employment Law, HR Advise Me and Loch Wellbeing, has now evolved to Loch Law, Loch HR and Loch Training and Wellbeing. Loch Associates Group was founded by Pam Loch in 2007, who started the business from her bedroom, with nothing but a laptop to kick-start the business.

Today, Loch Associates Group has grown to become the South East’s leading awardwinning multi-service law firm, employing 30 staff, with offices in Kent, Brighton and London.

Accountants, business and wealth advisers Kreston Reeves has announced that it has achieved B Corp status. It is a clear and strong demonstration of the firm’s commitment to being a sustainable and socially conscious adviser.

Kreston Reeves has a turnover of £40m with a team of 500 experienced and highly motivated people across its offices in Kent, Sussex and London. Its clients include ambitious and scale-up businesses, charities and not-for-profits, and individuals and their families. It is one of the largest accountancy firms to achieve B Corp status.

Andrew Griggs, Senior Partner at Kreston Reeves said: “This is a significant achievement for the firm and a milestone in our journey of being a purpose-led advisory firm. It is a formal recognition of the efforts we continue to make to have a positive impact on clients, our people and the communities in which we work.”

❛❛ I’ve seen him naked. There’s no way he could be scarier with his clothes on ❜❜ Stormy Daniels on facing Trump in court SUSSEX BEER A craft brewery is launching a new Sussex range of canned beers.

The range, from Pulborough brewers Hepworth & Company, will be available from late May in pubs, shops and through Hepworth’s shop and web store.

All four beers in the range: Sussex Premium Lager, Sussex Premium Pale Ale, Sussex Premium APA and Sussex Low Alcohol Lager, are all gluten-free and vegan-friendly and brewed from mainly local ingredients. The beers are the first new brews from Hepworth’s to roll off the brewer’s canning line which was installed last summer.

The 3,000 cans per hour capacity line is already used for contract canning, for a range of customers including M&S, Hiver, Coalition and Prime Time.

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FINANCE Health tech businesses with rapid expansion plans will need the right financial backing.

Here, Scott Miles, Advisory and Assurance Partner of Kreston Reeves explains how angel and venture capital can help your business grow

ANGELS OR VCs

– what funding option is best for your business?

Businesses with ambitious growth plans need the right financial support.

Seed capital, whether from the bank, founder’s capital or from friends and family is rarely a long term solution to fund growth and development. Whether founders turn to angel investors or venture capital (VC), funding will be determined where they are on their business journey.

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ANGEL INVESTORS

Angel investors, typically an individual or angel syndicate, will usually invest smaller amounts into a business for a small equity percentage, compared to VC investors.

On average, angel investors look to contribute amounts in the region of £25,000 to £I million into early phase

start-up companies, usually where they are yet to prove their scalability and long-term business plan.

Helpfully, angel investors will also bring expertise to the table, offering advice to individuals and companies in the early phases.

FINANCE

VENTURE CAPITAL INVESTORS

VC investors will typically make investments of £1 million or more, and look for businesses that are more mature and with a clear exit strategy in place, whether initial public offering or trade sale.

When looking for VC funding, health tech businesses should ensure that their plan is clearly available in p re s e n t ati o n d e c ks , al o n g s i d e supported evidence of high growth potential and, where appropriate, scalability. VCs will look for a seat on the board and majority control of the business.

Before agreeing investment, budgeted plan of spend, exit plans and proof of concept are just some of the fundamentals which will be requested.

This will need to be supported by evidence of an innovative product or service with mapped milestone and valuations alongside conversion proof, so that entry to market is deemed viable to investors.

❛❛ The move from angel to VC funding needs to be accompanied by a change in the way the business operates and the mindset of its founders ❜❜

Evidence of consideration to potential risks and mitigation precautions together with projected succession planning will also be expected.

A CHANGE OF MINDSET

The move from angel to VC funding needs to be accompanied by a change in the way the business operates and the mindset of its founders.

VC funding does not simply finish with cash in the bank. Ultimately, with individuals from the VC becoming both a member of the board and the management team, expect active i nvo l ve m e n t i n t h e d e c is i o n s surrounding both budget and future planning. It is imperative to ensure that the VC fits the company as much as the company fits the VC. Current management need to be open to accepting outside members into the team and be confident in the advice and experience that VCs can offer.

Importantly, you need to ensure that you affirm your goals and envisage a VC as your business partner with aligned goals.

Whilst VC funders bring considerable benefits to a business, it is important to remain vigilant and consider the possibilities of things going wrong.

Founders are committing to a longterm relationship, with any return on investment often 10 years away.

You also need to remain mindful that being backed by a VC does not mean automatic success. It is a highly involved process in which financial discipline and hygiene remains paramount.

As well as budgets and cash projections, you need to consider how much needs to be raised, how it will be utilised and ensure that this is not over projected. It is impor tant to coincide monies required with benchmarks and ensure that the likelihood of scalability and product longevity remains achievable.

Angel investors are typically useful at the start of a business journey, offering less funds with less risk to businesses in return for a small equity stake. Venture capital investors generally provides support later in the fundraising process to businesses with proof of scalability, able to demonstrate access to market and an exit route to support both the management and equity investment received.

Both represent big decisions for founders and it pays to take independent advice before accepting investor cash.

If you would like further information about Angels or VCs, please get in touch with Scott Miles: Email: enquiries@krestonreeves.com Call: 0330 124 1399 Visit: www.krestonreeves.com

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BIG STORY

BIG STORY

King Charles III, for 70 years heir to the British throne is, at the age of 74, the oldest monarch to be crowned.

He has waited a long time, and not without a certain amount of irritability and frustration. By Alan Wares

The man who would eventually be king Charles Philip Arthur George was born in Buckingham Palace on November 14th 1948. The family name was Mountbatten, and changed to Mountbatten-Windsor in 1960. However, Charles chose not to use the family name at all. At the time of his birth, he became second in line to the throne, dislodging Princess Margaret, herself hitherto second to the heir presumptive and Charles’ mother, Princess Elizabeth.

Upon his mother’s accession to the throne on February 6th 1952, Charles assumed the title of heir apparent, with his sister Anne now next in line. That he would spend the next seven decades waiting as heir was something no-one could ever have predicted. It is, of course, a matter of national pride and an amazing accomplishment that Her Majesty Queen Elizabeth II should live until her mid-90s, reigning for 70 years, having been monarch to the office of 15 different UK prime ministers.

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BIG STORY EDUCATION

Charles was the first heir apparent to be educated in a school when he first at tended Hill House School in Knightsbridge, London in 1956. All of his predecessors had been privately educated.

He did not receive preferential treatment from the school’s founder and headmaster, Lieutenant-Colonel Henry Stuart Townend OBE, who advised the Queen to have Charles play football, because the boys were never deferential to anyone on the football field.

Charles subsequently attended two of his father’s former schools: Cheam Preparatory School in Hampshire from 1958, followed by Gordonstoun, just outside Lossiemouth, in the north-east of Scotland, beginning classes there in April 1962.

As someone who preferred home life, Charles was not keen on Gordonstoun, referring to it as ‘Colditz with kilts’. He was bullied, and it was miles from home; even Balmoral was 70 miles away across the forbidding Scottish Highlands. He left the school in 1967 with six ‘O’ Levels and two ‘A’ Levels.

With his mother, Queen Elizabeth II

MILITARY SERVICE

Charles served in the Royal Air Force (RAF) and the Royal Navy. During his second year at Cambridge, he received Royal Air Force training, learning to fly the Chipmunk aircraf t with the Cambridge University Air Squadron, and was presented with his RAF wings in August 1971.

Family portrait after the christening ceremony of Charles

After the passing-out parade that September, Charles embarked on a naval career and enrolled in a six-week course at the Royal Naval College Dartmouth.

He then served on a number of Royal Navy ships from 1971 to 1976. He spent his last 10 months of active service in the Nav y commanding the coastal minehunter HMS Bronington. He took part in a parachute training course at RAF Brize Norton two years later, after being appointed colonel-in-chief of the Parachute Regiment in 1977.

His ongoing concern for young people led him to set up the Prince’s Trust in 1976, The charity, which was granted a royal charter in 1999 states its purpose as, “To promote by all charitable means the mental, spiritual, moral and physical development and improvement of young people, and to provide opportunities for them to develop to their full capacities and enable them to become responsible members of society so that their conditions of life may be improved.”

INTO HIS 30s

POST-SCHOOL

He broke with tradition within the Royal Family once again when, instead of going straight into the armed forces, he went to University. He studied archaeology and anthropology at Cambridge, attaining a 2:2 grade. While at Cambridge, he also spent part of the second year at the University of Aberystwyth, learning Welsh history and language.

This is entirely appropriate as he had been created Prince of Wales in 1958.

His investiture was not held until July 1st 1969, when he was crowned by his mother in a televised ceremony held at Caernarfon Castle. He took his seat in the House of Lords the following year, and he delivered his maiden speech in June 1974, the first royal to speak from the floor since the future Edward VII in 1884. He spoke again in 1975.

Prince Charles on the steps of Trinity College, Cambridge, 1967

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As someone who preferred ❛❛ home life, Charles was not

keen on Gordonstoun, referring to it as Colditz with kilts ❜❜

BIG STORY HEIR APPARENT

Is a person who is first in an order of succession and cannot be displaced from inheriting by the birth of another person

HEIR PRESUMPTIVE

Someone who is heir to the throne, but whose place can be taken in the list of accession through a later birth. This is likely to happen less today in the British royal family as, following the Perth Agreement 2011, male heirs no longer have queuejumping rights over female heirs.

By the mid-1970s, it was perfectly well understood that Charles would soon be needing to have children in order to keep the direct family line going. Choosing a wife, in just about every respect to the rest of us, was different for the heir to the throne. For a start, he was considered to be – and, indeed, strongly encouraged to be by other members of his family – quite the playboy.

With the tabloids following around the now 30 year-old prince, every attractive

woman within 50 yards of him was looked up and down, and judged for suitability. In his youth, Charles was amorously linked to a number of women.

His girlfriends included Georgiana Russell, the daughter of Sir John Russell (at the time, British ambassador to Spain), Lady Jane Wellesley, the daughter of the 8th Duke of Wellington; Davina Sheffield; Lady Sarah Spencer (Diana’s older sister) and Camilla Shand, who later became his second wife. And they’re just the ones the Society pages wrote about.

MARITAL AND EXTRA-MARITAL ISSUES

Prince Charles’s great-uncle, Lord Mountbatten, advised him – somewhat chillingly and coldly, given today’s more considered attitudes – to “sow his wild oats and have as many affairs as he can before settling down.”

However, when it came to finding a wife, he “should choose a suitable, attractive, and sweet-charactered girl before she has met anyone else she might fall for. It is disturbing for women to have experiences if they have to remain on a pedestal after marriage.”

Irrespective of however one thinks of this attitude today, this is precisely the road Charles took.

He had first met Lady Diana Spencer in 1977, when he was dating her older sister, Lady Sarah. He did not consider

He was considered ❛❛ to be – and, indeed,

strongly encouraged to be by other members of his family – quite the playboy ❜❜

Charles with Lord Mountbatten Diana romantically until mid-1980. While Charles and Diana were sitting together on a bale of hay at a friend’s barbecue in July, she mentioned that he had looked forlorn and in need of care at the funeral of his great-uncle, Lord Mountbatten.

Soon, according to the then-Prince Charles’ official biographer Jonathan Dimbleby, “without any apparent surge in feeling, he began to think seriously of her as a potential bride” and she accompanied Charles on visits to Balmoral Castle and Sandringham House.

They were married in a major UK landmark event at St Paul’s Cathedral in 1981. The following year, Charles’ heir, William, was born and, in 1984, a second son ‘Henry, to be known as Harry’ was born. Since then, both William and Harry have produced further ascendants to the British throne.

The monarchy now had its surviving lines, Princess Diana had fulfilled Lord Mountbatten’s rather blunt recommendations – and Charles went off in 1986 to rekindle his love affair with an old flame, now married and known as Camilla Parker-Bowles.

The saga played out across the tabloids from the late 1980s and into the 1990s.

By 1992, the world’s worst kept secret was public knowledge, Charles was with Camilla, and had been for a long time.

Charles and Diana officially split that year, and their divorce was finalised in 1996.

Charles and Diana announce their engagement

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BIG STORY AWAY FROM THE FIRM

Charles has offered his own views on both the natural environment and the built environment over the years.

He has openly expressed his views on architecture and urban planning; he fostered the advancement of New Classical Architecture and asserted that he “care[s] deeply about issues such as the environment, architecture, inner-city renewal, and the quality of life.”

In a speech given for the 150th anniversary of the Royal Institute of British Architects on May 30th 1984, he memorably described a proposed extension to the National Gallery in London as a “monstrous carbuncle on the face of a much-loved friend” and deplored the “glass stumps and concrete towers” of modern architecture.

Charles with Camilla

CHARLES AND CAMILLA

In April 2005, Charles and Camilla – now both divorced – got married. Charles was the only member of the royal family to have a civil, rather than a church, wedding in England. British government documents from the 1950s and 1960s, published by the BBC, stated that such a marriage was illegal; though, these claims were dismissed by Charles’s spokesman and confirmed to be obsolete by Tony Blair’s government.

The union was scheduled to take place in a civil ceremony at Windsor Castle, with a subsequent religious blessing at the castle’s St George’s Chapel.

The wedding venue was changed to Windsor Guildhall after it was realised a civil marriage at Windsor Castle would oblige the venue to be available

to anyone who wished to be married there.

Charles’ parents, Her Majesty The Queen and the Duke of Edinburgh, did not attend the civil marriage ceremony; the Queen’s reluctance to attend possibly arose from her position as Supreme Governor of the Church of England. The Queen and Duke of Edinburgh did attend the service of blessing and, later, held a reception for the newlyweds at Windsor Castle.

In his role as Prince Charles, heir apparent, he has stood in for Her Majesty The Queen on many occasions, both for foreign and representative occasions, and for investitures and presenting Commonwealth honours. Between 2002 and 2022, he undertook over 11,000 official engagements.

THE NEXT TEN

1 William, Prince of Wales (b. 1982) Elder son of King Charles III

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2 Prince George of Wales (b. 2013) Elder son of the Prince of Wales

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He asserted that, “it is possible, and important in human terms, to respect old buildings, street plans and traditional scales and at the same time not to feel guilty about a preference for facades, ornaments and soft materials,” called for local community involvement in architectural choices. He finished by asking, “Why can’t we have those curves and arches that express feeling in design? What is wrong with them? Why has everything got to be vertical, straight, unbending, only at right angles – and functional?”

Like his father, the Duke of Edinburgh, Charles has also promoted environmental awareness. At the age of 21, he delivered his first speech on environmental issues in his capacity as the chairman of the Welsh Countryside Committee.

This is the first ten in current list of accession, according to Debrett’s

3 Princess Charlotte of Wales (b. 2015) Elder daughter of the Prince of Wales

4 Prince Louis of Wales (b. 2018) Younger son of the Prince of Wales

5 Prince Harry, Duke of Sussex (b. 1984) Younger son of King Charles III

6 Prince Archie of Sussex (b. 2019) Elder son of the Duke of Sussex

BIG STORY An avid gardener, Charles has also emphasised the importance of talking to plants, stating that, “I happily talk to the plants and trees, and listen to them.

I think it’s absolutely crucial”. His interest in gardening began in 1980 when he took over the Highgrove estate.

His “healing garden”, based on sacred geometr y and ancient religious symbolism, went on display at the Chelsea Flower Show in 2002.

Upon moving into Highgrove House, Charles developed an interest in organic farming, which culminated in the 1990 launch of his own organic brand, Duchy Originals, which sells more than 200 dif ferent sustainably pro duc e d products. The profits are donated to the Prince’s Charities.

For recreation, Charles is also a keen polo player and salmon angler. He is also, quite famously, an avid lifelong fan of The Goon Show, and particularly Spike Milligan. The attendees at The 1994 Comedy Awards were rendered helpless with laughter when Milligan, accepting a lifetime achievement awards, referred to Prince Charles – who had written a heartfelt citation of his comedy hero – as a ‘little grovelling bastard’.

different faiths and community groups – falling in line with the King’s wish to reflect the ethnic diversity of modern Britain”.

Charles in his garden at Highgrove holder being William IV, who was 64 when he became king in 1830.

The coronation of Charles III and Camilla is on May 6th, at Westminster Abbey.

Plans for Charles’s coronation have been made for many years, under the code name ‘Operation Golden Orb’.

Reports before his accession suggested that Charles’s coronation would be simpler and smaller in scale than his mother’s in 1953, with the ceremony expected to be “shorter, smaller, less expensive, and more representative of

Nonetheless, the coronation will be a Church of England rite and requires the coronation oath, including the anointment, the delivery of the orb, and the enthronement.

What sort of king will Charles III be?

Sadly for him, basic biology dictates he was not last as long on the throne as his mother, but he and Camilla are determined to make their mark. The previously mentioned concerns that Charles has for young people, the environment and better living, along with Camilla’s support for victims of domestic violence, sexual abuse and rape, as well as health, literacy, the arts and animal welfare will almost certainly be what sets the tone for their reign.

REIGN

Prince Charles, the Prince of Wales, became king of the United Kingdom and 14 other Commonwealth realms upon his mother’s death on September 8th 2022. He was the longest-serving British heir apparent, having surpassed Edward VII’s record of 59 years on April 20th 2011. When he became monarch at the age of 73, he was the oldest person to do so, the previous record

7 Princess Lilibet of Sussex (b. 2021) Elder daughter of the Duke of Sussex

8 Prince Andrew, Duke of York (b. 1960) Brother of King Charles III

Greeting schoolchildren on a tour of Wales

9 Princess Beatrice (b. 1988) Elder daughter of the Duke of York

10 Sienna Elizabeth Mapelli Mozzi (b. 2021) Elder daughter of Princess Beatrice

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INTERVIEW

With education being of paramount importance for all generations, it has never been more important, with the issues the country is facing in the state education system, that we pay attention to the education of the next generation

ESP: IN SUPPORT OF APPRENTICES AND EMPLOYERS The Education and Skills Partnership (ESP) is a national training and education provider, and Platinum sat down with their Managing Director, Jason Hargreaves, to learn more about the business and sector Could you give us an overview of what ESP does?

The ESP is a national independent training and education provider based in Ashford, Kent. ESP specialises in government funded programmes such as Adult Education Budget (AEB) along with apprenticeships and commercial training. Training is tailored to suit the needs of learner and employers, enabling them to reach their full potential.

What are the challenges in encouraging companies to take on apprenticeships?

Shortage of time is probably the biggest challenge as many businesses are concerned with the capacity and amount of time required by other staff members to support the apprentice.

The 20% ‘off-the-job’ training is another.

Although with real clarity on what can contribute to 20% ‘off-the-job’ training, along with the recent changes to the equivalent of at least six paid hours per week made within the funding, means this is less of a challenge.

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Your apprentices come from a wide range of backgrounds such as school leavers, returners, and veterans.

Is there any resistance to take up any category of apprentices from any of your client companies?

There is no resistance from our client companies to recruiting apprentices from a range of backgrounds. Some of our more established clients use the apprenticeship scheme to upskill and su p p o r t s taf f fo r p ro gressio n opportunities within their organisation; some of our clients, certainly in the telecoms industry, recruit school leavers and young people because of the lack of skilled individuals in the workplace.

What percentage of apprentices go on to long term employment with the placement company?

Currently 100% of our apprentices who complete and achieve their apprenticeship either remain in their existing role within their current organisation, receive promotion or new role within their current organisation, or 10% gain new and promoted roles outside of their current organisation.

❛❛ Training is tailored to suit the needs

of learner and employers, enabling them to reach their full potential ❜❜

INTERVIEW

How are the schemes funded, and what does it cost the employer?

The vast majority of our apprentices under taking their apprenticeship programme are from a levy paying organisation. The Apprenticeship Levy is used to fund apprenticeship training; any employer with a salary bill of £3 million or over, pays 0.5% tax towards the levy scheme. We have a small number of apprentices that receive non-levy funded apprenticeship training where employers contribute 5% towards the cost of the apprenticeship, with the Government and Education and Skills Funding Agency paying the remaining 95%.

ESP managing director, Jason Hargreaves

❛❛ The vast majority of our apprentices

undertaking their apprenticeship programme are from a levy paying organisation ❜❜

For our readers that might not know, can you explain the difference between an apprenticeship and a graduate scheme?

The main difference between an apprenticeship and a graduate scheme is that young people and school leavers can enter an apprenticeship programme without having to undertake higher education in the first instance.

An individual entering an apprenticeship scheme has the opportunity to learn new knowledge, skills and behaviours whilst working within a specific paid job role that combines employment with on-the-job training and dedicated time (at least six paid hours per week) for studying during the working week.

Apprenticeship programmes have a length from 12 to 48 months, and can achieve an apprenticeship qualification from Level 2 to Level 7, depending on the apprenticeship undertaken. At the end of the apprenticeship programme, apprentices complete an end-point assessment (EPA) and if successful,

gain a nationally recognised qualification and certificate.

A graduate scheme is a structured programme that is generally open to individuals who have already completed higher education. This type of scheme is an employer-led training programme designed to develop potential future leaders within an organisation. There is no specific length of programme.

However, on average, graduate schemes are undertaken between one to two years.

One of the advantages of a graduate scheme is that individuals often have the opportunity to rotate around a business, providing exposure to a range of roles.

Whilst on a graduate programme some employers ask their graduates to also undertake an apprenticeship. That said, this is not always the case, and graduates may complete their graduate programme with no additional qualifications or certificates. However, they gain greatly from the experience of undertaking varied roles.

What continuing support do you offer client companies, and the apprentices?

Most of our clients are long term clients w h e re E S P wo r ks wi th th e m collaboratively in suppor ting the training and development needs within their business. Our clients are supported in exploring the most suitable training and development options. They are supported, and we work collaboratively with them to design programmes that meet their training needs. Where employers have downsized, resulting in some apprentices being made redundant, ESP suppor ts those apprentic es in ac hieving their apprenticeship, providing support and guidance in CV writing and interview skills and offer guidance and support in finding alternative employment.

Esp-ac.uk enquiries@esp-ac.uk 01233 632 111 LinkedIn: @education-and-skillspartnership-ltd

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BUSINESS London Gatwick has welcomed new routes to India and China – fantastic news for South East businesses who exported £1.9bn of goods to these countries in 2022.

