BQ Yearbook 2018

>> N O R T H E A S T

Your essential guide to investing in the North East

YE RBOOK Your essential guide to investing in the North East

NORTH