GATWICK EXPANDS ASIAN ROUTES The Airport’s new Asian connections will grow business opportunities across the South East London Gatwick Airport has seen an influx of new carriers and destinations since the turn of the year, particularly to key long-haul markets, with more scheduled to arrive in the coming months.

Alongside recent announcements of important new routes to cities such as Washington DC, San Francisco and Frankfurt, Gatwick has welcomed a number of new services to Asia, with Air India and Air China now operating from the airport.

Air India began operating from Gatwick at the end of March and now flies three times a week to each of Goa, Kochi, Amritsar and Ahmedabad. This is par ti c ular l y exci tin g n ews fo r businesses across the South East who, according to the latest Government

❛❛ According to the latest Government

figures, businesses across the South East exported £1.4 billion of goods and services to China in 2022 ❜❜

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figures, exported £479 million of goods and services to India in 2022 – more than any region outside London.

The new Air India flights will also support tourism in both countries and provide convenient journeys for passengers from the large Indian communities in London and the South East to visit friends and family in India.

Jonathan Pollard, Chief Commercial Officer at London Gatwick Airport said: “These exiting routes open up a wealth of new opportunities for our passengers.

“Some will take advantage of the wonderful cities and beaches India has to offer. Others will benefit from the multiple connections between two of the world’s largest economies, while many of our passengers will use the new routes to visit friends and family.”

Campbell Wilson, Air India Managing Director and CEO said: “We have ambitious yet focused plans to restore Air India to its rightful place as one of the world’s foremost carriers.

BUSINESS back to London Gatwick, providing a vital connection between two of the world’s most influential capital cities.

“China is the world’s second-largest economy, so by offering direct flights between London and Beijing, Gatwick is providing an important service to people and businesses across the South East.”

She continued: “It is also great news for tourism and hospitality across the region. Chinese visitors are traditionally high spenders so the return of regular flights will help support these sectors, which suffered so badly throughout the pandemic.”

❛❛ Gatwick has welcomed a number of

new services to Asia, with Air India and Air China now operating from the airport ❜❜ “Our substantial investment in customer service, new aircraft and the brand overall will enable us to gain market share on key routes from the UK to India as well as drive more business and leisure travellers to visit India itself. We are pleased to be launching services from London Gatwick, enabling our passengers to have even more choice on how they enter India.”

Brett North, Chair, Gatwick Diamond Initiative, added: “The new Air India routes are very timely and important for the Gatwick Diamond region. As we rebuild the local economy post-Covid, establishing strong relationships across the globe will ensure the Gatwick Diamond continues to be an important business powerhouse.

“On the back of the UK-India trade relationship, which is worth £34bn to the UK economy, and the creation of a technology envoy in the Indo-Pacific region, the opportunities for businesses within the Gatwick Diamond to further develop strong trade routes to India and the wider region couldn’t come at a better time.”

At the same time, Air China, which previously flew from Gatwick before Covid shut down international travel, has returned with daily services

to Beijing. These new flights support increasing demand for travel between the two countries.

The flights provide an economic boost to the tourism industry in London and the South East, with Chinese visitors spending £1,828 per visit and £1.8 billion in 2019, according to Visit Britain.

The new connection is also a positive development for the business sector across London and the South East. 30 Global 500 companies (compiled annually by Fortune magazine based on revenue) are located in Beijing – more than any other city across the world. In second place, London boasts 28 Global 500 companies. According to the latest Government figures, businesses across the South East exported £1.4 billion of goods and services to China in 2022.

China sent a record 151,690 students to the United Kingdom in 2021/22 – more than any other country, according to data from Higher Education Statistics Agency (HESA). This is an increase of 41% since 2017-18 and accounts for the majority (22.3%) of international students in the UK. Stephanie Wear, Vice-President Aviation Development, Gatwick Airport said: “We are delighted to welcome Air China

The airport’s long-haul network – which currently serves nearly 50 global destinations – has been shown to support the economy by facilitating increased exports and imports. The vast majority of cargo handled at the airport goes in the belly of long-haul passenger aircraft, such as these Air India and Air China flights. Cargo volumes are also forecast to more than double – from 150,000 tonnes in 2019/20, to 350,000 by 2047 – if Gatwick’s plans to bring its Northern Runway into routine use come to fruition.

The airport wants to invest in its longterm future and is preparing a planning application to bring the airport’s Northern Runway into regular use, for departures only, alongside its Main Runway. This low impact plan will improve resilience, reduce delays, and provide a significant boost to the regional economy by supporting trade, tourism and new jobs.

Over the coming months, Gatwick will welcome more new routes to several destinations across the USA, alongside Saudi Arabia and Mauritius, as the airport continues its long-haul recovery.

The new airlines – which include big names such as Delta – and routes demonstrate demand for Gatwick’s slots is as strong as ever.

www.gatwickairport.com

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BUSINESS Alongside its numerous new routes and airlines, Gatwick Airport is also welcoming a host of new retailers, bars and restaurants over coming months

Showcasing local produce and brands at Gatwick South Downs – a premium bar exclusive to Gatwick – will celebrate English sparkling wine. It will also offer a cocktail menu developed by Max Benning, owner of Three Sheets – one of the world’s top 50 bars based in London, and a food menu inspired by the great wine-producing regions across the world, but featuring many locally-sourced ingredients.

Rachel Bulford, Retail Director, Gatwick Airport said: “We are delighted to welcome both Vagabond and South Downs bar to our South Terminal this spring.

In March, a new, exclusive concept from WHSmith – curi-o-city – opened in each of the North and South Terminals, offering a range of premium souvenirs and gifts from brands such as ZSL London Zoo, Paddington Bear, Harry Potter, and the V&A Museum, alongside local products from independent British brands such as Biscuiteers, Cambridge Gin, East London Liquor Co. and Grind.

This forms part of Gatwick’s strategy to provide a sense of place within its terminals, coupling its proximity to London and the city’s iconic landmarks and history, with the greenery of the surrounding region and the natural beauty to be found across Sussex, Surrey and Kent.

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This will also be reflected in new outlets Vagabond Bar & Kitchen and South Downs Sparkling Wine Bar, which will arrive in the South Terminal ahead of the summer holidays. The idea behind both is to showcase a vast array of the best local wines, beers and produce from across the region, alongside global options.

Vagabond will provide passengers with a choice of more than 80 wines from around the world, via its bespoke selfserve dispensing machines – including those from a number of local vineyards, including Digby in Arundel, Tillingham in Rye, and Kingscote - based less than 10 miles from London Gatwick in East Grinstead.

“Leading London-based operator, Vagabond, will provide a wonderful selection of wines and beers from fantastic vineyards and breweries located across our region and the eye-catching design of the sparkling wine bar – South Downs – brings the outside in and reflects the greenery of the countryside surrounding Gatwick.

We love being less than 30 minutes from the centre of London, but we are also proud of being in the heart of the community here in leafy Sussex.”

www.gatwickairport.com

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EDUCATION

The University of Brighton is offering all businesses a series of workshops to help you power your business forward into the future, and beyond

THE HELP TO GROW PROGRAMME PROGRAMME DETAILS

This mini MBA-style programme is designed for business owners and senior leaders of small and mediumsized businesses, Help to Grow: Management is a 12-week course that helps your business reach its full potential for growth, resilience and succession planning.

Benefits: n In-depth training n Invaluable 1:1 business mentoring n Bespoke Growth Action Plan n Low cost, high impact n Peer-to-peer networking n Time away from your business to work on your business

This course, accredited by the Chartered Association of Business Schools, is being delivered by the University of Brighton. Working in collaboration with industry experts and experienced entrepreneurs, the course covers strategies for growth and innovation, digital adoption, leading high-performance teams, financial management and responsible business practices.

With the support of an experienced mentor, you will also create a bespoke growth plan for your business.

ELIGIBILITY

To be eligible for Help to Grow, the following criteria must be met: Your business must n Be a small or medium-sized enterprise (SME) based in the UK n Employ between 5 and 249 people n Have been operational for at least one year n Not be a charity You must n Be a chief executive, owner/founder or senior manager. n Have at least one person reporting to you n Commit to completing all sessions

NEXT COURSE DATES Brighton: September 25th 2023 Gatwick/Crawley: September 22nd 2023

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MODULES AND DELIVERY STYLE

To facilitate busy work schedules, the course is a mix of both online and in person workshops.

1 Strategy and Innovation 2 Digital Adoption 3 Internationalisation and winning new markets 4 Vision, mission, and values 5 Developing a marketing strategy 6 Building a brand 7 Organisational design 8 Employee management and leading change 9 High performance workplace 10 Efficient operations 11 Finance and financial management 12 Implementing growth plans

EDUCATION

Now taking registrations for September PLEASE PRE-REGISTER YOUR GROWTH PLAN

n Develop your leadership and management skills, enhancing employee wellbeing and engagement n Identify what drives productivity and growth in your market, and understand what this means for you n Learn how to advance responsible business practices, including more inclusive and greener practices n Understand how to innovate your business model, including adopting and investing in new and digital technologies n Identify key domestic and export markets for your business and develop strategies for segmentation, positioning and targeting n Generate strategies to improve operational efficiency, allowing you to save time and money

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PLATINUM SPECIAL OFFER

Here is even better news.

90% of the programme cost is covered by the Government therefore a total of £750 but using the code PLATINUM100 will reduce the cost still further to only £375.

APPLY NOW

www.brighton.ac.uk/help-to-grow

WHY CHOOSE THE UNIVERSITY OF BRIGHTON?

The University of Brighton has a long history of working with small to medium-sized businesses, and a strong track record of delivering business growth programmes.

The school of Business and Law is home to the Centre for Change, Entrepreneurship and Innovation Management (CENTRIM), which works with partners in industry, academia and government producing groundbreaking concepts to explain, harness and improve innovation, entrepreneurship and change management.

The 2021 Knowledge Exchange Framework results place the University of Brighton in the top 10% for universities for public and community engagement, and in the top 20% for skills, enterprise, and entrepreneurship.

THE HELP TO GROW: MANAGEMENT COURSE

You will be supported by an experienced business mentor who will support you in producing a growth plan, and taught by experienced academics and practitioners from the School of Business and Law. The Help to Grow: Management is delivered by leading business schools across the UK who have been awarded the Small Business Charter (SBC) by the Chartered Association of Business Schools (CABS).

Help to Grow is a 12-week course designed to be undertaken alongside full-time work. The time commitment is 50 hours over 12 weeks. Learning alongside other business owners, you have the opportunity to learn from your peers and network.

❛❛

If you are feeling that you are in a bit of a grind and that your business is just stagnating, then definitely apply for this course

❜❜

GUY BULMER Total Support Services (Security) Ltd

Using a combination of online and face-to-face sessions alongside case study workshops, you will have the opportunity to apply the concepts being taught to real-life situations faced by business leaders.

By the end of the course, you will have a tailored Growth Action Plan to help you lead and grow your business.

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EDUCATION

We asked a recent graduate of the Help to Grow programme at the University of Brighton what he thought of the course

CASE STUDY It is an incredible programme, delivered by a very talented team.

Its compact format ensures that it fits around my busy work schedule but it does not cut corners. It provides a 360º overview of all the important components that any modern business should be aware of – and well versed in.

One of its greatest features is the fact that you get to go through it alongside another 20 or so businesses which ensures richness and amble opportunities for networking. Finally, the mentoring element of ten complementary hours with an experienced, qualified professional that focuses on you and your business is simply invaluable.

We have already implemented change.

We applied a resource-based strategy and have leveraged our assets, know-how and network at Nostos Hove to kick off a catering business.

We have tested the concept with a few corporate and private customers – and we’ve done fairly well, which is now helping us to further invest into our side business.

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I would absolutely recommend this programme to any SME business that is looking to evolve its organisation by leveraging modern management tools, techniques and learnings. The fact that the renowned Dr Dave Francis is involved, and has a very active participation, elevates this programme to an elite status.

KYRIAKOS BAXEVANIS Co-founder and Managing Director of Nostos www.nostos-hove.co.uk

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INTERVIEW

One the jewels of Sussex, Plumpton Racecourse has a new CEO. Platinum sat down with Craig Staddon to find out what he has in store for the venue

INTRODUCING…

Craig Staddon CEO, Plumpton Racecourse Can you tell us a little of your background prior to taking over at Plumpton?

I have been involved in horse racing for the past 25 years, from owning horses in syndication through to working at two of the biggest racecourses in the world; Cheltenham (2007-2012) and Ascot (2013-2021).

As Head of Sales at both of these venues, I was primarily responsible for driving sales and marketing across all sales verticals that covered general admissions, hospitality and fine dining, sponsorship, and conference and events.

Owning horses was a real buzz and I got to meet many like-minded people. I was very fortunate to visit many racecourses around the UK. I even owned a horse that ran at the Cheltenham Festival and in the Grand National.

With such long experience, it must be exciting to take over at Plumpton?

Absolutely. Plumpton is a real ‘hidden gem,’ and a racecourse that is thriving.

Having only been in the post of CEO for 2½ months, initial observations are one of Plumpton being a real community racecourse, with a key focus on delivering exceptional service to our visitors. I am merely the custodian and will be looking to build on the success of my predecessor, Dan Thompson, and to elevate awareness of the racecourse more across the county and region.

Can you tell me about the event space available at the venue?

Our remarkable venue provides a show-stopping setting for any occasion, complemented by the best cuisines and ambitious team of experienced event professionals. Over the past 10 years, we have spent more than £2m in racecourse facilities. This investment has helped deliver a portfolio of more than 50 stunning indoor and outdoor event spaces set over 100 acres of beautiful parkland, and we’re certain we’ll find the solution to your bespoke needs.

Can you outline some of your future plans for the venue?

It is still early days for me, and I am currently observing and listening. I intend to build a masterplan over the coming months. What I can say, is that we will be continuing to reinvest profits back into the racecourse and putting the customer at the centre of any future plans.

Plumpton has the space and versatility to cater for the most inventive business and social get-togethers, large enough for ambitious events, and intimate enough for smaller, special occasions.

Event space includes private boxes, restaurants, bars and marquee all able to cater for up to 300 people.

I like to look at Plumpton’s outdoor spaces as something similar to a ‘showground’, where we are able to slice and dice these spaces accordingly to provide bespoke offerings that can be tailored to demand and the needs of our customers.

We pride ourselves on offering events that go above and beyond customer expectations and that deliver unforgettable experiences.

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INTERVIEW

Corporate hospitality has long been a great success at racecourses. Is this something you will be featuring at Plumpton?

Absolutely. Within the county of Sussex, we are blessed with many SMEs and blue chip companies, so we will certainly be introducing ourselves as a destination. I am sure many do not know Plumpton even exists, and this is something we need to focus on. The site is unique, so it is ideal not just for entertaining on race days where we have fantastic private boxes and restaurants, but also great for corporate away days and team building, conferences, summer parties and special events.

Can you outline the various areas available to punters on a race day?

Even though Plumpton is a small racecourse (especially when comparing it to Ascot), the intimacy of space it provides is its crown jewel. We have three main bar areas – Chasers, Southdown and Paddock – all serving food and beverages throughout the day. All are only a stone’s throw away from each other including the Parade Ring (where horses parade pre-race and winners and placed return after the race – it is a great amphitheatre). All these facilities are equipped

PLUMPTON FIXTURE LIST 2023 May 14th September 24th October 23rd November 6th November 20th December 4th December 16th

2024 January 7th January 29th February 12th February 26th March 11th March 31st April 1st April 14th May 12th

with TVs and audio so people could watch the race inside if they wanted, we also have over 10 Tote and two William Hill betting shops on site. There are three course-facing grandstands with stepping allowing customers to watch the racing undercover.

❛❛ Our remarkable

venue provides a show-stopping setting for any occasion ❜❜

We have two types of race days; ‘Standard’ when only our grandstand is open, and ‘Feature’, when we open both the grandstand and the centre of the course. The latter is used by people to picnic and this enclosure also has both bar and toilet facilities.

Something unique and not seen at any other racecourse is our Retired Racehorse Stable, whereby we showcase ex-racecourses and allow our punters to pop down and give the horse a polo and a pat.

What is special about Plumpton?

Many things and these are words that people have mentioned to me when asked. They all apply: Magical; friendly; inclusive; fun; memorable; local; rural; caring; intimate; welcoming; charming; cultural; heritage How many days a year can we visit Plumpton?

We race 17 days per year, and have six family race days, including Easter Sunday and Monday. With all family days, we tend to offer free entertainment, ranging from DJs, buskers, donkeys / pony rides, petting farm, face painters, bouncy castle etc. Our demographic runs from young to old people (under 18s can come racing for free but need to be accompanied by an adult).

The Plumpton team is only ten-strong, but cumulatively have over 200 years’ experience within their chosen fields, all working as one to deliver the very best experience. I look forward to my time at Plumpton and to meeting all the Platinum readers over the coming months.

Plumpton Racecourse www.plumptonracecourse.co.uk

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BUSINESS

Juliet Turnbull, founder and CEO of 2to3days, is a woman on a mission. Here, she talks about the fact that any business that works for women, works for everyone

Championing women’s careers Women’s equality in the workplace is a global issue and a national crisis, which is why the ‘United Nations Sustainable Development Goal 5’ sadly needs to exist. According to the World Economic Forum, at our current pace of change, it will take another 132 years for us to reach gender equality.

It’s tragic.

We are always seeking ❛❛ challengers to help Dentons

on its journey to attract brilliant talent. By partnering with 2to3days it has allowed us to access a remarkable talent pool, and we fully intend to continue our successful partnership NICOLAS COLE Head of Resourcing at Dentons

❜❜

I will be long dead and so will you. So will our children and even our grandchildren.

But it doesn’t have to be this way. The technology is there, the education is there. What is lacking is individual awareness and a desire to take responsibility for our actions at home and at work that can expedite the change that is needed.

My mission is to help accelerate the pace of women’s equality at work through the power of flexible working, which is why I founded 2to3days. I wanted to do my bit to help solve this social and economic problem.

THE WAY OF WORKING IS BREAKING

The binary world of work and home life is no longer compatible with the way we live in the 21st century. The system is breaking, people are breaking and especially women, who still do the lion’s share of domestic work. Increasingly, the evidence tells us that the answer lies in work life integration, which comes through flexible working.

Despite the size and sophistication of the £39 billion recruitment industry, the dominance of LinkedIn and the 24-hour noise on social media, companies are still struggling to find diverse and experienced women to join their companies.

These women are still struggling to find companies who will genuinely support their staff to integrate work into their lives. They are like ships in the mist.

2to3days’ role is to help blow that mist away.

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BUSINESS

I was blown away by the calibre ❛❛ of the candidates. It actually led us

to two roles becoming three because we hired them all JESSICA SMITH Head of People & Business Support Culture Consultancy

❜❜

We also seek to inspire them in their pursuit of their ideal role by engaging with companies who are keen to showcase via video the stories of real role models; women who are working flexibly in these organisations and being supported to integrate work into their lives when the inevitable tension between work and home life arises. These stories are inspiring; they help to break down the systemic barriers that are putting up so much resistance to advancing gender equality.

WEST WITTERING TO WANDSWORTH AND EVERYTHING IN BETWEEN

A massive thank you to Juliet and the team at 2to3days ❛❛ for creating this platform which connects women like me to the right employers, so we don’t have to give up on our careers to accommodate childcare. Thank you for putting life back into me by helping me get the senior position I deserved along with the flexible hours I desired T PARKER

❜❜

OUR SECRET SAUCE

Our secret sauce is the women themselves. We are growing and nurturing the largest online community of diverse and experienced female talent. The women trust us because we understand both their intellectual and emotional pain of not being able to pursue their careers working flexibly. What’s wonderful is that we are being talked about from the school gate to the board room. We make it easy for companies to hire the women they want working in their companies.

They simply advertise their flexible jobs directly onto our job board and the

women in our community see them, apply, and share.

But we don’t stop at just job opportunities. We want to close the void between the business world and home by offering the women in the 2to3days community access to amazing experts in their field across a whole range of subjects. This includes CV and LinkedIn writing, interview practice as well as career coaching, managing their finances, wardrobe advice, how to manage the menopause at work and much more.

Until recently, I lived in Wandsworth for over 30 years. Last summer, we moved to West Wittering, south of Chichester.

The 2to3days community has grown through word of mouth and whilst we are known from Exeter to Edinburgh, the majority of the women in our community are based in south east England, the heartland of the Platinum and Dynamic Magazine readership.

So, readers, I have your back. Nothing would give me greater joy than for you to grow your business by hiring women through the 2to3days community who are living and working all around you. So reach out, and together we can accelerate the pace of gender equality in the workplace through the power of flexible working.

Juliet Turnbull, Founder & CEO 2to3days W: 2to3days.com E: juliet@2to3days.com

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BUSINESS

Investing in your workforce is priceless for any business.

There is a skills shortage across almost every industry, and companies need to adapt quickly if they want to stay in business, says The Education and Skills Partnership

Why it’s no longer just optional to prioritise learning and skill building in your business To stay ahead, many organisations are re-evaluating how to attract and retain people with relevant skills at every level of the business. It’s now no longer optional for business leaders to prioritise learning and skill building for their workforce if they wish to succeed.

It’s essential.

So now is the time to leverage your apprenticeship levies, and take advantage of available funding, and other courses to upskill.

READY OR NOT – CHANGE IS COMING

If you don’t think that investing in upskilling and reskilling your employees, is a strategic priority, then think again.

According to the Office for National Statistics, approximately 1.5 million jobs in England are at risk of automation, espe cially those in low - skilled occupations.

Recruiting people who are willing and able to learn and develop their skills is a challenge. And building an apprenticeship programme can be a daunting task to face for any employer.

But it’s important to remember how important happy and skilled workers are for your business. Your employees should have the ability to train for their current roles as well as for any role within the company they might be interested in in the future. If you’re concerned about expenses or how to scale up the operation, make use of your very own apprenticeship levy to set up training academies. If you didn’t know you had one, we are here to help.

❛❛ Apprenticeships are an easy

and effective way to recruit and retain a highly skilled workforce ❜❜

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BUSINESS

APPRENTICESHIPS HELP TO IMPROVE RETENTION RATES

Appealing to, and securing quality workers for your business is all well and good, but if you can’t keep the talent you have, then what good is that? The Department for Education’s Apprenticeship Evaluation found that most employers who offered apprenticeship programmes reported improvements in retention rates, engagement, morale, and the ability to attract quality staff.

As apprentices are highly likely to stay at the company that supported them through their apprenticeship, apprenticeship programmes are an excellent way to reduce turnover.

Apprenticeships are structured in such a way that help to progress an apprentice’s career and increase their confidence which in turn leads to job satisfaction.

BUILD LONG-TERM SUCCESS

APPRENTICESHIP PROGRAMMES HELP WORKERS DEVELOP THEIR SKILLSETS

While all industries are struggling in the face of staff shortages and economic gaps, apprenticeships are an easy and effective way to recruit and retain a highly skilled workforce, ultimately benefiting your business’ bottom line.

Data from Gov.uk supports this, with 86% of employers reporting that apprenticeship programmes enabled them to provide training to their employees that helped develop skills relevant to their company.

Following the lead of industry leaders like BT, Severn Trent, Amazon, and other

retail giants have already become employer providers, taking advantage of available employability funding, and maximising their apprenticeship levy.

WHAT MAKES AN APPRENTICESHIP PROGRAMME ESSENTIAL TO YOUR BUSINESS?

From increased employee satisfaction to improved retention rates, apprenticeship programmes are a sure-fire way to ensure your business stays successful. Because happy employees equal more productive employees, which in turn yields better results for you.

As business leaders, you will always want to find a better way to deliver long-term success. Apprenticeship programmes – at all apprenticeship levels – provide businesses with skilled workers. These programmes not only ensure your employees are equipped with the skills they need to survive in the early days of their careers, but also provide them with the ability to thrive in the company long-term. It’s well established that the growth and success of any business relies heavily on its employees, and providing the opportunity for people to attain the skills needed for your company can ultimately lead to future-proofing your business.

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BUSINESS

don’t have to pay a penny. Plus, you have the additional benefit of a professional coach helping you at every step.

Available courses include: n Coaching n Customer Service n Leadership & Management n Project Management n Teacher/Trainer n Digital Marketing

FILLING YOUR SKILLS GAPS WITH FREE TRAINING PROGRAMMES

At The Education and Skills Partnership, we are delivering training solutions together with employers who want to upskill their workers, and with employees looking to grow their skillsets.

FREE remote training courses for employers in specific postal codes in the South of England and Greater London areas until the end of 2023.

These are aimed at self-employed and SME (small - medium - enterprises) businesses who often struggle with resources (both time and money) to hire and train the perfect applicant.

The Education and Skills Partnership, with support from the European Social Fund (ESF), is providing 25 hours of

Perhaps best of all is that there is absolutely no cost to the employer – ESP takes care of everything, and you

❛❛ Recruiting people who are

willing and able to learn and develop their skills is a challenge ❜❜

HOW THE EDUCATION AND SKILLS PARTNERSHIP CAN HELP

Your business faces unique talent challenges, so getting a bespoke solution that is designed to suit your business and is the only way to ensure you have a training programme that delivers the results you want.

We’ll do all the heavy lifting to enrol and onboard your new or current staff members and will deliver engaging and compelling programmes to each and every learner. Not to mention, we have proven experience of working in collaboration with employers to manage the day-to-day delivery and administration of such large-scale programmes.

To learn more about how we can support you, contact a member of our team for a free consultation. enquiries@esp-ac.uk 01233 632 111 www.esp-ac.uk LinkedIn: @education-and-skills-partnership-ltd

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Our focus is you Outstanding legal advice for individuals, families and businesses.

For business We make it our business to know your business, working with you to add value and to deliver tailored legal services with energy and creativity whether you’re an established market leader or an ambitious start-up.

For you Your family’s security and wellbeing are your priority.

And we have the legal skills and knowledge to support your plans and the challenges life brings.

Brighton

Gatwick

Guildford

Horsham

London

Our success depends on understanding your needs Please call or email to discuss how we can help you: 03333 231580 enquiries@dmhstallard.com

dmhstallard.com

FINANCE

The macro-economic climate has not been short of shocks in recent years with the succession of Brexit, Covid and the Russia-Ukraine war. Each has come with its own challenges for business owners and the same can very much be said for mergers and acquisitions (M&A) across the South East.

So what, asks Michael Gibbs, Director at EMC Corporate Finance, is next for owners looking to explore growth by acquisition or a sale of their business?

THE CURRENT SOUTH EAST M&A OUTLOOK 2022 REVIEW

AN UNCERTAIN CLIMATE

Experian’s UK 2022 report recorded 1,159 South East (excluding London) based transactions, a marginal decrease from the record 1,209 recorded in 2021.

The tally means 2022 remains the second busiest on record, and summarises the very busy deal landscape that we have seen following the Covid pandemic.

The monthly deal statistics paint a clear picture that the budget in late 2022 slowed deal volumes, with this trend broadly continuing into 2023.

Uncertainty around base rates and a tighter lending market has had a negative impact on business valuations and affordability for buyers, though we are starting to see these ease.

Perhaps unsurprisingly, March saw the most deals completed in the South East with 137, as the ever present threat of a change in capital gains tax (CGT) accelerated the sale processes. In the latter half of the year, the mini-budget or “Trussenomics” had the opposite effect – stalling deals in October, with the lowest number of completions at 75.

Thankfully for business owners, the threatened alignment of CGT with Income Tax has not yet materialised and the new Prime Minister and Chancellor have somewhat settled overall market sentiment against a backdrop of persistent macro economic challenges.

Professional advisory teams have been gearing up for an anticipated busy end to 2023 and beyond. The polls for the nex t General Election, currently anticipated to be in Q4 2024, have Labour ahead and they continue to make their stance clear on the introduction of wealth tax measures which could impact CGT. This is encouraging owners looking to crystallise their business asset at today’s tax rate to consider their options now with deal processes generally taking six to 12 months to conclude.

❛❛ Professional advisory teams have been gearing up for an anticipated busy end to 2023 and beyond ❜❜

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GREATER DEAL SCRUTINY

Despite transactions being subject to greater levels of scrutiny, particularly around forecast assumptions, and transactions taking longer to get over the line, we remain confident about the market for M&A in 2023.

For business owners who are considering an exit, it is more vital than ever to be prepared with your information and data management. A well-run set of books and management information will not only smooth the due diligence phase but also give greater conf idence to a buyer throughout the process. Typically, due diligence will now cover a growing variety of areas beyond accounting, legal and HR, such as ESG and technology.

FINANCE

❛❛ Typically, due

diligence will now cover a growing variety of areas beyond accounting, legal and HR, such as ESG and technology ❜❜ OPPORTUNITY FOR 2023 AND BEYOND

VALUATION AND DEAL STRUCTURE

Valuations are coming under pressure, driven by the rising cost of finance and global uncertainty affecting forecast assumptions. That being said we continue to see sellers’ expectations being met, aided substantially by the volume of cash-rich buyers in the private equity sector. The postpandemic period has seen record amounts raised by institutional investors which need to be deployed over the coming years.

We are seeing buyers including structure within proposals at an increasing rate which can be in the form of deferred or hurdle-based payments as part of deals. Where a business has seen above-market growth, these deal

structures can be a bridge to meeting expectations on both sides. As ever, ensuring the legal agreements match the commercial expectation is a key area of the deal process.

Valuations remain sector specific with businesses in technology and tech enabled services generally fetching the highest prices. Understanding your business’s strengths and sector valuation metrics is an important part of any preparation for sale to ensure you are putting your resources to use in the highest value areas.

Here at EMC, we are receiving a record level of buyer enquiries from the UK and overseas as investors and trade buyers alike seek strategic M&A opportunities.

Despite the uncertain global outlook, we are anticipating a busy end to the year, facilitating retirement projects for owners who have weathered the Covid storm and growth projects for those looking to expand.

At the time of writing, we have completed eight deals in the South East this year with a further five projects currently under offer. With a pipeline of new mandates coming to market over the next three months we are gearing up for a busy end to the year.

Michael Gibbs, EMC Director EMC Corporate Finance www.emcltd.co.uk

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LEGAL At DMH Stallard, we believe that everyone should have equal opportunities to succeed and thrive, regardless of their gender, ethnicity, sexual orientation, or any other aspect of their identity.

By Amanda Smith, HR Director at DMH Stallard

Bridging the gender gap: A step forward for inclusion We are proud that we have a workplace environment which is considered a great place to work by those who work in it, where contributions are valued and recognised, and one where we demonstrate a focus and commitment to improve our diversity and inclusion.

We are pleased to announce steady improvements over the last few years around our diversity and inclusion. As has been common across the legal profession, historically we have seen an imbalance in our gender diversity, especially at partner level. We have worked particularly hard to improve the gender

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balance in our partner level roles, and are encouraged that this is now paying off.

The percentage of female partners at DMH Stallard has increased over the past four years from 26.6% to 39.2%.

organisation, are committed to building on our success with gender equality and will continue to create a workplace that promotes equality and celebrates diversity.”

The increase in female partners has been matched by a general increase in the representation of women in senior roles in the firm. 70% of our most recent senior promotional appointments were female.

However, although we have made progress, we acknowledge that there is still a way to go. We will continue to support women in the firm to progress their careers and manage any challenges, by providing support with personal strategies, to balance a successful and progressive career alongside family and other personal commitments.

Richard Pollins, Managing Partner at DMH Stallard said, “Our senior leadership, and every member of our

LEGAL

FOCUS ON HELEN MEAD

Corporate Partner and Team Leader Surrey Helen joined DMH Stallard in 2019 and in that time has built a team in Surrey which focuses on buying and selling businesses, helping them to grow, diversify and invest. Helen has achieved business success at DMH Stallard in a short period of time and has recently been promoted to Senior Member (a group of just 21 partners).

The Surrey team has grown considerably, responding to the increasing demands in the Surrey market for corporate lawyers with the commercial acumen to successfully help businesses achieve their strategic ambitions. Helen has maintained her position as one of the more prominent corporate lawyers in the South East region.

This was recognised at the Surrey Law Society Awards in 2021 in which Helen won the Corporate Lawyer of the Year award. Most recently, she won Corporate Lawyer of the Year 2023 at the Insider South East Dealmakers Awards.

CALM AND COMMERCIAL IN APPROACH

As well as being an outstanding lawyer, Helen is calm under pressure and able to guide her clients through complex processes and issues. She receives outstanding feedback from clients.

You have been amazing to work with … ❛❛ I have really appreciated the calmness under

fire, the clarity of advice and the professionalism that you have all shown in guiding us through this unexpectedly complex process.

We also appreciate the late nights and early mornings that you have all put in, particularly in the last couple of weeks PATRICK BELLOW, Atelier Ten

❜❜

Helen Mead was outstanding in her grasp ❛❛ of the issues and ability to draw together the

different elements and professionals involved.

The most important factor for Helen was to get the job done LEGAL 500, 2022

❜❜

INSPIRING THE NEXT GENERATION OF BUSINESSWOMEN IN LAW

Helen is a talented negotiator with a ‘can do’ positive attitude. People naturally warm to her which makes her a formidable corporate lawyer and an inspiration to others. She demonstrates, by example, the skills needed for the next generation of lawyers to succeed.

Helen says that, “Professional success does not need to come at the expense of family, health or well-being, and DMH Stallard has proved the perfect firm to achieve success in my professional life, balancing it with the demands of a young family.”

CHAMPIONING WELL-BEING IN THE WORKPLACE

Helen is a champion of well-being and is head of the firm-wide social committee, encouraging relationship-building amongst different teams within the firm. In the Surrey office, she has set up (and occasionally steps in to run) lunch time exercise sessions.

DMH Stallard is always interested to hear from talented professionals. More information about current vacancies can be found at www.dmhstallard.com/careers

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Does your business need a helping hand?

During these unprecedented times, many businesses are struggling so we would like to help. We are offering free general guidance on: • Unpaid invoices & contract disputes • Commercial landlord & tenant issues • Professional Negligence • Commercial insurance claims

• Trading Standards & consumer complaints • Shareholder & Partnership disputes • Employment claims & settlement agreements • Franchise disputes

Call us on 01273 223290

or visit www.mayowynnebaxter.co.uk/here-to-help

Offices across Sussex

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FINANCE

By Daniel Morgan, Managing Partner, Haines Watts Esher

HOW SHOULD A BUSINESS OWNER PLAN FOR GROWTH? For many owners, growing their business is a key goal. If you want your business to expand and evolve over the long term then defining your core growth strategy is key, but where do you begin?

SETTING YOUR OBJECTIVES

Your strategy hinges on your ambitions for the business, be that rapid growth and exit, a legacy to pass down the generations or to create opportunities and jobs in your local community.

Taking time to define your objective and analyse where your business may face challenges are key places to start.

Formalising this plan is also a great way to get your team on board and motivated to reach this shared aim.

Working with a business advisor who has a line of sight over many businesses and sectors can also be useful. A good advisor will challenge your thinking and act as a sounding board to thrash ideas around. All of this initial thinking can then be refined into your action plan.

MEASURING PERFORMANCE

Managing your growth effectively means having clear key performance indicators (KPIs) to understand where your business is excelling but also where you may be falling short. Your KPIs will depend largely on your primary objective, defining these KPIs early means you have a clear view of business performance allowing you stay on track for your long-term growth plan.

This key objective also allows you to explore what kind of growth you hope to achieve. This could range from driving profits to increasing employees or widening your reach across markets.

DEFINING YOUR PLAN

Once your key objective is set, you can begin to build your strategy. This is where you’ll analyse the market and define the ‘how’.

Take a look at what your key competitors are doing and consider how you currently stack up. This is great starting point to highlight areas of improvement in your own business.

Taking time to define your objective and ❛❛ analyse where your business may face challenges are key places to start ❜❜

Many of these KPIs will be financial (cashflow, revenue and your profit margins) but you are also likely to need some non-financial KPIs as well in order to gain a holistic view of your business’s performance. These could include: n Client relationships – are your clients happy and do you have repeat custom? Do you understand your clients’ needs? This is all important in building sustainability into your business. n Quality of your products or services – Your business may be growing rapidly but is the quality of your output handling the increase in demand? If not, then your growth is unlikely to last. n Staff retention – Your people are vital to your long-term success. If they aren’t happy then you will face issues with retention. This will impact not only the bottom line but a high turnover in your team is also likely to have a knock on effect to your other KPIs. A good growth strategy should be flexible and allow you the space to adapt as your business and the landscape changes. If you want to talk through your strategy for growth, get in touch.

www.hwca.com/accountants-esher T: 020 8549 5137 E: esher@hwca.com

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INNOVATION A technology-assisted service that addresses the challenges of inadequate healthcare provision and underemployed medical professionals in Ethiopa has received a prize worth £10,000 for first place at the annual StartUp Sussex Awards

STARTUP SUSSEX 2023: IDEAS WITH IMPACT The 2023 University of Sussex Entrepreneur of the Year was Development Studies MA student Emnet Tiruneh. Her social enterprise, Addis Health, was judged to be both the best commercial proposal and to have the most potential to bring about positive social change. In total, Emnet and her team received a prize worth £10,000 to take the project forward.

Emnet and her team at Addis Health became the first double winner in the annual competition with their plan to deliver convenient, affordable, door-todoor preventive healthcare services for communities across Ethiopia, whilst reducing underemployment for qualified medical professionals in the country.

The Awards, held at the Sussex Innovation Centre on March 30th, were

the culmination of a programme delivered by the University of Sussex Careers and Entrepreneurship team throughout the year.

The StartUp Sussex competition is underwritten by the University of Sussex as part of its commitment to support student entrepreneurship, backed by a generous private donation from a Sussex alumnus. It is part of a programme of support that includes weekly Ideas Lab sessions, one - to - one coaching , speakers and entrepreneurs-in-residence. In line with the University’s values, social impact is targeted and incentivised throughout.

Each of the finalists will receive a kickstart grant of £500 and a place on the University ’s summer accelerator programme. The four winning ideas will also gain a membership with Sussex Innovation as part of a one-year business incubation programme beginning in the autumn.

Previous StartUp Sussex winners have included Molly Masters with Books That Matter, a feminist literature subscription box that has won multiple national start-up awards and appeared on the BBC’s Dragons’ Den, and Darren Tenkorang with TRIM-it, a mobile barber service that has received £1.1m of seed investment and been the

All the judges agreed that this year’s pitches ❛❛ were consistently the highest quality we had seen in nearly a decade of StartUp Sussex ❜❜

Nigel Lambe

Q&A WITH EMNET TIRUNEH FOUNDER OF ADDIS HEALTH CONGRATULATIONS! HOW ARE YOU FEELING? It honestly feels like a dream.

I’m very honoured.

TELL US A LITTLE BIT ABOUT YOURSELF AND WHAT YOU DO. As a medical doctor from Ethiopia, I’ve seen the challenges when it comes to finding work - there aren’t enough health facilities to employ all the graduating doctors, despite demand. At the same time, there’s a very high prevalence of what we call the silent killers; preventable,

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non-communicable diseases such as hypertension, diabetes and heart disease. So Addis Health is a platform that offers preventive health care, while also creating jobs for medical doctors in Ethiopia.

WHAT’S THE FIRST THING YOU’RE GOING TO DO WITH YOUR PRIZE? This fund is going to be more than enough to finish the licensing process and become a fully qualified legal entity. It will also help us to launch our call centre and digital interface.

Once we do that, we already have

INNOVATION

subject of Channel 4 documentary The Money Maker, as well as features by BBC Business and Forbes.

“All the judges agreed that this year’s pitches were consistently the highest quality we had seen in nearly a decade of StartUp Sussex,” said Nigel Lambe, Chief Executive of Sussex Innovation, who chaired the judging panel. “The scale of Emnet and her team’s ambition was extraordinary, and their model has real potential to deliver huge social impact, making Addis Health a worthy winner of both prizes.”

more than 500 medical professionals lined up. We’re going to contract them and pilot our services in two regions of Ethiopia. And the rest is history!

WHAT’S BEEN YOUR BIGGEST TAKEAWAY FROM THE LAST YEAR? Honestly speaking, I didn’t consider myself an entrepreneur. All I had was an idea. StartUp Sussex helped me to refine that idea and come up with concrete steps to get to that goal.

The team has been incredible and motivating.

THE THREE OTHER PRIZE WINNERS IN THIS YEAR’S COMPETITION WERE:

n S arah Stephens is developing Chat Legal, an affordable mobile-first legal services platform: “It’s really exciting, and it also feels like a validation of everything that I’ve been thinking about and working on for so long. The biggest lesson I’ve learned is don’t be scared to start… the first thing I’m going to do is build something and start to validate and test it.”

WHAT DOES THE FUTURE LOOK LIKE FOR ADDIS HEALTH? Big things await! We want to expand our services across Africa, and give the continent a reputation of being health empowered and health conscious. Sadly, we’re not usually known for all the right reasons, and we want to change that.

We want to be known as a place where people took their health into their own hands, and be the hub for a healthy society.

n Yasmin Mustafa is launching RINGZ, a stylish and empowering personal safety product: “The entire experience has felt quite surreal, it’s very uplifting to learn that all these professionals saw validity in my idea. I came in with barely a semblance of an idea, and meeting with the entrepreneurship team and asking loads of questions has made me feel more confident in myself and my own entrepreneurial capacity.” n Andrea Dumitrascu and her team are working on Victims of Trust, an initiative to fight human trafficking. “We’re really happy,” said teammate Isa Gomez. “We’re working on a realistic plan for the next 12 months, and then how we can grow and have more impact after that. Doing this alone doesn’t compare to creating something together with a team. We’re looking forward to working together for real change, for women all around the world.”

www.sussexinnovation.co.uk

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LEGAL The topic of AI technologies has been all over the media recently with the release of ChatGPT, becoming a hot topic. It broke records by attracting one million users within a week of its launch. Pam Loch of Loch Associates takes a look at the potential issues with AI.

AI and ChatGPT in the workplace: friend or foe?

With the ability to generate human-like responses to text input, this new technology can save time, increase efficiency and improve collaboration.

However, there are concerns about its impact on productivity, employment and privacy. So, are these new methods of processing data a friend or foe in the workplace?

WHAT IS AI AND CHATGPT?

Artificial intelligence (AI) refers to the ability of machines to perform tasks that typically require human interactions and intelligence, such as learning, reasoning, problem solving and decision making. ChatGPT, takes this even further and is a specific AI model that has been developed to specialise in natural language processing (NLP) tasks such as answering questions almost instantly, summarising information or translating language.

❛❛ The use of AI

in the workplace also raises concerns about the impact on jobs and employment ❜❜ 50

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A TIME FOR CHANGE IN THE WORKPLACE?

One of the most significant benefits of using Chat GPT and other AI tools in the workplace is increased efficiency.

These tools can handle routine tasks quickly and accurately, freeing up employees to focus on more complex or strategic work. For example, a customer service ‘chatbot’ can handle simple queries, leaving customer service representatives to deal with more complex problems that require a human touch.

They can also improve the customer journey by providing personalised and timely responses. This is particularly important in sectors such as healthcare, where patients may have questions or concerns that need to be addressed promptly but do not necessarily require input from a medical professional. A vir tual assistant powered by ChatGPT could provide patients with information on their medical conditions or help them schedule appointments with healthcare providers.

However, the use of AI in the workplace also raises concerns about the impact on jobs and employment. Some worry that AI will lead to significant job displacement and leave people without work, especially those in customer

facing roles as we have seen with the introduction of self-service checkouts.

Whilst it is true that some jobs may be automated, there are many new opportunities that could emerge as AI continues to evolve. For example, the development and maintenance of AI systems will require skilled workers in fields such as data science, machine learning, and software engineering.

Another aspect that the use of AI can impact is productivity, as it can lead to employees using tools, such as ChatGPT instead of conducting what can be ‘boring’ tasks. It’s important therefore to ensure your staff are on board and recognise the positive benefits of AI. Another factor to keep in mind is that it could result in employees using AI to take over tasks their employers want them to do themselves e.g. their own research and/or analysis. This has led to employers including Goldman Sachs, Deutsche Bank and Amazon, restricting employees’ use of ChatGPT. Schools have also been taking action to stop its use as a result of cheating concerns because the technology does not only give you the answer, but also shows the workings – the lack of which is usually used as an indicator for cheating!

LEGAL

❛❛ AI can be used as

a tool to protect people from discriminatory treatment and harassment ❜❜ n A ccommodation for disabilities: AI technologies can be a useful tool for people with disabilities in the workplace, but it’s important to ensure that they are accessible to everyone. Some types of technology work by facial expressions and language which could unfairly disadvantage those with visual or hearing impairments. n Data privacy: AI technologies often require large amounts of data to function, and this data can contain sensitive personal information. As an organisation which holds this data is a data controller, it is essential to ensure that data is collected, stored, and used in compliance with data privacy regulations and that your privacy policies are updated to incorporate the use of this technology.

WHAT ARE THE LEGAL IMPLICATIONS?

Without regulation, the use of AI processes in the workplace can raise other legal concerns, one of which is the potential for discrimination. AI technologies can potentially perpetrate or even exacerbate discriminatory practices if not designed and implemented with care with some key concerns set out below: n B ias in AI: AI systems are only as unbiased as the data used to train them. If the data used to train an AI system is biased, then the system will learn and effect that bias. For example, if an AI system is trained on resumés from a company that historically only hires men for a certain job, it may learn to prefer male candid a te s . T h i s c o u l d l e a d to discrimination against qualified female candidates, potentially breaching Equality Act 2010. It is therefore important to use diverse and representative data to train AI systems and to regularly audit and test for bias.

n Discrimination in decision-making: AI systems are increasingly being used to make decisions that can impact people’s lives, such as recruitment, promotions, and performance evaluations. If an AI system is making decisions based on discriminatory or biased factors, it can lead to unlawful discrimination against certain groups of people and could potentially overlook candidates that could bring transferrable skills; those who are looking to make a career change or individuals returning from a career break to raise children. It’s important to ensure that AI systems are transparent, explainable, and auditable so that any potential biases can be identified and addressed. It is also essential that the relevant policies are accessible to those who are impacted by automated decision making.

Despite the potential failings, AI can be used as a tool to protect people from discriminatory treatment and harassment. Some employers have utilised software to identify the use of offensive and discriminator y language in employees’ emails as a way of combatting the use of racist, misogynistic and homophobic language. Again, should an employer wish to implement this type of technology, they would need to review and potentially introduce relevant policies.

Implementing any change, especially the introduction of new technology, should be carefully considered with the support of HR and legal professionals.

For any support you need reviewing or updating policies, or assistance with auditing, our team of experts at Loch Associates Group are happy to discuss this with you.

Pam Loch, Solicitor and Managing Director of Loch Associates Group www.lochassociates.co.uk

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LEGAL

After 30 years of campaigning for reform by the legal sector, ‘No Fault Divorce’ came into effect on April 6th 2022 with the Divorce, Dissolution and Separation Act 2020. By Karen Jeary, Mayo Wynne Baxter

NO FAULT DIVORCE: the one-year anniversary The aim of the new law was to reduce conflict between couples by removing the ability to make allegations around behaviour and allowing couples to end their marriage on a joint basis. Thereby ensuring more separating couples can divorce amicably and focus on important issues such as arrangements for children and resolving finances.

Prior to ‘No Fault Divorce’, the previous divorce law, the Matrimonial Causes Act, came into effect in 1973. Given the legislation was some 50 years old, many practitioners felt the legislation had become out of date. Prior to April 2022, there was one ground for bringing a divorce; that the marriage had broken down irretrievably with the Petition being based on one of five facts based on blame or a period of separation, which often had the effect of increasing conflict.

Under the ‘No Fault Divorce’ law, couples can choose to make a sole Application for Divorce or a joint application meaning couples are able to apply alone or together. Rather than attributing blame or waiting for a period of time, the Application for Divorce simply states the marriage has broken down irretrievably.

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Following the Application, there is a mandatory waiting period of 20 weeks which provides a period of reflection before applying for the Conditional Order, which is the next stage in the process. There is then a six-week period between Conditional Order and the Final Order being granted, which legally ends the marriage. During the Covid pandemic the Family Court moved to a digital service for practitioners. Under the new law, couples can use the online service when making an Application for divorce without legal representation, making the process easier to access.

Timescales for the divorce process remain around 29 weeks if couples are progressing the Application without pausing to resolve financial matters.

Pausing the process whilst agreeing on the division of matrimonial assets will ultimately make the divorce process longer. Resolving finances and recording the agreement within a Consent Order is an important aspect, as it provides clarity and protection from future claims.

Not only is the process ❛❛ more accessible, the language used is too ❜❜

LEGAL

Since the ‘No Fault Divorce’ law came into effect, the benefits are that where couples are amicable it does indeed reduce conflict. In addition, the new law has removed the opportunity to contest the divorce apart from on legal or jurisdictional grounds which saves time, reduces costs and stress.

Not only is the process more accessible, the language used is too. There is no longer a Petition; this has been replaced with an Application. Decree Nisi has been changed to Conditional Order and Decree Absolute has become Final Order.

One year has now passed since the new law came into effect, and statistical evidence shows there have been a total of 89,123 Applications for Divorce; 78% are from sole applicants and 22% are joint applicants.

Prior to April 2022, there was one ground for ❛❛ bringing a divorce; that the marriage had broken down irretrievably ❜❜ The Government Family Court’s quarterly statistics for the period October to December 2022 show there were 24,273 Divorce Applications in this quarter alone under the new legislation, with 77% being made up of sole applications and 23% from joint applications. This is an increase of 5% from the same quarter in 2021 under the old law.

One of the most common issues seen since ‘No Fault Divorce’ came into force is that, as a result of couples being able to apply online without legal representa-

tion, resolving finances and recording that agreement into a legally binding document is being regularly overlooked.

It is important to recognise that the divorce proceedings alone do not resolve any financial claims. Instead, this is dealt with separately.

A Consent Order is a legally binding document sealed by the Court that reflects the terms of an agreement reached between couples as to what will happen with their finances, who gets what, and when.

Not entering into a Consent Order could leave couples open to the risk of future claims. Circumstances change for the better or worse, and not having the protection of a financial order could enable a party to seek more in the future.

Even when couples have separated amicably, a Consent Order should be secured. If the separation is not amicable, there definitely should be a Consent Order to reduce further conflict in the future. Even if assets are limited, it is still important to resolve matters with a Consent Order.

At Mayo Wynne Baxter, our Family team can advise you in relation to the above and help you decide the best way to resolve financial matters and help you get a Consent Order.

Karen Jeary, Associate Solicitor kjeary@mayowynnebaxter.co.uk www.mayowynnebaxter.co.uk

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BUSINESS

At the University of Surrey, impact is not a buzzword, but the ethos underpinning everything we do, from education to research and innovation. By Professor Max Lu, Vice-Chancellor of University of Surrey

University of Surrey contributes £1.3 billion to county’s economy I am proud to lead this great university, as an anchoring institution in Surrey, which has a long-standing track record and legacy in practice-based education, cutting edge research and impactful innovation. Our latest economic impact report is a testament that the University is not only a global leading university but also is firmly grounded in Surrey and delivering outcomes for Surrey.

The impact of our students, staff, research, and innovation activities is of profound importance to our business partners and stakeholders in the region. That is why I am so pleased to highlight the latest report on economic and social impact, published recently, and produced for us by independent consultants BiGGAR Economics.

Despite the challenges posed by the pandemic, the University of Surrey supported over 17,500 jobs in the county in the academic year 2021/22 and contributed a gross value added (GVA) of £1.3 billion to the county’s economy. This represents an increase from 14,400 jobs during the 2018/19 academic year and contributed a GVA of £1.2 billion to Surrey’s economy.

Nationally, the University contributed £1.9 billion to the UK economy in the academic year 2020/21, an increase from £1.8 billion in 2018/19.

The report highlights the significant contribution of the University’s research and innovation activities to economic growth, through supporting firms with research and development, directly commercialising University research, and through the impact of our graduates involved in these activities. These entrepreneurial activities added £194 million GVA to the Surrey economy and supported over 700 jobs in the county.

❛❛ Surrey Research Park generated

£660 million GVA for the UK economy, a 4.5% increase from 2018/19 ❜❜

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BUSINESS

The Universit y ’s enterprise and innovation activities, which include suppor ting star t- ups through SETsquared Surrey and the Surrey Research Park, generated £660 million GVA for the UK economy, a 4.5% increase from 2018/19, and supported over 7,640 jobs in 2020/21, a 26.4% increase from 2018/19.

In addition, the University’s overall expenditure has a direct impact on the local economy. The report shows that 8% of the University’s supply chain spending went to businesses located in Guildford, 16% was spent on suppliers in Surrey, and 94% was spent with suppliers based in the UK. The University’s student community also made a positive economic contribution to the Guildford and Surrey community, generating £146 million GVA and suppor ting 4,650 jobs, primarily through part-time employment, volunteering, and star ting businesses.

As a research-intensive institution, the University of Surrey is committed to conducting world-leading research, delivering innovative teaching, and producing highly employable graduates.

Our award-winning Surrey Research

❛❛ Despite the challenges posed by the

pandemic, the University of Surrey supported over 17,500 jobs in the county ❜❜ Park is a major centre of excellence in technology, science, health, space, and engineering, providing an outstanding enterprise ecosystem from its incubation hub, R&D funding initiatives, and recruitment and training support.

Moreover, the University is making significant contributions to a range of economic clusters that are of real importance to the Surrey and wider regional economy. For example, the University also plays a leading role in Space South Central, the Surrey Cyber Security Cluster, and Innovation in Animal Health in Surrey and Hampshire.

Like many universities that play a vital role in their communities, the University of Surrey is proud to be making a positive and measurable impact on the local and national economy.

As the Vice-Chancellor of the University of Surrey, I am grateful to the strong support of our alumni, friends, and leaders in business and governments alike in and beyond Surrey.

I truly believe that the university, the town of Guildford and the county of Surrey should and do have a symbiotic relationship for the benefits of our people and communities. Working with our partners and supporters, we aim to continue producing highly employable graduates, conducting research and innovation activities to transform lives, tackle global challenges, and help shape a better world for our future.

F o r b u s i n e s s e s i n te r e s te d i n working with Surrey Research Park or the University of Surrey, view www.surrey-research-park.com

You can read the full report here: www.surrey.ac.uk/economic-impact www.surrey.ac.uk https://surrey-research-park.com

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EVENTS Brighton Chamber announces the first keynote for Human: Brighton Summit on October 20th.

Returning for its tenth year, Brighton Summit will be at the Attenborough Centre for the Creative Arts to explore, dissect and embrace our shared humanity

HUMAN Brighton Summit Brighton Summit is your annual opportunity to boost your connections, stretch your brain, and breathe new life into your business.

It is returning to the Attenborough Centre for the Creative Arts for a day of energising workshops, inspiring and insightful talks, with plent y of networking breaks and opportunities to meet with like-minded businesses in-between. New ideas have been born at Brighton Summit, new businesses forged and long-lasting business connections created. From budding entrepreneurs to experienced CEOs, it’s an opportunity to learn, engage, reflect and connect – no matter where you or your business is at on its journey.

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ABOUT HUMAN

We focus on a single theme each year to enhance our shared discussions, and this year we’ll be exploring everything Human and beyond.

We’ll consider what it means to be human, and hear stories of human resilience and endeavour. We’ll interact with other humans (each other) in different ways, and come away with new thinking, new approaches and new ideas to take away for business.

Throughout the day, you’ll engage in

sessions with a diverse group of speakers and workshops. In the Summit’s ten-year history, we’ve heard keynotes from the likes of Kamal Ahmed, Floella Benjamin, Peter James, Guy Standing and Gina Miller – plus heard from some Brighton success stories with Hannah Dawson and Nikki Gatenby.

And we’re delighted to announce that, joining this roster of Brighton Summit alumni and delivering a keynote at Human: Brighton Summit, will be forensic scientist Angela Gallop.

❛❛ We focus on a single theme each year to

enhance our shared discussions, and this year we’ll be exploring everything Human and beyond ❜❜

EVENTS

“EVERY CONTACT LEAVES A TRACE”

Angela Gallop holds the key to unlocking many secrets from the past. She’s the forensic scientists’ forensic scientist, specialising in complex and cold cases.

After hitting her head on the glass ceiling of the Home Office Forensic Science Service, she became a serial entrepreneur – bootstrapping and scaling - up three multi- million - pound forensic science businesses.

In an inspiring and deeply human keynote at Brighton Summit, Angela will chat to data storyteller Sam Knowles, exploring and explaining the meaning of the maxim of the founding father of forensic science, Edmond Locard: “Every contact leaves a trace”.

Angela will talk us through her stellar career in forensics, from an early passion for science at school to hitting the glass ceiling in the civil service; from finding the confidence to create and scale-up three very successful businesses, to remaining human in the face of the inhumanity in her profession.

Human: Brighton Summit is on October 20th at the Attenborough Centre for the Creative Arts.

Find out more and get your Earlybird ticket at www. brightonchamber.co.uk/event

Angela Gallop Brighton Summit is run by Brighton Chamber, a dynamic and welcoming membership organisation for businesses of all sizes.

To get the latest Summit updates straight to your inbox, head over to the Chamber website www.brightonchamber.co.uk to sign up to our mailing list.

With thanks to our headline sponsor, Galloways Accounting.

And with special thanks to some of the humans helping behind the scenes at Brighton Summit.

Brilliant branding by Sandra Staufer and Visual Function, with captivating copy by Rich Ford, Sherlock Studio.

PRINT PARTNER Lollipop MEDIA PARTNER Platinum Media Group WEB PARTNER Madison Solutions

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CHARITY FOCUS

Prepare for the ride of your life as you join hundreds of fellow mountain bikers for an unforgettable day of killer climbs, swooping descents and bucketloads of camaraderie

Grab life by the handlebars Could you ride over the stunning South Downs countryside to raise money for children’s hospice care?

Hit the Downs MTB is the only off-road charity mountain-biking event in Sussex, with great routes for experienced and new cyclists alike. You’ll get mechanical support, refreshments along the way, a festival atmosphere and fully signed and marshalled 30km, 60km and 80km routes.

Taking place on July 16th 2023, the event will start at Adur Recreation Ground in Shoreham-by-Sea and will raise money for Chestnut Tree House – the children’s hospice for East Sussex, West Sussex and South East Hampshire. It costs more than £4 million every year to provide hospice care for local children and their families but very little of this comes from central government. The rest comes from our local community.

MORE FUNDRAISING IDEAS LITTLEHAMPTON 10K September 4th 2023 The perfect 10(k)? It’s flat, it’s fun and it’s fast. End your summer on a high by joining hundreds of other runners in the Littlehampton 10k this September.

Starting and finishing on the seafront, you’ll take in colourful beach huts, award-winning architecture – and the world’s longest bench! – as you challenge yourself to achieve more than ever before.

SOUTH DOWNS TREK September 30th 2023 Every epic journey starts with a single step. Could you support your local hospice by walking with us through the Sussex countryside? South Downs Trek is a marathon-length expedition through some of the most beautiful scenery in southern England, walking historic flint and chalk paths, ancient woodland, farm tracks and hills. Join us for fun, fellowship and fulfilment as we challenge ourselves together.

In 2021, Sam, 29, from the Witterings, took on the 80km route, raising more than £7,000 for Chestnut Tree House in memory of his son, Rupert, who died at just four months old.

“Hit the Downs is amazing,” says Sam. “The event has a great atmosphere. Even when we had the killer hills to climb, people were cheering us on, and it made it so much easier. It was such an enjoyable experience, and it meant a lot to me that I could give something back to Chestnut Tree House.

“Please, if you’re thinking about taking on Hit the Downs, do it! And push yourself. If you think you can do the 30km route, sign up to the 60km, or if you think you can do the 60km, sign up to the 80! The buzz on the day helps you go that extra distance and the money you raise really will make a difference, so that Chestnut Tree House can continue being there for families like mine.” www.hitthedowns.org.uk To find out more about any of our events, go to www.chestnut.org.uk/ events

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Welcome to this Influencers Forum on the subject of ESG

TALKING HEADS THE PANEL PHIL GREEN Director MDHUB

Phil is a director of MDHUB and has spent thousands of hours in detailed discussions with entrepreneurial MDs. Understanding those MDs, their fears and downright bravery in starting and growing businesses inspires MDHUB. Phil is also a director of Laquna Limited and a Non-Executive Director of an environmental consultancy group. phil.green@mdhub.co.uk www. mdhub.co.uk

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RUSTOM TATA Partner and Chairman, DMH Stallard

Rustom leads DMH Stallard’s highly regarded Employment team, which supports a very wide range of employers across numerous sectors, and team members pride themselves on both the quality of their advice and responsiveness.

He was appointed as the firm’s Chairman in 2014 and continues to work closely with the Management Team. enquiries@dmhstallard.com www.dmhstallard.com

RICHARD SINGLETON Finance & Sustainability Director, Menzies

Richard looks after the internal finance department, and is part of Menzies’ strategic advisory division. While at Menzies, he has worked with business owners to understand their objectives and help design ESG strategies to enhance competitive advantage, increase top and bottom line growth, improve stakeholder engagement and create supply chain robustness, whilst maintaining strong financial controls and performance. rsingleton@menzies.co.uk www.menzies.co.uk

STEVE SAWYER

Executive Director, Manor Royal BID

Steve has been the Executive Director of the Manor Royal BID since 2013, guiding it through three successful ballots. He has over 25 years of economic and BID development experience across the private and public sectors. He currently serves on the British BIDs National Advisory Board, chairs the National Industrial BIDs Group and is one of the founding Directors of ReEnergise Manor Royal. steve@manorroyal.org www.manorroyal.org

AMY WHITE

Head of Training and Wellbeing, Loch Associates

Amy is an employment law solicitor and experienced trainer who is Head of Training and Wellbeing at Loch Associates Group.

MATT LETLEY

Founder, Impact for Good

She uses her expertise and passion for employee wellbeing and people management – and how it can help everyone – in her training and presentations on topics including mental health in the workplace, the menopause, and changes in the employment law and HR world.

Impact for Good is a sustainability consulting firm founded by Matt Letley, that delivers business growth and creates long-term value by delivering impactful social and environmental strategies.

Making a big impact, it aligns purpose with commercial success by providing a rigorous business impact assessment where the results are proven to directly correlate with improved financial performance.

Amy.White@hradvise.me www.lochassociates.co.uk

matthew.letley@impactforgood.co.uk www.impactforgood.co.uk

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TALKING HEADS Environmental, Social and Governance (ESG) is a set of standards measuring a business impact on society, the environment and how transparent and accountable it is. According to studies, two-thirds of investors take ESG factors into account when investing in a company, meaning ESG has the potential to grow a business while benefiting the environment and the community.

An ESG strategy can demonstrate that the company is reducing risks such as adapting manufacturing processes to meet future environmental legislation, which could make the business a good bet for long-term growth. With ESG as an important component for business growth, it can pay to understand what ESG is, where your business can adopt its principles and approaches and how it can benefit your organisation.

Maarten: You have created a new business specialising in advising businesses on this subject Matt. Tell us more.

Matt: ESG is a robust assessment of an organisation’s operations and its impact across those key metrics.

Regulations are changing, and customers are demanding more and more – and in the battle to reach net zero, companies really do need to be ready. Embedding an ESG strategy gives you that framework to recognise some of the good work you are doing and, more importantly, recognising any areas of risk and opportunities to further reduce your impact of the environment.

All of this also gives you better engagement with your employees, as all the stats are saying that employees are demanding more and more from their employers. Therefore, it is crucial that companies adapt, not least to comply with coming legislation.

❛❛ No matter what size company you are, if you are in a large company’s supply chain, ESG will affect you ❜❜ 64

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Maarten: Steve, l know that Manor Royal is working hard on this. Is that driven by you or your tenants’ employees?

Steve: A bit of both, really. We are here to represent the 600-700 companies based at Manor Royal, and what we have seen is that although there are some companies that have been aware of this for quite some time and this subject has been bubbling along, recently it has shot to the top of the agenda. We have responded to that in analysing what our role is within that. I think we all recognise that we have only the one planet, and we had better take better care of it. If the Manor Royal companies want this at the top of the agenda, then that is where it goes.

Phil: The size of the businesses we have within MD HUB range from £250,000 turnover to £20 million, and l think many are confused by all the acronyms flying around.

At a recent meeting, we saw that what SMEs want is to be able to do something about ESG; to take a small piece of it and do something. But essentially, people don’t know where to turn at the moment and that is why debates this like are so important.

Matt: I couldn’t agree more. It’s about progression not perfection, and it’s getting companies started.

Just taking those first few steps will end up making monumental changes.

Maarten: Richard, you are with the accountant firm Menzies, and ESG is what you deal with. Is there that much demand from your clients?

Richard: Pressure on this is coming from both sides. We have around 15,000 clients and what we find is that there is huge pressure on large businesses to act. In turn, this puts pressure on their supply chain, and that then puts pressure on the smaller businesses to act in response. Then we have the employees, off the back of the pandemic, demanding more from their employers, expecting them to be doing good in the world.

So, no matter what size company you are, if you are in a large company’s supply chain, ESG will affect you, and you need to be ready. We help our clients to cut through the noise and, rather than adopting a scatter gun approach to the subject, we advise them to start small, and then grow the work.

This is not the number one subject at the moment – that’s keeping their staff happy. But as employees are more and more aware of the subject, in many cases, it is the staff who are driving this change. Many smaller companies are fed up with the constant pressure on them and some see this as yet another cost item with no benefit, but that is not right. Getting your ESG strategy right retains the best staff, fits in with corporate supply chain demand, improves morale and the company culture, and will show improvements to the bottom line. You just need to spend now to gain later.

TALKING HEADS

Maarten: Loch Associates deals with employment law.

Amy, is this something coming up on your agenda frequently?

Amy: Certainly. Many staff members are asking for more to be done, and with the severe talent shortage all companies are suffering from, they can make such demands. Those companies that don’t listen will not retain nor attract the best employees. And it’s not the big things, they just want to see the company take the right steps, and not to be guilty of greenwashing.

❛❛ Those companies that don’t listen will not retain nor attract the best employees ❜❜ ENVIRONMENTAL

Environmental issues may include corporate climate policies, energy use, waste, pollution, natural resource conservation, and treatment of animals. ESG considerations can also help evaluate any environmental risks a company might face and how the company is managing those risks. Considerations may include direct and indirect greenhouse gas emissions, management of toxic waste, and compliance with environmental regulations.

SOCIAL

Social aspects look at the company’s relationships with internal and external stakeholders. Does it hold suppliers to its own ESG standards? Does the company donate a percentage of its profits to the local community or encourage employees to perform volunteer work there? Do workplace conditions reflect a high regard for employees’ health and safety?

Or does the company take unethical advantage of its customers? Socially responsible investing (SRI) is an investment strategy that highlights this one facet of ESG. SRI investors seek companies that promote ethical and socially conscious themes including diversity, inclusion, community-focus, social justice, and corporate ethics, in addition to fighting against racial, gender, and sexual discrimination.

GOVERNANCE

ESG governance standards ensure a company uses accurate and transparent accounting methods, pursues integrity and diversity in selecting its leadership, and is accountable to shareholders. ESG investors may require assurances that companies avoid conflicts of interest in their choice of board members and senior executives, don’t use political contributions to obtain preferential treatment, or engage in illegal conduct.

Maarten: As the Chairman of DMH Stallard, Rustom, are you seeing this demand coming in from clients?

Rustom: Certainly from our large institutional clients, the entire tendering process is heavily influenced by ESG, and the difficulty is that is the tender involves their carbon footprint, then they get very busy with what cars the staff drive, what emissions they create and so on. If the tender focusses on governance or your community work, then that is where the focus shifts. Therefore, the strain we are feeling is trying to cover all those bases and keep up with client demands and legislation.

But l am sure we are all hearing it personally. For example, when l hear my adult kids say, ‘your generation has really stuffed this up for the rest of us,’ and they rightly feel that it is their responsibility to sort out the environmental mess – of course, they are right.

Steve: I’m pleased to hear you are not the only one being blamed for this by their children. But many employees might be the age of our children, and they are asking for more, demanding more, and we have a responsibility to listen and do something about it.

Rustom: The other issue for the developing nations, who are being told that they cannot pollute to the level we have polluted to, as you are going through your development journey and these are now the rules. It’s understandable that they bridle at our new rules. It is also going further in developed nations in that you will have to take into account the carbon footprint of your staff who work from home; what car do they drive? how is their house heated? etc.

This might be the drive to bring staff back to the office where the board can control such things.

Matt: It is going so much further. Many large businesses who put work out to tender are asking for suppliers’ carbon footprint measurements, and their plan to get to net zero, because without it, your company will not even be put forward for the quote. That is where the pressure is going to come from for all companies to get their ESG house in order.

Amy: I must say that this is of immediate concern. Tenders are certainly an immediate pressure but so is watching your best team members walking out of the door in droves because you are not tackling these issues. It’s become an immediate pressure that needs to be dealt with and if you don’t, those talented staff will simply go to your competition that does live and breathe such things.

Richard: Staff are becoming incredibly powerful, and have a huge effect on the business. There was a case recently in Australia with a mining company who had the rights to mine coal in a sensitive area, and the staff of the company said, “if you mine here, we will walk out,” and they stopped the project in its tracks. That’s power. continued on page 66 >>>

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TALKING HEADS

Maarten: We talk to SMEs constantly, and what we hear back is ‘we don’t have time for this’, ‘l lay awake at night worrying about making payroll’, ‘not another round of rules that cost money and don’t make money’. So, how do they find time and how can one demonstrate that it can be a profit generator?

Richard: I love that question as that is what we deal with on a day-to-day basis. My answer is that, externally, there are issues of attracting the best staff and winning work. Clients are asking ESG questions and if you don’t have the answers, you’re not going to get the work and you lose competitive advantage.

Internally, many MDs are on a five to ten-year mission to build and to sell the company, and if your ESG programme is not up to scratch, many buyers will simply walk away. So it’s a future proofing exercise.

Amy: One of the solutions to this is to develop an employee committee to look at the issues and come up with some interesting solutions. They are on the ground, so tend to know the smaller issues and can put forward practical ideas. It also engages them in the project, involves them in the solutions and indicates that the MD does care and is doing something.

Of course, the MD then has to act on the recommendations.

This solutions has multiple ripple effects within the business and further enforces the team culture. It also takes some of the pressure off the MD in thinking they have to do it all themselves.

Matt: It’s also the case that if an MD turns round and says, ‘l don’t have time for this’, then it is likely they will not be in business in five to ten years’ time. Their staff will desert them, clients will dry up and there will be nothing left but an empty shell.

❛❛ If you are looking to sell

your business, without an ESG strategy in place, you are going to fall at the first hurdle ❜❜

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Maarten: Greenwashing seems to be getting a lot of attention. How do l, as an investor, ensure that the company lives by its statements, and isn’t just greenwashing?

There does not seem to be a ranking system or a governing body that sets the rules.

Isn’t it the Wild West at the moment?

Phil: You are right, and changes are coming very soon but there is a gold standard which we work to at the moment.

But legislation will come thick and fast, and it is becoming a part of your due diligence.

Matt: There are standards out there based on science and we all have to deliver net zero. l think most of us understand what that is going to take to achieve it. B Corp is one way to recognise a set of standards but many companies tend to see B Corp as an end goal badge. However, it is not an end destination.

Rather, it’s a statement that says, ‘we are a good company and we are measuring our performance against these five impact areas.’ It’s a framework against which the company can measure its success and see what needs to be done to do better. It also has to be said that mission-aligned investors are looking at B Corps, and sometimes using that as the basis on which to purchase the company.

Richard: In short, if you are looking to sell your business, without an ESG strategy in place, you are going to fall at the first hurdle. In the accountancy world, within the big four accountancy firms their ESG advisory service line is assurance; it’s all about assurance, and without that many an auditor will not sign off.

Rustom: Do you think that will become the equivalent of an accounting standard?

Richard: It needs to be reported somewhere. At the moment, if you are a large business you have to put it in your Streamlined Energy and Carbon Reporting (SECR), and it is likely that this will be expanded to gain that external tick.

Phil: Legislation will do it. It’s happening at the moment in the construction industry in biodiversity net gain, which ensures you show not just a neutral effect but a biodiversity net gain. It is a shame that we have to wait for legislation but l guess that’s human nature.

TALKING HEADS

Maarten: One element of ESG that seems to have had an immediate effect is the power of the small investor to dictate what a public company does around the environmental issues, such as the drive to steer away from oil, defence and mining.

But are there double standards here?

It’s all very well refusing to invest in a mining company until your phone stops working, as Apple cannot access the very mines that make its products work. If we stop investing in defence companies, then Ukraine would now be part of Russia. If we stop pumping oil, everything stops working as we do not have enough renewables at the moment to take over.

Phil: Indeed but that’s the very thing needed to drive investment into renewables so that they can take over from fossil fuels. Demand drives change. We saw it with the pandemic. Companies responded rapidly to the changes required and we got through it.

Richard: If you take the example of Tesla batteries for example: due to the mining issues, there are small companies popping up all over the place working hard to re-cycle batteries. Without the investor revolt, this wouldn’t happen and it would just be business as usual. Also, we are not that far off from being completely wind powered, so we are at that tipping point.

Steve: At Manor Royal, we are working on a programme called Re-Energise to become self-sufficient for power. This innovation would likely not happen but for this ESG revolution.

❛❛ If you are looking to sell

your business, without an ESG strategy in place, you are going to fall at the first hurdle ❜❜ Phil: We also have natural capital accounting which l hope soon companies will use to attach value to their natural assets. This could be the green space around their car park, green roofs, electric staff cars and the like, and then that value could be added to their balance sheet which will in turn, increases the value of their business.

For example, at the business park where we are based, we have a large, wild, green area that was beautiful with flowers, bees and butterflies until a chap turned up on a mower and destroyed the lot to make it look more pleasing to the eye. If the landlord had actually valued that as natural capital, it would never happen again as it would affect his balance sheet. It’s these small things that will add up to the big difference we all seek. It’s a case of what we measure and what we value.

Maarten: Thank you for your contribution to this important subject and l have to say l am somewhat buoyed by this discussion. I can see the way forward, the way to breathe fresh life into the planet and how we can all do something, be it big or small.

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PEST CONTROL

Of all the pests that are a public health and safety hazard, birds are one of the most complex to deal with. By Paul Bates, MD, Cleankill

MAKE SURE YOU DON’T FALL FOUL OF THE LAW It’s not only because there are strict laws surrounding their control and removal, but their guano presents a real health risk to pest control operatives and the general public.

There are two main pieces of legislation surrounding the control of pest birds that facilities managers need to be aware of: The Wildlife and Countryside Act 1981 – Protects all species of wild birds, although exemptions do exist for certain pest species under strict General Licence conditions. Prohibitions include taking, injuring, killing and disturbing.

You must always be able to show that full consideration has been given to “moving pest birds on” before resorting to removal or killing. It is important to note that there are no pesticides or “poisons” approved for bird control due to the very high risk to non-target species and the environment.

Animal Welfare Act 2006 – Animals caught in traps must be treated humanely i.e. food, water and shelter made available, and should be inspected at least once per day. Any non-pest species must be released, and any pest species despatched humanely in accordance with conditions set out in the General Licence. Traps must be large enough to allow birds to move about and stretch out their wings and rendered incapable of trapping birds when not in use.

Cleankill Pest Control’s main focus is on feral pigeons as these are the birds that cause the most problems in the UK. For other species, particularly during the breeding season, the client needs to apply for special licences. Outside of the breeding season, however, there are a range of measures that can be put in

place by Cleankill to stop the birds returning.

Feral Pigeons, or ‘flying rats’, carry diseases including E-coli, salmonella, psittacosis, and ornithosis or ‘Bird Flu’; and nearly all pigeons carry bird mites.

Bird mites are tiny spider-like creatures that feed off the bird but can move off the bird on to nesting material and then on to humans where the effect will be to make us itch and scratch.

Pigeon fouling and nesting materials provide a home for many other insects such as flies, clothes moths larvae, carpet beetle larvae and mealworm beetles. When the pigeon fouling is dry it creates airborne bacteria affecting anybody but especially those that may be susceptible to asthma and other breathing difficulties. Pigeon fouling can also create slip hazards and contaminate fire escapes and walkways.

Feral pigeons have adapted incredibly well to urban environments and will now regularly have four or five broods a year.

This has led to a massive increase in the urban pigeon population which has been exacerbated by people feeding them and attracting them into town squares where they are fouling on pavements and buildings.

A specialist survey should take place to identify the species of bird and the problems they are causing. There are many techniques available to professional pest controllers. These include: natural bird control using Harris’ Hawks; netting; bird free gel, bird spikes, chimney cages, post and wire systems, bioacoustics, electronic bird deterrent systems and managing out (egg and nest removal).

For expert advice and a free survey for any of your bird problems contact Cleankill Pest Control on 020 8668 5477. www.cleankill.co.uk

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ANGER MANAGEMENT

This phrase is often used, but l can say with total confidence that Anger Management is back due to public demand

By Maarten Hoffmann DISCLAIMER: All views stated here are those of the author and do not necessarily represent those of this publication

THE RACE TO THE BOTTOM As the present government seems to be making a hash of just about everything, and if you look at our education system, health system and roads, we are on the way to becoming a third world country. In light of that, it seems we are destined to have a Labour government at the next General Election, and it looks like they will simply hurry the rush to third world status.

Take their view on private schools. In their race to the bottom, they have announced that they will remove charitable status from private schools therefore making them liable for VAT and business rates. This, by their accounts, will raise £1.6 billion. A recent survey of parents show that up to half of them will be forced to remove 110,000 children and place them into state schools. Those that remain would have to find a total of £370,000 for a seven-year stint at secondary level.

What the great minds of the Labour party have yet to realise, or give a damn about, is the massive influx into state schools that are currently creaking under the strain of their current rapidly increasing load. They will then have to find space for a further 110,000 children who will be forced into the system.

It will urgently need thousands more

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Private schools ❛❛ will crash, and those remaining will become the domain of wealthy Brits and an army of foreigners ❜❜ teachers, many more schools to be built or expanded and a redesigned curriculum to account for the vastly different education levels of the students. Private schools will crash, and those remaining will become the domain of wealthy Brits and an army of foreigners who will flock

here to take advantage of our excellent private school education system, whilst the vast majority of British children will languish in classrooms of over 60 children per class, a truly demotivated faculty, crumbling buildings and a curriculum that seems to be rewritten by every new Education Secretary every four years.

Let us not forget that the majority of private school pupils come from families who are not rich; they are slightly higher-than-average earners who spend every last penny they can find to send their kids to good schools because the state school system is woeful. So Sir Keir Starmer’s answer – let’s flood more than 100,000 extra children into the system for a return in tax revenues that will cover the cost of the pencils!

Let us also remember that parents of private school children also pay for the state school system through their taxes and yet do not use it. If it were not so desperately serious, it would be funny.

Sir John Redwood, who was in charge of Margaret Thatcher’s policy unit, said: “They are clearly trying to price people out of sending their children to private schools from the UK – it will become rich foreigners only.” He added: “It will therefore greatly increase the burden of public

ANGER MANAGEMENT

spending because all those people will need full-price state places free, instead of paying for the private-sector places themselves. It’s a typical, vengeful tax to stop people getting on in the world which ends up costing all of us a lot more money and making many more people miserable.”

Former education secretary, Nadhim Zahawi, has previously warned that this policy would flood the state sector with new pupils and would ultimately cost the taxpayer money. He said: “I saw some of the analysis done on this – that actually if you do that you will not increase tax take for the exchequer.

“Actually it will go the other way because many parents will come out of the independent sector and would add to the number of children that we will need to accommodate in the state sector.”

A Labour spokesperson said: “Labour is determined that all children, irrespective of their family income, have the chance to achieve their potential through high quality education.

Err… let’s read that again. ‘Have the chance to achieve their potential through high quality education’ – well isn’t this the total and utter reverse of that ideal; ripping thousands of kids out of the place they receive the highest quality education and dumping them into an already creaking state system? No, it’s not equal but life isn’t and destroying the entire education system is not the way to fix it.

Starmer has done his sums and he obviously failed maths at the selective independent school he attended which, when it turned private, he stayed on at for three more years, with his parents choosing to pay fees rather than send

What a British classroom could look like in 2025 him to a state school. His children go to a ‘state school for the middle class’. (world-class hypocrisy anyone?)

Starmer showed that he’s prepared to trash the lives of tens of thousands of children so he can steal a few measly votes come the next election and convince the Party’s hard-liners that he’s their dastardly man. It’s a policy straight out of Corbyn’s spiteful, vindictive playbook and Sir Kier Starmer has confirmed that he will implement it when he gets to be Prime Minister.

Hasn’t it occurred to him that those parents who have no money left at the end of every month would gladly send their children to state schools if those schools weren’t shockingly inadequate, if they weren’t overstretched and skint and cheating kids out of the education they deserve and that their parents’ taxes pay for? No, instead he prefers to create a nasty, bitter class war that he thinks will play well with some voters. What will happen with Starmer in charge is that educational standards will plummet even further.

So now we see him for what he is – a man who is prepared to crush aspiration, to bugger up the lives of both state and fee-paying school kids so he can be Prime Minister; a job he’s never looked as ill-suited to as he did when he announced this policy.

Remember Tony Blair’s infamous pledge when he came to power that his priority would be “Education, Education, Education.” Well, that promise was exposed as a delusional lie as we watched England’s kids plummet in the international league tables.

Starmer showed that he’s prepared ❛❛ to trash the lives of tens of thousands of children so he can steal a few measly votes come the next election ❜❜

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TRAVEL

PICO ISLAND A majestic jewel in Portugal’s Azores archipelago

By Travel Editor Tess de Klerk Imagine a place where dramatic landscapes meet breathtaking ocean views, where lush vineyards carpet rugged hillsides, and where charming villages preserve centuries-old traditions.

Welcome to Pico Island, a hidden gem tucked away in the Azores archipelago of Portugal. With its unique blend of natural beauty and cultural richness, Pico Island is a must-visit destination for nature lovers seeking an authentic, off- the-beaten-path experience!

One of the highlights of Pico Island is undoubtedly Mount Pico. Rising to an impressive height of 2,351 metres, this stratovolcano is a UNESCO World Heritage Site and a mecca for hikers and adventure enthusiasts. Be warned: the hike to the summit is challenging and physical fitness and hiking gear is required. No need to be ‘Tough Mudder’ fit though; I would say that if you can hike 10 miles in the South Downs or the Brecon Beacons (now named Bannau Brycheiniog!), then it’s definitely a hike worth taking. You will be rewarded with

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breathtaking panoramic views of the surrounding islands and the vast Atlantic Ocean. On a clear day, you can even catch a glimpse of neighbouring islands such as Faial and Sao Jorge from the summit, making it a truly awe-inspiring sight.

Aside from the towering peak, Pico offers diverse landscapes and plenty of exploring. Home to several nature reserves, including the Pico Natural Park, which covers more than 37,000 acres of protected land. It’s a haven for

hikers, with an extensive network of trails that meander through lush forests, verdant meadows, and rugged lava fields, plus adventures also continue far below the surface at Gruta das Torrres’ lava caves. These tubes, formed by ancient volcanic eruptions, are fascinating. They provide plenty of thrills and a glimpse into the island’s geological history.

As is expected from just about anywhere in Portugal, the food is fresh, local and delicious. Plus the local wine goes down a treat. In fact, the island is renowned for its lush vineyards, which is also recognised as a UNESCO World Heritage Site. Pico’s unique volcanic landscape has resulted in a distinct wine-growing region. The vineyards are traditionally cultivated in small plots enclosed by low walls made of lava stones, known as ‘currais.’ The black volcanic soil combined with the maritime climate creates the perfect conditions for growing grapes, resulting in a delicious wine known as “Verdelho.”

TRAVEL

I would say that if you can hike 10 miles in ❛❛ the South Downs or the Brecon Beacons, then it’s definitely a hike worth taking ❜❜ Travellers can take a guided tour of the vineyards, learn about the traditional winemaking process and indulge in wine tastings, or simply laze about in the lovely little restaurants of the picturesque villages of Pico. I highly recommend visiting the village of Sao Roque located on the northern coast of the island. Its colourful houses, cobbled streets, and charming harbour is simply picture perfect.

Responsible whale and dolphin watching should be on any everyone’s bucket list, and Pico offers incredible opportunities to do just that. The waters surrounding the island are teeming with diverse species of cetaceans, including sperm whales, common dolphins, and orcas, among others.

It has a growing reputation with divers

too, boasting excellent diving spots, including the Ilhéus da Madalena, a group of islets that offers a unique underwater landscape with volcanic rock formations, caves and diverse marine life. Waters are crystal clear and mantas and octopuses are curious.

Divers: you absolutely must make a point of venturing relatively far offshore for a good chance to dive with the magnificent blue and mako sharks of the region. In fact, the waters off Pico is perhaps the most promising spot in the world for an encounter. Don’t miss it.

Pico Island is obviously not for those seeking high-end luxury, shopping or partying. It is for nature lovers seeking tranquillity and adventures; seeking to make beautiful memories off the beaten track.

WHEN TO GO Winter can be windy and wet – you’re isolated in the middle of the Atlantic after all. I recommend visiting in spring and summer.

WHERE TO STAY You’ll be hard pressed to find a hotel on Pico but I would choose a traditional quinta or private villa, even if there were plenty of hotels.

Find a good selection here: https://azoresgetaways.com/ en-gb/destination/azores/ islands/pico/pico-hotels HOW TO GET THERE TAP Air Portugal flies from Heathrow with stops in Lisbon and Ponta Delgada. From £370 return in May. If you don’t want to DIY it, Intrepid Travel offers this fast-paced 7-day tour of the Azores, including Pico. www.intrepidtravel.com/ uk/portugal/highlights-azores-143418

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MOTORING

By Motoring Editor, Maarten Hoffmann

BENTLEY CONTINENTAL GT Here we have one of the world’s finest grand-tourers.

Since the VW/Audi Group took control of the company in 1998, many of the issues with Bentleys have been sorted.

Although some old folk might bemoan the fact that the Germans have their hands on ‘our’ Bentley, it cannot be denied that they have ironed out the wrinkles and produced a stunning vehicle that l could drive all day and all night and then go again and again and again.

Walter Owen Bentley founded the company with his brother Horace Millner Bentley in Cricklewood, North London before moving the factory to Crewe in 1919, where the car is still built today. The company really cemented its reputation when ‘The Bentley Boys’, a group of very wealthy ex-fighter pilots started racing them and came away with winning trophies in the 24 Hours Le Mans race in 1924, 27, 28, 29 and 1930.

This is what separated Rolls Royce from Bentley – one was for wafting around town and one was for ripping through town.

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The old Continental GT was not an unattractive car, but this new one moves things on. Bentley has moved the front axle forward, improving weight distribution by shifting the engine lower and further back in the chassis. This means the front overhang can be much shorter, which together with the longer rear overhang gives the GT a much more aesthetically pleasing profile than the car it replaces.

Things have moved on mechanically, too. Engine wise, you’ve still got a choice of a 4.0-litre V8 or 6.0-litre W12, each with a couple of turbochargers for

TECH STUFF MODEL TESTED: Bentley Continental Convertible POWER: 542 bhp SPEED: 0-62 - 4.1 seconds TOP: 208 mph ECONOMY: 24.8 mpg PRICE FROM: £167,000 AS TESTED: £231,080

good measure. But now, there’s more power and torque, plus cylinder deactivation for better economy. The GT still drives all four wheels, but now through an eight-speed DSG rather than a torque-converter automatic, and up to 100% of the power can go to the rear wheels.

MOTORING All this power is needed to shift this behemoth, as with a weight of 2,414kg (without humans on board) this is more than a fully loaded, seven-seat Land Rover (with humans on board).

Not unlike some of its VW Group stablemates (Porsche, Lamborghini and Audi), Bentley has thrown a lot of technology at the GT to make it handle like it doesn’t weigh as much as a small planet.

A 48-volt anti-roll system for flat cornering and torque vectoring front-toback and side-to-side means the GT does things a near 2.5-tonne car should not be able to do. It steers, grips and proceeds very well indeed; night-

and-day better than the barge it replaces, which used to struggle to keep its mass in check.

There’s a measure of fun to be had driving this new one quickly. It’s still a heavyweight, and proud of it, but there’s no heaving or lurching. As direction changes are handled ably, without fuss or furore. As long as you don’t go crazy, you’ll be just fine. I went crazy and it was still fine although you do notice the roll in fast tight corners. Exceptional brakes are required to haul the monster to a halt and although it is fitted with the largest steel discs ever fitted to a production car, they don’t quite cut the mustard

❛❛ The interior is gorgeous with its trademark

quilted leather seats from cows kept in fields with no barbed wire lest it scratches their hides ❜❜

when hauling to a stop hard from high speed.

The interior is gorgeous with its trademark quilted leather seats from cows kept in fields with no barbed wire lest it scratches their hides. Its party piece is the optional rotating infotainment screen, which lets you hide the 12.3in display behind either a plain piece of veneer, or a collection of analogue clocks (a compass, temperature gauge and stopwatch). The instrument cluster is a version of VW/Audi’s Virtual Cockpit, and there’s a superb head-up display too.

This is a superb opulent car that you would be very hard to criticise. OK, the price is a tad steep but what on earth would a £30,000 Bentley actually be like? ‘Rubbish’ is the answer.

Opulence defined.

PLATIN UM

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THE NEW A-CLASS HATCHBACK. From £399* a month.

Advance rental £6,664.

Image shown is an A-Class Exclusive Launch Edition.

The new A-Class Hatchback brings a whole new level of superior sportiness and luxurious comfort to the compact car market.

It’s available as a mild hybrid drive and plug-in hybrid, and there’s a radiant Sun Yellow paint colour** that beams across the whole range now, not just on the hottest AMGs. And right now, you can get the A180 AMG Line Executive Hatchback from £399* a month.

Discover luxury every day with the new A-Class at Sandown Mercedes-Benz.

For more information please contact the team at Sandown Mercedes-Benz on 0330 178 1801.

0330 178 1801

sandown-group.co.uk Mercedes-Benz of Epsom Weston Road, Epsom, KT17 1JG

Mercedes-Benz of Guildford

Moorfield Road, Guildford, GU1 1RU

*Selected stock only. Subject to availability and change. Retail Customers only. Based on A180 AMG Line Executive Hatchback with metallic paint. Advance rental £6,664. Model shown is a A200 Exclusive Launch Edition Hatchback at £539 a month, with and Advance rental of £7,419. 4 years lease. Rentals include Vehicle Excise Duty during lease. Excludes Plug-in hybrid & Mercedes-AMG. T&Cs apply. Orders between 01.04.23 - 30.06.23. Mercedes-Benz Finance, MK158BA. Sandown Mercedes-Benz is a Credit Intermediary not a Lender. **Hatchback model only - not available on the Saloon.

Official government fuel consumption figures in mpg (litres per 100km) for the A-Class Hatchback range: combined 30.7(9.2)- 282.5(1). CO2 emissions* from 20-208g/km.

Mercedes-Benz UK Ltd. is a company registered in England and Wales with company number 2448457 and has its registered office address at Tongwell, Milton Keynes, MK15 8BA.

THE BUSINESS MAGAZINE FOR WOMEN

Overcoming Imposter Syndrome Flexible Working MOTORING

The Buzz TRAVEL

Spring at Leonardslee

The Reluctant Queen

MAY 2023 #24

CONTENTS

MAY 2023 • ISSUE 24

EXCLUSIVE

10

16

FEATURE

FEATURE

In an exclusive offer, Dynamic is offering its female readers the opportunity to sign up for the University of Brighton’s Help To Grow course – FREE OF CHARGE. (Normally £750)

FlexForward

How to overcome Imposter Syndrome

Help To Grow: Management

Dynamic Magazine invites you to the Flexible Working business breakfast in Brighton in June

❛❛

The only real stumbling block is fear of failure. In cooking you’ve got to have a what-the-hell attitude Julia Child

PLATINUM MEDIA GROUP

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www.platinummediagroup.co.uk | MAY 2023

24

Author Ian Child seeks to redress issues over a syndrome affecting as many as twothirds of the working population

7

The number of female chefs (out of 135 in total) who have received three Michelin stars since 1926

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. Surrey Business Magazine is owned and published by Platinum Media Group Limited.

REGULARS

Events

2 Tickets are now on sale for the second Dynamic Business Awards

20

News

BIG STORY

8 Upfront: The top international news stories involving women in business

The Reluctant Queen

Dynamic looks at the life and work of Queen Camilla

14 In The Right Direction: Good news stories from around the world

Spotlight

26 Highlighting two female business leaders who ought to get more recognition that they currently receive

Health & Wellbeing

30 Tanya Borowski highlights the links between hormones and histamine

Further reading

32 Mimi Nicklin considers whether balancing your company’s value in line with those of your clients can push profitability up

Art Scene

34 What art is best for your wall?

Travel

36 Tess de Klerk takes an idyllic wander around Leonardslee Gardens & Lakes

What’s On

38 A brief snapshot of art and culture cross Sussex and Surrey

Girl Torque

40 Fiona Shafer drives another electric vehicle – the VW ID Buzz

FEATURES

The Beginning of a new era

18 Alison Jones of Kreston Reeves looks at what the ushering in of the Carolean era can mean for the country, and for business

Start with a strategy

28 PR expert Jarmila Yu discusses how to re-evaluate and re-brand your marketing

❛❛

We need women who are so strong they can be gentle, so educated they can be humble, so fierce they can be compassionate, so passionate they can be rational and so disciplined they can be free Kavita Ramdas, advocate FEATURE

30

What has my menopause got to do with histamine?

Natural Health expert Tanya Borowski looks at the link between the menopause and histamine

CONTACTS PUBLISHER: Maarten Hoffmann maarten@platinummediagroup.co.uk EDITOR: Tess de Klerk tess@platinummediagroup.co.uk MOTORING EDITOR: Fiona Shafer fionas@platinummediagroup.co.uk COMMERCIAL DIRECTOR: Lesley Alcock lesley@platinummediagroup.co.uk EVENTS DIRECTOR: Fiona Graves fiona@platinummediagroup.co.uk EVENTS MANAGER: Zaneta Bealing zaneta@platinummediagroup.co.uk HEAD OF DESIGN: Michelle Shakesby design@platinummediagroup.co.uk SUB EDITOR: Alan Wares alan@platinummediagroup.co.uk

WWW.PLATINUMMEDIAGROUP.CO.UK MAY 2023 | www.platinummediagroup.co.uk

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EDITOR’S NOTE We have been very busy this month and, as the Travel Editor, really busy with a look at Leonardslee Gardens, with an overnight stay in the beautiful hotel there and a stunning meal at the only Michelin Star restaurant in Sussex (but that’s for next month), and a trip to the Azores Archipelago to the stunning Pico Island.

We present a quick overview of the new Queen Camilla and all the charity work she does behind the scenes, Alison Jones looks at how the Coronation might present opportunities for some sectors; we have a feature on how to overcome imposter syndrome; and another by natural health expert, Tanya Borowski, looking at the link between the menopause and histamine.

On top of our Further Reading section, What’s On and the local art scene, Fiona Shafer spends a week with Volkswagen’s new electric people carrier, the ID Buzz, ensuring we have a packed issue for you.

I hope you enjoy it.

Tess de Klerk Editor, Dynamic Magazine tess@platinummediagroup.co.uk

MAY 2023 | www.platinummediagroup.co.uk

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WOMEN ON THE RISE After two years of no progress, financial services companies have increased the proportion of women in senior management to 35%.

For the first time since the voluntary Women in Finance charter was created in 2016, the best performing companies, including Virgin Money and PensionBee, had women in more than 40% of top management jobs.

Twenty-nine companies missed their target, including KPMG, Nomura International and Grant Thornton.

UPFRONT ALL THE LATEST BULLETINS FROM THE WORLD OF BUSINESS

❛❛

Whining, taking offence and narcissistic victimhood have become defining characteristics of our times Tory Whip Joy Morrissey on Dominic Raab’s resignation

8

GRAPHIC SEX ED Clare Page’s 15-year-old daughter came home from school last Autumn flustered. She had been told during a lesson to be ‘sex positive’ about her attitude to relationships, and that ‘heteronomativity was a bad thing’. When she asked the school for a copy of the lesson plan it was refused. She then submitted a Freedom of Information request and found that the lessons, run by the School of Sexuality Education, also promoted sex toys, anal sex and porn channels. A report led by MPs Miriam Cates and Danny Kruger found that there were dozens of companies invited into schools to teach sex education since it became mandatory in 2019. Cates found that children in Years 7 and 8 were receiving ’graphic lessons on oral sex and how to safely choke your partner’ and that there were 72 genders, among other topics.

The government has now announced a review of sex education is schools. A day late and dollar short!

www.platinummediagroup.co.uk | MAY 2023

WOMEN WHO CANNOT AFFORD TO WORK New mothers face falling back in their careers because childcare costs make it impossible to go back to work. Freelance actor and writer Hanna Jarman, from Cardiff, said nursery fees for her six-month-old son Emrys cost £70 a day.

“There are jobs I’m going to have to turn down because it’s not going to be worth my while,” she said. Ms Jarman said sending Emrys to nursery for three days a week would “end up costing more than my mortgage. I can’t afford to do that.”

❛❛

It is never too late to be what you might have been George Eliot

A staggering three in four mums (76%) who pay for childcare say it no longer makes financial sense for them to work, according to a damning report centred around the UK’s childcare crisis. The charity Pregnant Then Screwed heard from 24,000 parents as part of its survey focusing on the knock-on effect of ever-increasing childcare costs.

It found one in ten parents say their childcare costs are the same or more than their take-home pay per day, while one in four parents (26%) say it’s now more than 75% of their take-home pay.

In what will come as no surprise to any parent currently wading the murky waters of trying to afford childcare in addition to navigating a cost of living crisis, one in three parents say they’ve had to rely on some form of debt to cover childcare costs.

❛❛

Oh, she always looks stunning Prince William’s response after a well-wisher complimented Kate’s dress

TOP OF THE POTS Kew Gardens’ former director Sir Joseph Dalton Hooker once said, “Gardening makes a delightful hobby for ladies but as a life’s work, it is an impossible thing.” 117 years after later, the Victorian botanist would be ‘spinning in his grave’ as this year women will officially outnumber men at the Chelsea Flower Show.

Women will make up 58% of all garden designers competing for a medal this year. Although 19th and 20th century pioneers such as Gertrude Jekyll, Ellen Willmott and Marianne North made their mark on horticulture, they were rich and could afford to excel as amateurs.

WOMEN TAKE OVER GCHQ A woman will become the first female boss of GCHQ in its 100-year history.

Anne Keast-Butler, who is currently MI5’s deputy director-general, will take up the role in May when Sir Jeremy Fleming leaves after six years. With an impressive 30 years working in national security, Keast-Butler helped launch Whitehall’s National Cyber Security Programme.

GIRLS’ SCHOOLS INVEST Several leading girls’ schools will aim to invest in companies with female leaders in an effort to tackle the lack of women in the City. The Girls’ School Association, which represents schools including Cheltenham Ladies’ College and St. Paul’s School in London, has said that it will adopt a ‘genderequitable approach to its investment managements’ to focus on the interest of girls and women.

MAY 2023 | www.platinummediagroup.co.uk

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E D U C AT I O N

Dynamic has a very special offer for all women who run their own business or are in a senior management role within any SME as we are determined to level the playing field.

The Help to Grow: Management programme as detailed here is normally 90% subsidised by the government and the participant pays only £750.

Dynamic Magazine is sponsoring a number of places on the course therefore it will be totally free of charge to Dynamic readers!

This is a unique offer 100% sponsored by Dynamic Magazine

Helping women to grow PROGRAMME DETAILS

This mini MBA-style programme is designed for business owners and senior leaders of small and medium-sized businesses, Help to Grow: Management is a 12-week course that helps your business reach its full potential for growth, resilience and succession planning.

Benefits: n In-depth training n Invaluable 1:1 business mentoring n Bespoke Growth Action Plan n Low cost, high impact n Peer-to-peer networking n Time away from your business to work on your business

This course, accredited by the Chartered Association of Business Schools,is being delivered by the University of Brighton. Working in collaboration with industry experts and experienced entrepreneurs, the course covers strategies for growth and innovation, digital adoption, leading high-performance teams, financial management and responsible business practices.

With the support of an experienced mentor, you will also create a bespoke growth plan for your business.

ELIGIBILITY

To be eligible for Help to Grow, the following criteria must be met.

Your business must n Be a small or medium-sized enterprise (SME) based in the UK n Employ between 5 and 249 people n Have been operational for at least one year n Not be a charity You must n Be a chief executive, owner/founder or senior manager n Have at least one person reporting to you n Commit to completing all sessions

NEXT COURSE DATES Brighton: September 25th 2023 Gatwick/Crawley: September 22nd 2023

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MODULES AND DELIVERY STYLE

To facilitate busy work schedules, the course is a mix of both online and in person workshops.

1 Strategy and Innovation 2 Digital Adoption 3 Internationalisation and winning new markets 4 Vision, mission, and values 5 Developing a marketing strategy 6 Building a brand 7 Organisational design 8 Employee management and leading change 9 High performance workplace 10 Efficient operations 11 Finance and financial management 12 Implementing growth plans

100% FREE FOR DYNAMIC READERS

REGISTER NOW for September programmes in Brighton and Gatwick

HOW TO APPLY

To apply, send an email to info@platinummediagroup.co.uk, quoting the code PLATINUM100 to secure your place.

Don’t delay, apply today and power up your business

YOUR GROWTH PLAN

n Develop your leadership and management skills, enhancing employee wellbeing and engagement n Identify what drives productivity and growth in your market, and understand what this means for you n Learn how to advance responsible business practices, including more inclusive and greener practices n Understand how to innovate your business model, including adopting and investing in new and digital technologies n Identify key domestic and export markets for your business and develop strategies for segmentation, positioning and targeting n Generate strategies to improve operational efficiency, allowing you to save time and money

THE HELP TO GROW: MANAGEMENT COURSE

You will be supported by an experienced business mentor who will support you in producing a growth plan, and taught by experienced academics and practitioners from the School of Business and Law. The content was fantastic ❛❛ and I found the session really engaging and well delivered ❜❜ ALICE MONK Music Industries Association The Help to Grow: Management is delivered by leading business schools across the UK who have been awarded the Small Business Charter (SBC) by the Chartered Association of Business Schools (CABS).

Help to Grow is a 12-week course designed to be undertaken alongside full-time work. The time commitment is 50 hours over 12 weeks. Learning alongside other business owners, you have the opportunity to learn from your peers and network.

Using a combination of online and face-to-face sessions alongside case study workshops, you will have the opportunity to apply the concepts being taught to real-life situations faced by business leaders.

By the end of the course, you will have a tailored Growth Action Plan to help you lead and grow your business.

WHY CHOOSE THE UNIVERSITY OF BRIGHTON?

The University of Brighton has a long history of working with small to medium-sized businesses, and a strong track record of delivering business growth programmes.

The school of Business and Law is home to the Centre for Change, Entrepreneurship and Innovation Management (CENTRIM), which works with partners in industry, academia and government producing groundbreaking concepts to explain, harness and improve innovation, entrepreneurship and change management.

The 2021 Knowledge Exchange Framework results place the University of Brighton in the top 10% for universities for public and community engagement, and in the top 20% for skills, enterprise, and entrepreneurship.

MAY 2023 | www.platinummediagroup.co.uk

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HE ALTH

Help to grow programme This month we are catching up with two women leaders who have recently completed the Help to Grow Management course to see what they thought of it and how it may benefit their organisation and, more importantly, their personal development Help to Grow Management has ❛❛ provided me with a structured management course that I can apply to grow both the business and me personally. The topics, especially managing people and organisation design, were particularly relevant in our current growth phase, and will support me in developing the team. I appreciated having access to the mentor programme, a resource that I would love to make available to others in my team in the future.

The course has also provided excellent networking opportunities; I have enjoyed connecting with local business peers from different industries. One specific take away I have from the course is the importance of spending time on strategy, which we are now integrating throughout the management team. Going forward, I am going to continue with the practice of blocking time out to have time for ‘big-picture thinking’ for the business. I’ve already recommended the course to a friend, as the range of topics covered are relevant to all small business leaders.

❜❜

JESS FULLER, MANAGING DIRECTOR Oncology imaging systems ltd www.oncologyimaging.com

DYNAMIC – SPECIAL OFFER

90% of the programme cost is covered by the Government therefore a total cost of £750. The good news is that for Dynamic readers there are a number of FREE places for women on the Gatwick programme when you quote PLATINUM100 when signing up.

More information www.brighton.ac.uk/help-to-grow

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One of the best parts of the course ❛❛ was talking to others, especially fellow women leaders, to share experiences and work through how to put the theory into practice. It was great to talk to others and discuss the common challenges we face in managing our small businesses and that we are not alone in this. Here at IMA International we work with organisations in developing countries to help them to realise their potential, I can already see how we can use the session on organisation and leadership to support the work we do. The combination of theory and practice allowed us to explore how we can best ensure that what we have learnt over the last 12 weeks really will make a difference to what we do.

❜❜

LEIGH DOWSETT SENIOR CONSULTANT & RESEARCH MANAGER IMA International www.imainternational.com

Financial advice, built around you.

• Personal finance advice • Retirement planning • Business support • Generational planning • Tax year-end advice

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My 20 years’ experience has shown that women can therefore greatly benefit from highly personalised financial advice, which takes these challenges into account. This is why I’m so passionate about empowering women with the confidence and tools to help them achieve their long-term financial goals.

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Wellesley House, 50 Victoria Road, Burgess Hill, West Sussex, RH15 9LH 01444 712672 | info@wellesleywa.co.uk | wellesleywa.co.uk SJP approved on 08/03/2023 Wellesley is an Appointed Representative of and represents only St. James’s Place Wealth Management plc (which is authorised and regulated by the Financial Conduct Authority) for the purpose of advising solely on the group’s wealth management products and services, more details of which are set out on the group’s website: www.sjp.co.uk/products. Wellesley is a trading name of Wellesley Investment Management Limited, registered in England & Wales No. 6530147. Registered Office: 44 The Pantiles, Tunbridge Wells, Kent, TN2 5TN.

CANCER PILL APPROVED IN ENGLAND AND WALES The newly approved daily pill, olaparib can now be given to cancer patients who have tumours caused by a faulty gene.

Patients in England and Wales, who are carrying a mutated version of the BRCA1 or BRCA2 genes, will now be eligible for olaparib. The daily pill kills cancer cells by stopping them from repairing themselves.

Hundreds of people with unusual forms of inherited cancer may enjoy longer lives. Olaparib has been shown to cut the risk of dying from inherited breast cancer by one third and to extend the lives of patients with incurable prostate cancer.

IN THE RIGHT

DIRECTION CONQUERING HEPATITIS C

According to a new report, England is on course to become the first country to eradicate hepatitis C. It anticipated that the virus will be defeated by 2025, five years ahead of the World Health Organisation goal of 2030, which entrusted governments with eradicating it.

Hepatitis C is a chronic viral infection that affects approximately 75,000 people in England, thousands of whom are children. It can cause liver cancer, but England is on track to eradicate it because of a ground-breaking programme that tracks and treats everyone who is affected.

BBC LAUNCHES EDUCATION SERIES FOR AFGHAN CHILDREN Many children, particularly girls in Afghanistan have been barred from education since the Taliban came to power. The BBC intends to be part of the solution with its education series aimed at children.

Lessons will be presented by Sahar Rahimi, Shazia Haya, Aalia Farzan and Malaika Ahmadzai, who fled Afghanistan when the Taliban took over. “When I am working on this programme, I picture myself as a 16-year-old, and I wish there was a TV programme such as Dars (meaning ‘lessons’) back then,” said Haya. “I hope that, as they study with the help of our programme, they also learn that they should not give up on education.”

Dars will teach maths, history, science and information technology. It will be broadcast online, via FM radio and on the new BBC News Afghanistan satellite channel.

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❛❛

I didn’t learn to be quiet when I had an opinion. The reason they knew who I was is because I told them Ursula Burns

GHANA AUTHORISES GROUND-BREAKING MALARIA VACCINE Ghana has become the first country to approve a malaria vaccine, which scientists estimate might save thousands of lives each year, especially those of children. Malaria kills a child every minute in Africa.

POPULISM SLOWING DOWN It might not feel that way but the populist world march is slowing down – for the time being, at least. According to research, the number of populist world leaders is at a 20-year low, thanks to recent centrist successes, particularly in Latin America.

Democracy is more likely to erode under populist rule but the good news is that democratic institutions are holding out.

Oxford’s new R21 vaccine offers up to 80% protection against malaria. Although data from a late-stage trial has not yet been made public, Reuters reports that it has been shared with regulatory authorities, including those in Ghana.

The World Health Organisation approved a different malaria vaccine in 2021 and has yet to recommend the use of R21 but it is expected to. Oxford’s vaccine has higher success rates and is cheaper to produce than the previously approved vaccine.

❛❛

Remember, you have been criticising yourself for years and it hasn’t worked. Try approving of yourself and see what happens Louise L. Hay

DECODING THE PUZZLE OF DEVELOPMENT DISORDERS A large study has unravelled the genetic origin of developmental abnormalities in thousands of children, and the findings could now be applied to improve the speed and accuracy of diagnosis all across the globe.

The Deciphering Developmental Disorders study, a collaboration between the UK’s National Health Service and the Wellcome Sanger Institute, a non-profit organisation that performs genetics research, included almost 13,500 families from across the UK and Ireland.

The genomes of children with severe diseases, as well as their parents, were sequenced, resulting in genetic diagnoses for over 5,500 youngsters. Approximately three-quarters had spontaneous genetic alterations that were not inherited from a parent.

“The families in our study were desperate for answers, which can make a huge difference to clinical management and quality of life,” said Caroline Wright, professor of genomic medicine at the University of Exeter. “By sharing our findings, many more families should get answers faster.”

MAY 2023 | www.platinummediagroup.co.uk

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E VENTS

Join Flexibility Matters, Platinum Media Group and Rockinghorse Children’s Charity on June 23rd at the Amex Stadium to discuss Flexible Working Best Practice in Brighton and across Sussex

FLEXFORWARD BRIGHTON

F

lexibility Matters is delighted to host FlexForward Brighton – a breakfast briefing on June 23rd 8.30-11.30am.

Are you a Business Owner, Founder, HR or People Director? If so, join us in exploring how to make flexible working in Brighton THE example of best practice in the UK. FlexForward Brighton will be opened by our keynote speakers: David Blackburn, Chief People Officer at the Financial Services Compensation Scheme; Dr Charlotte Rae, Psychology lecturer at Sussex University researching the neuroscience of the four-day week; and Donna Holland, CEO of Rockinghorse Children’s charity, who will also be our peer mentors.

Our peer mentoring sessions allow participants to learn, share and exchange ideas

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We will also be joined by Jane Van Zyl, CEO of Working Families; Caroline Watkins, Partner EMW – winner of the Gatwick Diamond Business Awards 2023 for Best Practice in Flexible Working; Carlene Jackson, CEO of Cloud9Insight, pioneer of the nine-day fortnight and neurodiversity champion; Hanna Smith Director of People at Paddle; and Jessica Hornsby, Business Psychologist and Founder of Equalital, who will also be our peer mentors.

Our peer mentoring sessions allow participants to learn, share and exchange ideas regarding the challenges and progress businesses in Brighton are making towards best practice in flexible working. We want to share knowledge and experience with practical hands-on suggestions and advice for how to create a flexible working environment that thrives and empowers businesses and their employees.

We will collate the discussions and share the collective ideas to create a white paper on the Best Practice in Flexible Working in Brighton, and reveal it in the largest circulation business magazine in the UK, Platinum Business Magazine.

DAVID BLACKBURN Chief People Officer, Financial Services Compensation Scheme

JESS HORNSBY Business Psychologist and Founder of Equalital

TO RESERVE YOUR SPACE

CLICK HERE

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FLEXFORWARD BRIGHTON

FlexForward Brighton: Friday June 23rd, 8.30-11.30am at the American Express Community Stadium, Brighton If you are you a Business Owner, Founder, HR or People Director, join us in exploring how to make flexible working in Brighton THE example of best practice in the UK. If you have any questions, contact: emma@flexmatters.co.uk or 07810 541599.

PLATINUM ME DIA GROU P

JANE VAN ZYL CEO, Working Families MAY 2023 | www.platinummediagroup.co.uk

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FINANCE

ALISON JONES, Partner at Kreston Reeves considers ways in which the Coronation offers opportunities to some business sectors

THE BEGINNING OF A NEW ERA

T

he Coronation of King Charles III will see a long weekend of events planned, starting with the Coronation Service on Saturday May 6th, the Coronation Big Lunch on Sunday May 7th, and The Big Help Out on Monday May 8th. There will be many opportunities for businesses, charities and individuals to get involved and volunteer.

The events will also showcase the UK globally (hopefully at its best if the weather is kind), and it is likely to encourage more visitors to the UK in future years. Sectors such as retail, hospitality and tourism are likely to benefit from both the events, and from the events and from the longer-term interest in visiting the UK and the legacy of such a globally historic event.

It’s estimated that the Royal Family ‘brand’ contributes around £2.5bn to the British economy each year and the Coronation weekend, whilst costing an estimated £200m, will bring in around £1bn to the UK economy. Not a bad return on investment.

The Coronation is a significant and memorable event in many people’s lives, especially as it is the first for 70 years

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Whether you are a royalist or not, it will be hard to avoid the Coronation and all things British. Writing this with Easter over, I can see that the shops are already fi lling up with souvenir merchandise and preparing for the party spirit a long weekend brings. People are expected to make an increased number of trips to stock up for parties and for souvenirs and there are expected to be more visits to London and Windsor where key events are taking place, and extra visits to pubs and restaurants as people celebrate.

The Coronation is a significant and memorable event in many people’s lives, especially as it is the first for 70 years. In the same way the Coronation of Queen Elizabeth II in 1953 showcased post-war Britain and revolutionised home television ownership, programme making and viewing, this event will showcase Britain post Brexit and should bring other longer-term changes.

So where can businesses spot these opportunities and potential benefit in the longer term?

If you are in retail, hospitality or tourism, you have probably been gearing up for the event for months. However, taking time to think about the timing of key events, last minute weather changes, staffing levels, staff training and your supply chain will all help make the weekend go smoothly. If all goes well, this will encourage people to return to your business again and again, so it essential to get it right and make a good impression.

Are you a luxury brand and do you trade on your Britishness? We are anticipating that there will be a benefit from the increased visitors to the UK and interest in all things British, so have you considered whether there are any opportunities to target these customers once they return home? It might be a good time to consider new partnerships, export opportunities and reaching out to new markets.

The Big Help Out is taking place on Monday 8th with opportunities for getting involved and volunteering, so is there something your business could get involved with?

Could this be turned into an annual event for your business in the future as a legacy?

If you don’t have an ESG strategy or programme in place, is this something you could develop and work towards?

An ESG strategy will demonstrate you are reducing risks throughout your business and supply chain, and adopting processes to meet both current and future legislation.

It will give your business an advantage in the future especially when you might be looking for funding or investors. It can help with recruitment, help you reach new customers and ensure you leave a positive and long-lasting legacy for the communities in which you work.

Finally, let us not forget the general feel-good factor, business confidence and sense of community which these events tend to bring. There have certainly been some economic ups and downs over the last few years and all businesses should now benefit from a period of stability, certainty and the opportunity for growth.

So as the Carolean era formally begins, give some thought to how this new era could boost your business in the longer term.

Whether you are a royalist or not, it will be hard to avoid the Coronation and all things British

Alison Jones can be contacted at alison.jones@krestonreeves.com Visit www.krestonreeves.com or call us on 0330 124 1399

MAY 2023 | www.platinummediagroup.co.uk

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STORY BIG

Camilla Parker-Bowles has become the Queen of England, and it’s a tale worthy of a blockbuster movie (and likely will be).

Love, passion, deceit, pain, heartache, death, family splits and so much more comprise the Monarchy of this country today and, let’s face it, little different from many of our normal lives – just on a much larger scale, and in the full glare of the world’s ravenous media. By MAARTEN HOFFMANN

The reluctant queen Born Camilla Rosemary Shand in London in 1947, to army officer-turned-businessman Major Bruce Shand and his wife Rosalind, Camilla was raised in bucolic splendour in rural Sussex before stints at the Mon Fertile finishing school in Switzerland and studying French literature in Paris.

In 1965, she was a debutante in the orbit of the young royals and, as anyone who has turned on a television or picked up a newspaper in the past 50 years will know, had a romantic relationship with Prince of Wales, before they both married other people.

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One look at HRH, sitting among her books in the quiet of Clarence House, and it is obvious that her love for The Prince of Wales is one borne of decades

MAY 2023 | www.platinummediagroup.co.uk

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STORY BIG

Camilla marries Andrew Parker-Bowles July 4th 1973

One of their many encounters

Diana Spencer with Camilla

“It’s not easy,” she says, thoughtfully. “I was scrutinised for such a long time that you just have to find a way to live with it. Nobody likes to be looked at all the time and, you know, criticised and…” she drifts off for a moment. “But I think in the end, I sort of rise above it and get on with it.

You’ve got to get on with life,” she says, and gives a calm little shrug.

When it comes to the Queen’s birthday in July, “there won’t be much celebration,” she says. “I shall spend it with my family and a few friends.” She is much more consumed with her five grandchildren, aged from 12 to 14, and loves texting with them. “It’s very nice getting a text,” she says.

“We learn from very young people and they learn from us, too. That’s the way it’s always been.”

Camilla has two children, Tom and Laura, from her marriage to Andrew Parker Bowles, the British Army officer whom she divorced in 1995. The 1990s – the decade in which her own marriage and that of The Prince of Wales to Diana, Princess of Wales, met their formal conclusions – saw a level of media scrutiny for all parties that remains unmatched to this day. People picked sides amid savage discourse. In the decades since, the new Queen has won round a great deal of public opinion. But those years took a toll.

After almost 20 years of speculation, it had come: the ultimate stamp of approval from “the boss”. As with so much of her life, Camilla had been in uncharted waters: the first divorced person to marry the heir apparent to the British throne and not derail the ascension; a survivor of Britain’s late-20th-century tabloid swamp; a Queen with children, grandchildren and a life of her own outside of “the firm”. It is worth noting that Camilla has been in a formal relationship with her now husband for almost 25 years, as well as a working royal for the better part of two decades. For some,

however, the idea of the new arrival persisted. After all this time, is permanency finally hers?

What most people are not aware of is the tremendous amount of charity work she performs whilst insisting it is done in private and seeks no public praise.

The issues of domestic violence, sexual abuse and rape have been central to her charity work for several years now, alongside literacy, the arts, health and animals. In all, HRH holds about a hundred presidencies and patronages, and maintains a schedule that would make a CEO half her age fl inch.

“I think we all know somebody who it’s happened to,” she says, of her work with survivors. “I was hearing it too often, from friends who knew friends, and I thought maybe I ought to look into it to see if there was somewhere for me to help.”

In 2016 she attended a meeting at the SafeLives offices in London, where she heard the story of Joanna Brown, brutally killed in 2010 by her husband, a BA pilot. “Her mother (Diana Parkes) was sitting opposite me. I remember looking at her because you empathise with someone of the same generation.

She took on the children and brought them up on the Isle of Man by herself.

I saw her with tears pouring down her face. I’m afraid we all dissolved.”

Next to tell their story that day was Rachel Williams.

“She had a hairdressing salon and her partner had shot her through the legs in front of her 15-year-old son. Six weeks later the son killed himself because he couldn’t stand it.”

Camilla looks ashen. “I remember saying to Diana (Barran), ‘I’d just like to do anything to help.’ I think that’s what got me started.”

She has spoken about the ‘taboo’ surrounding domestic abuse and how it becomes ‘a terrible hidden secret’ for many women and has highlighted the work of domestic violence

In all, HRH holds about a hundred presidencies and patronages, and maintains a schedule that would make a CEO half her age flinch

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The infamous carved tree

charities for more than seven years, and she said she will continue to do so in future as the Queen.

Aside from her official appearances, she also makes regular totally private visits to refuges in south London, to speak with women and men. “Also, whenever we go on a trip, we try and find refuges, wherever it is in the world, and go and see people. It’s interesting to see what’s happening in other countries.” She’s keen to share expertise, and recently became patron of the Mirabel Centre in Lagos, Nigeria’s first sexual assault referral centre. There is no one-size-fits-all approach, she points out, but she is proud of the UK’s active stance. “Obviously it’s much more difficult in Middle Eastern countries. But there are places that are doing a marvellous job.”

She is moved by the community spirit of everyone she encounters working in the field. “What you find is that people who have been abused themselves always come back into

Camilla with her sister-in-law, the Princess Royal

the system to help others. I think they feel that they’ve been helped through their crisis and they want to give something back.”

She understands the complexities of the issue, the intersection of family, social services and the police, and how they play out differently in specific communities. “There’s been such a taboo,” she continues. “People can still love the people who abuse them, and feel such guilt and such shame that they think it’s their fault, so they bury it. It becomes a sort of terrible hidden secret.” Is it the sort of work you will continue as Queen? “Oh, I shall carry on as much as I can,” she replies immediately. “You can’t desert things that you’re in the middle of. There’s a lot of things to be done still.”

At an age when most people, if not already retired, may be considering it, it must feel odd to be gearing up for the most high-profi le period of her working life. She says she no longer gives much thought to birthdays passing. “I let them come and go. I mean I’d be very happy to turn back the clock,” she adds, laughing. (Her laugh is a delightful sort of gurgle that lights up her eyes very winningly.) “When you get to any big number, whether it’s 30, 50, 70, you think: ‘God, that’s so old.’”

She pauses, then says, “You know, my mother died when she was 72, so I’ve out-lived my mother, which is quite strange.” Are there good things about your seventies?

“Well, I think you can’t do much more about yourself,” she sighs, ever the stoic. “You’ve done what you can. I think you just accept that you are who you are. You get to be a 75-year-old.”

One look at HRH, sitting among her books in the quiet of Clarence House, and it is obvious that her love for Charles is one borne of decades. As foundations go, it is a solid one and must surely comfort her for the years ahead.

What though, I wonder, does the Queen like to do when she is by herself – when duty, family and Charles are all otherwise engaged? “I would do a bit of gardening, go for a walk and then I’d sit down and read a book,” she replies. “It would be my idea of heaven, in the quiet of the countryside, where you can generally relax and properly think.” The mere thought of it brings a final smile. “I suppose what I’d think is, ‘I’m quite lucky that I’m still around.’

Camilla during one of her many charity visits

MAY 2023 | www.platinummediagroup.co.uk

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FE ATURE

Being 99% good at something is NOT a failure

How to overcome Imposter Syndrome

By IAN CHILD, author of ‘Your Own Personal Time Machine’ More than two-thirds of the population are thought to be in the grip of Imposter Syndrome. It exists only in the mind, but it can hold back some people from achieving their full potential. When we look around us, it’s easy to only see the success and confidence of others, and that can lead to self-doubt, negative feelings, and not taking opportunities when they come along. Plus it can also be linked to anxiety and depression. However, recognising Imposter Syndrome for what it is, is a huge step towards fi xing it.

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SY MPTOMS OF IMPOSTER SY NDROME INCLUDE: • Downplaying your accomplishments • Crediting luck for any success you may have • Thinking your peers are more capable than you are • Fear of being seen as a failure • Feeling unworthy of attention or affection • Not asking questions in meetings or lectures (or in the classroom) • Feeling that overworking is the only way to meet expectations • Holding back from reaching goals you should be able to reach

SHARE FAILURES

We see other people’s successes, but we don’t always notice their flops, whereas we always see our own failures. This gives us a poor perspective and makes us think of ourselves as being less capable in comparison. Opening up with others can help demonstrate that you’re no different and that everyone has the same issues as you do. It can often be easier to speak to strangers than those who know you well.

Failure is not a sign of being awful. Failure is a sign that you’re trying to achieve something. You should give yourself credit for this. One thing is certain, if you never try, you’ll never fail, but you’ll also never become successful.

DON’T COMPARE YOURSELF TO OTHERS

HERE ARE A FEW IMPOSTER SY NDROME COPING STRATEGIES:

It’s easy to overestimate how skilful or successful other people are. The reality is that everyone else probably feels just as insecure as you do. They’re likely looking at you and wishing they were as calm, confident and successful as you.

Don’t compare yourself to others – they could be faking it even more than you are.

TALK ABOUT IT

REFRAME YOUR POSITION

Don’t be afraid to share your feelings about Imposter Syndrome with others – you may find they’re experiencing the same issues as you. This can give you more confidence and help you see that your thoughts are irrational – particularly when you talk to someone you believe has a good opinion of you.

STOP CHASING PERFECTION

Fear can often be the prevailing emotion when it comes to Imposter Syndrome, but you need to look at situations through a different lens. Instead of thinking that any moment everyone will discover that you don’t know what you’re doing, shift things in your head. You may not know all the answers, for now, but you’re smart enough to figure them out – this is a far more empowering way of looking at your situation.

Recognising Imposter Syndrome for what it is, is a huge step towards fi xing it

Being 99% good at something is not a failure. Appreciate that other people may only be capable of doing the same job to 70%; 80% will be good enough, and 90% will be better than most. Don’t think of this as lowering the bar – it’s simply reframing how well you’ve done and what you’ve achieved. Also, many jobs don’t need to be done to 100%. Perfectionists will spend time getting a job from 80% to 100%, but a smarter strategy may be to use that time to do a second task to 80% and get much more done.

NOTE YOUR ACCOMPLISHMENTS AND CELEBRATE SUCCESSES

Create a list that reminds you of how great you are, and that other people think you’re great too, and refer to this list when you have moments of doubt. This helps reframe your mind and evaporate less helpful thoughts.

Celebrating success helps dispel thoughts that we’re undeserving and gives us confidence in our abilities. Be sure to celebrate small wins as well as large ones. Imposter Syndrome sufferers tend to move on too quickly and treat wins with relief rather than taking pride in an achievement and properly marking it.

KNOW THAT YOU’RE NOT ALONE

We often fail to acknowledge that other people feel exactly the same as we do. Social Media doesn’t help. Very few of us present an honest warts-and-all picture of ourselves.

Our accounts are carefully polished; our recycling bins are crammed with dreadful images. But it rarely clicks that everyone else is doing the same thing, and feeling the same way. You are far from being the only one suffering from Imposter Syndrome.

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ABOUT THE AUTHOR

Ian Child is a former corporate leader, co-founder of the training company propertyCEO (propertyceo.co.uk) and the author of ‘Your Own Personal Time Machine’, a guide to getting your life back, available exclusively from amazon. co.uk. in paperback and e-book

MAY 2023 | www.platinummediagroup.co.uk

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In our exclusive Spotlight feature, we highlight women who are doing good things in their community.

They’re not always seen but we think they should be.

SPOTLIGH T Jo Prior Jo inspires us with her dedication and tenacity. Here, she tells us about her journey in her own words I was 17 when I left home to have a baby, and a year later lost my partner to suicide. A hugely difficult yet formative experience, it gave me the strength and determination to succeed whatever the odds.

A few years later, I was a qualified solicitor practising employment law. It was both my way of ‘sticking it to the man’, and due to my concern for social justice. Over the following decade, I brought and defended dozens of tribunal claims.

In 2011, I bought Bagelman with my ex-husband and took a break from law to look after my daughters. Having young children again strengthened my concern for the environment and, during this time, I was honoured to work for Green MEP, the late Keith Taylor, stand for election and co-chair my local branch of the Green party.

In 2018, my marriage broke down. Soon after, it emerged that my ex-husband had left me in considerable debt, we lost our family home and I was required to assume management control of Bagelman. A difficult time for both me and the business, I had to act quickly to turn things around. Five years and one pandemic later, I am proud to say the business is the best it has ever been. We employ a diverse workforce, we hand roll and bake over 300,000 bagels a year. In 2019 we won the Deliveroo Best Brunch Award, and later this year we will be opening our fourth store.

Bagelman has a long history of social responsibility and I was pleased to build on this heritage. We use a green energy provider and work with local suppliers whose business ethics align with ours, including coffee roaster Skylark - they give away their profits to charities.

Bagelman has a long history of social responsibility and I was pleased to build on this heritage 26

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I worry about the cost-of-living crisis, inequality and poverty and their impact on young people, which is why I chose local youth music charity AudioActive to be our charity partner.

Alongside Bagelman, I work at Brighton Girls where I contribute in a small way to educating the next generation of businesswomen. Life is a gift and can be brilliant and brimming with opportunity. It can also be hard. It was hard for me as a teenage mum in the late 90s. In many ways, it is harder for young women today; every reason for us adults to use our talents to make the world a better place in every way we can. https://bagelman.co.uk

Teresa Boughey Teresa Boughey is a formidable force in the worlds of inclusion and sustainability

As the founder and CEO of Jungle HR and Inclusion 247, she has dedicated herself to promoting inclusivity and sustainability in the workplace. Her efforts have earned her numerous accolades, including the National Award for ‘Diversity and Inclusion’ and the Highly Commended award for her Amazon bestseller, ‘Closing the Gap – 5 steps to creating an Inclusive Culture’, at the 2020 Business Book Awards.

Having climbed the corporate ladder, Teresa realised the urgent need for organisations to create a more diverse and inclusive workplace. In response to this challenge, she founded Jungle HR, a consultancy that specialises in supporting businesses to improve their culture and inclusion practices.

One of Teresa’s proudest moments is when ‘Closing the Gap - 5 Steps to Creating an Inclusive Culture’ became an Amazon Bestseller and went on to be Highly Commended at the Business Book Awards. The recognition of her work on promoting diversity and inclusion is a testament to the impact of her work and serves as a reminder that there is still much to be done to create a truly inclusive workplace.

No matter the path, obstacles are inevitable, and Teresa has had her fair share of challenges. She had to overcome social value judgement labels as a teenage mum, and has often found herself in the position of being the only woman in male-dominated business environments. She has been vocal about the need for more women in leadership positions and is working to promote gender equality and empower more women to take on leadership roles. She believes that by amplifying the voices of women and other underrepresented groups, we can create a more equitable and sustainable society.

Teresa’s work has had a significant impact on the business world, but she is quick to remind us that there is still much to be done. Creating a truly inclusive and sustainable workplace requires a long-term commitment and a willingness to engage in difficult conversations. She also stresses the

importance of recognising the intersectionality of diversity and inclusion, and that we cannot address one aspect without considering the others.

Looking to the future, Teresa is passionate about creating a sustainable and inclusive society. As a firm believer that businesses need to consider inclusion, as well as environmental, social, and governance (ESG) factors, she is working to drive change in this area. That is why she proudly shared that, more recently, she became a UK Delegate for UN Women, where she works to advance gender equality and empower women and girls around the world. Her appointment as a UK Delegate is a testament to her commitment to promoting diversity and inclusion not just in the business world but in all aspects of society.

In conclusion, Teresa Boughey is committed to promoting inclusion and sustainability in the workplace and beyond. She believes that by embracing ESG principles and promoting inclusion, businesses can create value, reduce risks, and improve overall performance. As she continues to make her mark in the world, she is determined to use her voice to influence change and create a more sustainable and inclusive future for all.

Teresa is passionate about creating a sustainable and inclusive society

www.junglehr.com

MAY 2023 | www.platinummediagroup.co.uk

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BUSINES S

Is your marketing performance where you need it to be, or could it be sharpened up to better support the achievement of your business objectives? If results aren’t where you need them to be, don’t just do more of the same marketing, build the right marketing strategy first. By JARMILA YU, Founder & Consulting CMO, YUnique Marketing Ltd

I

START WITH STRATEGY

n today’s rapidly changing business environment where we must navigate change, innovate, disrupt, and transform to ultimately stay relevant and grow, it’s more important than ever for business leaders to hone their strategic thinking skills.

A wholesale rewrite of your strategy may not be needed but a considered Strategy Review and refresh could prove invaluable and lead to many extra benefits beyond just raising marketing and sales performance. This can include improving employee engagement and productivity, increasing efficiency and effectiveness, and boosting the bottom line.

With so much change surrounding us, you may well be starting to discover that you, your customer or your market has evolved and there are some revisions needing to be made to your plan. Before you jump to revising tactics, time spent revisiting your strategy first is highly advisable to give you the confidence you need that you’re making the right strategic and tactical adjustments.

All too often, the stage of strategy development can be rushed or neglected once completed; no surprise then when results falter and growth stagnates as competitors take the

lead. Just doing marketing without taking a strategy-first approach is a guarantee of failure. Setting the strategy, but not revisiting it as the business evolves and the market shifts is equally disastrous.

Savvy entrepreneurs and business leaders with ambitious growth plans are typically the ones who invest the appropriate time in business planning, take a strategy-first approach, value marketing within all stages of strategy development, and align budget and resources to support the implementation of the strategy.

They are the ones we see become unstoppable.

So, if you’re needing to optimise your resources and maximise your return on investment, take a leaf out of our strategy development playbook and review your strategy before making any shifts in your plan.

Reset and start by asking “Where are you today? Where do you want to be? And what’s holding you back?” Involve your key leadership team in this discussion and use this as an opportunity to align your understanding and goals. Ask more questions to tease out the reality of your situation and stress-test your existing strategy.

Start by asking “Where are you today?

Where do you want to be?

And what’s holding you back?

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QUESTIONS TO ASK

EMERGING TRENDS

1 Do you feel the strategy is still fit for purpose?

2 Does the strategy comprehensively address your key audiences and stakeholders?

3 Does the strategy offer flexibility and stability?

4 Does the strategy leverage market and proprietary data and insights?

5 Is the strategy fair and unbiased?

6 Is your whole team on board with the strategy?

7 Is there an appropriate plan to implement the strategy?

Consider also what the ‘Emerging Trends’ are that could affect your business, your clients and/or the market you operate in. They could become potential crisis points or growth opportunities for you. These extra perspectives need to be factored into your strategic thinking, to help you redefine your strategic direction and aid decision making to future proof your business and ensure success.

STRATEGIC FRAMEWORK To refine your strategy, go back to basics and remind yourself of your existing ‘Strategic Framework’ and re-examine your ‘Seven Ps of Marketing’. Consider your ‘Principles’ too. Each of these may need refreshing, and sometimes small changes can make a big difference.

n Geopolitical shifts n Supply chain disruption n Tribalism n Responsible business, ESG and CSR n World of work transformation n Changing buyer behaviour n Trust erosion n The Metaverse. AI n Cryptocurrency. Web 3.0

STRATEGIC FRAMEWORK n Mission n Vision n Values n Purpose

SEVEN Ps n Product n Price n Promotion n Place n People n Packaging n Process

IMPERATIVES

PRINCIPLES

n Specialisation – Client, product and market niche and expertise n Differentiation – Competitive advantage and USP n Segmentation – Ideal client personas and buying readiness n Concentration – Alignment of resources and budget and focused efforts

Savvy entrepreneurs and business leaders with ambitious growth plans are typically the ones who invest the appropriate time in business planning

In completing this Strategy Review, you may identify some ‘Imperatives’ to work on further. They’ll serve as enablers to help you strengthen your offering and value proposition, deliver optimal customer experience, and increase your business value. n Clarity of message n Relevant watering holes n Pitch to buyers n Surprise and delight n Plug skills gaps n Develop valuable assets n Document processes n Set realistic targets n Cash flow is king n Plan with the end in mind

Don’t forget to ensure the whole organisation is with you; each member of your team will need to understand the role they each play to ensure the refreshed strategy, when executed, becomes your driver to success!

To assess how well your marketing is performing, why not take our complimentary Marketing Performance Scorecard? www.yuniquemarketing.com/scorecard E: jarmila.yu@yuniquemarketing.com MAY 2023 | www.platinummediagroup.co.uk

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WELLBEING

This is the season where we start to talk about hayfever and histamine. Health specialist Tanya Borowski takes the opportunity to explain some of the links we see between the effect female hormones have on the release of histamine.

What has my menopause got to do with histamine?

WHAT IS HISTAMINE?

Histamine is a molecule that we actually make and store in cells (mainly mast cells, but also nerve cells). They live in tissues all through the body, especially under the skin, near blood vessels, in nerves, and in the urinary tract, vagina, lungs and intestines.

In the right amounts we make histamine as it’s required to: n Fight off infections n Regulate sleep n Aid in proper digestion n Regulate hormones n Act as a neurotransmitter n Aid in reproduction.

On the fl ip side however, too much histamine can wreak havoc, causing an array of symptoms such as: n Itching of eyes, ears, nose, throat, skin n Flushing or redness of skin n Breathing issues like asthma n Nasal and sinus congestion n Excess mucus / postnasal drip n Swelling and redness of eyes n Heartburn, reflux, indigestion n Diarrhoea n Sleep issues – falling asleep or staying asleep n Low blood pressure or high blood pressure n Headaches or migraines n Food sensitivities n Anxiety or panic-like symptoms, depression and mood changes n Fatigue n Menstrual issues: heavy bleeding, PMS n Urinary tract infections

It is clear that there is an interconnection in the body between histamine, oestrogen and cortisol

WHAT CAUSES THIS EXCESS HISTAMINE?

If the cells that contain histamine, mainly mast cells, become overwhelmed or stimulated, they literally burst open and release their contents – histamine.

Allergens like pollen stimulate and overwhelm mast cells, but in addition to this well-known mechanism from ‘allergies’, there is a lesser-known but very important relationship between the hormones oestrogen and cortisol, and mast cells and their liberation of histamine.

So, at times in a women’s life stage (perimenopause) when oestrogen is high and unopposed by progesterone (as in perimenopause progesterone nose dives where oestrogen remains high), it overwhelms the mast cells and – boom! – histamine is released.

This happens as well in a menstrual cycle just before ovulation, and again during the days before her period oestrogen is high. This results in migraines, heavy flooding periods, acid reflux, anxiety or panic – to name a few.

What’s interesting about this is that mast cells, when they degranulate, also release heparin, which is a blood thinner, and can contribute to the flooding experienced by many endometriosis sufferers. In perimenopause, many women report heavier and more flooding periods.

WHAT HAS STRESS GOT TO DO WITH IT?

A lot. Cortisol and adrenaline, the stress hormones, have an affinity for mast cells too. When these stress hormones are in abundance, again the mast cells become over-stimulated and release their contents. Remember where these mast cells reside - in tissue in our skin, urinary tract, lungs and gut, so there is a very strong correlation to why women feel a urinary tract infection coming on when stressed.

Overall, it is clear that there is an interconnection in the body between histamine, oestrogen and cortisol - and another great example of the interconnections of the human body.

WHAT ARE THE SOLUTIONS?

Here are some safe and effective options to try: n Avoid histamine-stimulating foods such as alcohol and cow’s dairy. n Reduce histamine-containing foods. www.tanyaborowski.com

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When oestrogen is high and unopposed by progesterone, it overwhelms the mast cells and histamine is released

HISTAMINE-CONTAINING FOODS n red wine n champagne n hard cheese n avocado n smoked or canned fish n shellfish n soy sauce n deli meats

n yeast n bananas n dried fruit n dried nuts n bone broth and fish stock n vinegar and fermented foods such as sauerkraut n chocolate

TIP Supplement with quercetin and a good quality fish oil (I love Bare Biology) as both these regulate histamine.

MAY 2023 | www.platinummediagroup.co.uk

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RE VIE W

FURTHER READING… Can balancing your company’s values with those of your clients drive profitability up?

BY MIMI NICKLIN

I

n 2023, values-based decision-making is becoming more and more common across all areas of the business world. We see our values impact how we shop, how employees apply for roles, and in how we collaborate with, and choose, our client relationships.

Having clear values is a culture driver and a marketing value creator, but the reality for many businesses is that stating they have clear values and then actually living by them can be two distinctly different realities.

The balance between organisation values and the need for sales conversion and growth can be a subtle and complex

The reality for many businesses is that stating they have clear values and then actually living by them can be two distinctly different realities

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balance to master. Those that get it right will win in the long term, but this can be full of difficult decision making in the short term. Living by your values means that leadership teams must assess and evaluate each business decision as to the fit of those values. Frequently they will find that they are facing occasions where the fit and the financial return are not a natural fusion.

Our values shape how we see and experience the world, and it is the business leaders themselves that set the tone for the entire business’s approach to engagement and relationships – both internally and externally. These values impact everything from hiring decisions and HR, to

YOUR OWN PERSONAL TIME MACHINE: GET YOUR LIFE BACK

by Ian Child

Published by Equeum, 2020 In this uniquely entertaining yet hugely practical book, Ian Child takes you on a whistle-stop tour of your job, your life, and your daily routine, showing you the secrets to reclaiming your life and getting back your time. The target? Could you somehow claw back an incredible 42 hours per week? That’s a quarter of your life, effectively doubling your free time! Surely that’s got to be impossible?

After all, you’re already so busy…

Being clear in your values and how they are shaping your teams’ goals and ambitions for the future can help clients find and choose you values in an authentic way. When this matches optimally it allows the business to seamlessly balance humanism with capitalism, ensuring we can create opportunities for people and profit to thrive simultaneously.

Being clear in your values and how they are shaping your teams’ goals and ambitions for the future can help clients find and choose you, but equally these need to stand as a fi lter for your own business choices ensuring that clients that don’t share your values don’t find a place in your roster - regardless of the financial potential they bring to the table.

These decisions can have a short-term impact on the potential upside of the new relationship, but they protect your business consistency and corporate culture so deeply in the medium term that they outweigh any short-term loss instantly. In the end it will be your people and your beliefs that make you sustainably competitive and no quick win can match the power of these long-term assets. client chemistry, payment terms and pitching process.

Regenerative Leadership, which hones the ability to use empathy as a skillset to create improved business performance, enables us to consider the world from the multiple perspectives of others and match these to the organisation’s

Mimi Nicklin is an empathy expert, the CEO and Founder of global branding agency Freedm, and author of ‘Softening the Edge’.

For more information, see www.empathyeverywhere.co

EDUCATED: A MEMOIR

MEAN PEOPLE SUCK:

Published by Random House 2018 Given how common imposter syndrome is in students, Educated may be a compelling read for anyone in academia plagued by the phenomenon.

Written by Tara Westover, a writer and historian, the book is her memoir of a remarkable journey. It begins with her childhood living on a rural farm in Idaho and culminates in her rise to eminence, gaining a PhD from Cambridge University. # 1 New York Times, Wall Street Journal and Boston Globe bestseller.

Published by Marketing Insider Group, 2019 This insightful guide shows leaders, and employees how more emotional communication increases profits and enhances lives. The author uses real-life experience and proven research to show why instead of blaming others, we can look inside ourselves, and learn how to use empathy to defeat ‘mean’ in every situation.

by Tara Westover

HOW EMPATHY LEADS TO BIGGER PROFITS AND A BETTER LIFE

by Michael Brenner

MAY 2023 | www.platinummediagroup.co.uk

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ART

By KELLIE MILLER

ART SCENE Buying art for the first time

Buying art for the first time is an exciting new journey.

However, it can be a daunting process, equally as challenging as finishing a building project or moving into a new home with many bare walls. People also buy art to mark a life-changing occasion – an unexpected windfall, an inheritance, retirement, a promotion or a birth – with a piece of art. But where to start?

The first thing is to establish your style. Do you like abstract, representational or figurative art? Be curious and remain open to inspiration.

If buying art in a partnership, question how you make decisions. Understanding your partner’s requirements will enable you to reach a decision together without frustration.

Communicate with each other about your likes, dislikes and the reasons behind them. The process should be enjoyable.

Think about who will most benefit from the space where the art will be. If they love a piece, but you don’t, is it a room you use? Could it be in their personal space that isn’t shared?

Make a list of the spaces you are buying art for. Start with one room or even just one piece of art, then add to your collection as you become more confident with your choices.

Do you need to decorate? Can you allow the art to inform the colours in the room/space instead of the other way around? Buying art pieces just because they match your sofa or walls is inadvisable. Ideally, significant art purchases should be the main feature of your décor. It can be a starting point, but it is not ideal – the artwork will outlive your furniture and home.

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One of the most important things should be that you love the artwork; if you love it, it will fit into any space you are in.

If you intend to acquire prints to solve the problem of empty walls, make sure it is more affordable than purchasing an original that you would rather have.

See as much art as possible and identify galleries you like. Have conversations with the gallery consultants and sign up for their newsletters. A good gallery will keep you informed of up-and-coming events and new collections.

You will begin to trust the gallery owners’ judgement about the artworks they are selecting, and in time, you will feel confident buying art.

Kellie Miller is an artist, curator, critic and gallery owner www.kelliemillerarts.com

+

MAIN POINTS

• What do you want to achieve?

• Where are you buying the art for?

• What is your style/s?

• What sort of art do you like?

• Do you need to agree on the pieces?

• How do you reach your decisions?

• What is your budget?

• Buy one or two artworks at a time.

The first thing is to establish your style.

Do you like abstract, representational or figurative art?

MAY 2023 | www.platinummediagroup.co.uk

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TR AVEL

Leonardslee Lakes & Gardens An ode to spring

BY TESS DE KLERK

O

riginally established at the turn of the 20th Century by Sir Edmund Loder, the botanical wonderland that is Leonardslee has captured the hearts and minds of visitors for over one hundred years. After closing its doors for nine years, this Grade I listed garden reopened to the public in 2019 after having been thoughtfully and lovingly restored.

Spread over 240 acres of picturesque landscape, this stunning estate is home to one of the finest woodland gardens in the country, boasting a remarkable collection of rare and exotic plants, majestic trees, and vibrant flowers that create a mesmerising display of colour and fragrance. Spring is when the rhododendrons burst into bloom with a riot of colours, ranging from soft pinks and lilacs to fiery reds and oranges.

The fragrance of the flowers fills the air, creating a sensory experience that is both uplifting and invigorating. Some of the rhododendrons date back to the 19th century and reach impressive heights of up to 50 feet!

Appreciate the symbioses of nature and art as you meander through ‘The Walk of Life’; the splendid exhibition of sculpture by renowned South African artist, Anton Smit.

His monumental works made from bronze, resin and steel are thoughtfully placed in harmony with the gardens and lakes.

This stunning estate is home to one of the finest woodland gardens in the country 36

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How fortunate we are to have the beautiful Leonardslee in the South East A poet as well as an artist, he offers further meaning to the works with verses of his own and others, including Thomas Hardy and William Carlos Williams, which are featured alongside the works of art.

Along your way, you may well come across the resident wallabies who have roamed the estate since the early 1900s or any of the other rare wildlife such as emperor dragonflies and damselflies, white admiral and purple hairstreak butterflies and migratory and native birds - kites, great tits, tree creepers, nuthatches, woodpeckers and nightingales, that have chosen this protected ecosystem as their home.

How fortunate we are to have the beautiful Leonardslee in the South East. Whether you’re a nature lover, art enthusiast or simply looking for a peaceful escape from the hustle and bustle of everyday life, these enchanting gardens are sure to leave you feeling grounded and connected to the very nature that sustains us. www.leonardsleegardens.co.uk

MAY 2023 | www.platinummediagroup.co.uk

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BRIGHTON FESTIVAL Brighton From the first Festival held in 1967, and featuring performances by Laurence Olivier, Anthony Hopkins, The Who and Yehudi Menuhin to the present day, Brighton Festival is now the largest arts festival in England, and one of the major milestones in the international cultural calendar.

It has a long tradition for attracting the most exciting performers from across the globe, as well as promoting local artists, and bringing fresh, challenging new work to Brighton.

This year’s guest Artistic Director is musician, writer and broadcaster, Nabihah Iqbal.

Across Brighton & Hove May 6th-28th www.brightonfestival.org

WHAT’S ON...

A brief snapshot of art and culture in Sussex and Surrey

LEONARDSLEE LATES Lower Beeding Immerse yourself in colour and sound this May Bank Holiday weekend at Leonardslee with a new series of late-night openings. Explore our 240-acre estate during our peak flowering season, as the sun sets and twilight settles across our lakes and gardens. With live jazz and swing music, award-winning wine from our sister estate and mouth-watering food each night, it’s an evening not to be missed.

Leonardslee Lakes & Gardens, Lower Beeding, Nr Horsham May 26th-28th www.leonardsleegardens.co.uk/ all-events/leonardslee-lates

PUB IN THE PARK

GLASTONWICK 2023

Brighton Pub in the Park brings you the ultimate food and music festival experience this summer. The brainchild of chef Tom Kerridge, each festival celebrates everything there is to love about the glorious British pub; delicious food, awardwinning chefs, chart-topping music, great drinks but above all else a fantastic time with friends and family.

Coombes The 26th Glastonwick Festival of Beer, Music, Poetry and Beer (or 28th if you count online shows) returns to Church Farm, Coombes this summer. Over 60 different ales, over 25 acts, including 11 first-timers. Camping available throughout the weekend.

Church Farm, Coombes, Nr Lancing June 2nd - 4th www.glastonwick.uk

Preston Park, Brighton July 14th-16th www.pubintheparkuk.com/brighton

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DYING TO MEET YOU

CORONATION CELEBRATIONS

CAMPERVAN CAMP OUT

Uckfield The Company Upfront returns to bring another evening of murder, mystery and mayhem. Enjoy a three course meal while you witness the murder, interrogate the suspects and discover the murderer!

Welcome to groovy ‘London Town’ in the Swinging Sixties, and dating agents Serge and Petra are planning a Lonely Hearts Club event… but there is murder afoot!

Groove on down and help to solve this terrible crime, man!

Bexhill-on-Sea To celebrate the Coronation of King Charles III, Bexhill is hosting one of the biggest events in the South East. Pack your picnic blanket and your hamper and head towards the De La Warr Pavilion where you’ll find a giant outdoor screen to watch the BBC’s coverage of the ceremony and processions in London.

This precedes an afternoon and evening of live music from local favourites: Rother Community Choir; Lea Goddard; Sound Syndicate; The Rockitmen.

Ardingly Join for the day or stay for the weekend at the brand new campervan festival.

A phenomenal line-up of live music from 11am every day awaits including a DJ set from Craig Charles. Visitors can also browse the Campervan Shopping Village (new and used vehicles for sale amongst outdoor leisure accessories), the self-builds and conversions, try some of the workshops in Wellness Sanctuary.

MURDER MYSTERY DINING EXPERIENCE

Luxford’s Restaurant, Uckfield May 12th www.civiccentreuckfield.com/ events/dying-to-meet-you

De La Warr Pavilion, Bexhill May 6th www.bexhillchamber.org/coronation

South of England Showground, Ardingly May 5th-7th www.outandaboutlive.co.uk/ shows/information/campout

CASTLE NIGHT TREK Hailsham Grab your head torch, pull on your walking boots, and trek the night away in the vast and stunning grounds of Herstmonceux Castle Estate, to raise funds for local children’s hospice care.

Join us on a magical and unique 10k night time charity walk.

Be a beacon in the darkness for children’s hospice care, on this all-terrain route through 1066 Country! With a brand new route for 2023 we’ll be seeing the sun set as we trek through the fields and forests of the iconic Herstmonceux Castle, with lights to guide your way.

What you’ll get n The chance to explore the castle grounds as never before! n Hot chocolate on route and a glass of bubbly as you cross the finish line n Medal made of wood from the castle grounds n Full fundraising support from our experienced team n PLUS free Castle Night Trek t-shirt to wear with pride Herstmonceux Castle, Nr Hailsham May 13th www.chestnut-tree-house.org.uk/ events/castle-night-trek

MAY 2023 | www.platinummediagroup.co.uk

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TORQUE GIRL

DYNAM IC

It’s a BUZZ… but at a price I was particularly looking forward to reviewing VW’s ID.Buzz SWB (short wheel base for the uninitiated in such things) as this is in essence a very smart van or people carrier if that sits more comfortably with your sensibilities. By FIONA SHAFER, MD of MDHUB

To manage your expectations, this is not a fully kitted out ID. Buzz Camper van; that is a few years off according to the good folk at VW. But it will give you good insight into what a treat you will likely be in for.

The ID.Buzz has won an armful of awards including the ‘What Car?’ Van Awards 2023 and the Icon of the Year 2023 at the GQ Car Awards, so my advance expectations were high.

Imagine my surprise when the Buzz moodily reversed into my drive looking like a Private Ambulance. Blimey, had I already gone to heaven and was looking down on myself?

I had been expecting a sunny yellow or mint green twotone beauty which was immediately going to make me want to jump in it and head off on a hippy seaside adventure.

No such luck, a bespoke paint job will set you back an eye watering £1,800.

‘Style over substance’ and ‘practicality’ sprung to mind on more than one occasion with the Buzz as the silver birch-coloured upholstery immediately made me nervous; rather like arriving at someone’s immaculate home with cream carpets and just knowing you will be asked to take your shoes off.

Th is seemed too incongruous for me and made me wonder rather cynically if the light upholstery was merely there to add to the sense of spaciousness of the vehicle for marketing purposes.

Hugely practical outdoor vehicles need upholstery colours that will not show all the dirt and scuff marks.

My very first SWB experience involved a fair bit of clambering in and out and almost falling out after I forgot that I was in a van, and that VW had not provided a handy ladder to convey me to the ground. I have a new found respect for all delivery

The top speed of 90 mph is largely irrelevant as it is unlikely that you will ever do this

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TECH STUFF MODEL TESTED: Volkswagen ID. Buzz Tech Pro POWER: 174 PS / 77kW SPEED: 0-62 in 10.4 secs TOP: 90mph ECONOMY: 3.7 miles/kWh RANGE: 313 miles PRICE: £53,365 PRICE AS TESTED: £56,105 The dull colour they delivered to me

POSITIVES • It’s electric, and on a rapid charge will set you right in 30 min.

At home on a 11kW, a three-phase will do the same in 7.5 hours • No CO2 emissions • It’s really easy to drive • It is a viable alternative to the Tesla Model 3 • Great turning circle • Easy to get into tight spaces • The rear seats go flat and you could get a double mattress or a surf board and a whole lot of IKEA in the back.

• Lots of deep storage pockets in the doors

NEGATIVES • The infotainment system – is really frustrating. It took me ages to try and work out and in the end, I lost patience. I have no doubt that if I upgraded to the Infotainment Package Plus for £1,560, it would be a whole lot easier • You can’t open the windows in the back, so there is no ventilation at all • The seal on the side rear door sticks out when you shut it and can only be resolved by opening the front passenger door first and then closing the rear door – this is a very poor and illogical design flaw • The Boot lock / clip to shut the boot door sticks out and will brain anyone who is above 5ft 7 inches.

It’s a great lifestyle vehicle, but think very carefully about your budget before buying one

8/10

I have to say that this is one of the easiest vehicles I have ever driven drivers and tradespeople who do this daily, especially the cool plumbers who I know who regularly enjoy converting and transforming their VW vans – of which I am sure this ID.Buzz will be a great and exciting project.

I have to say that this is one of the easiest vehicles I have ever driven – it’s fun, has bags of room, it has little VW insignias tucked away on the body work, ambient lighting with a choice of 10 colours, handles that light up in the dark, a “Buzz Box“ between the front seats that you can remove if needs be. It contains an ice scraper, bottle opener and draws for all the paraphernalia that we accumulate in cars; all ideal for being stuck in a snow drift – or not. The top speed of 90 mph is largely irrelevant as it is unlikely that you will ever do this such is the relaxing, soporific drive, taking in the views out of the vast windows.

My secret find was the massage function in the driver’s seat; I was not expecting a customary seat adjustment to result in some afternoon lumbar delight.

DYNAM IC

MAY 2023 | www.platinummediagroup.co.uk

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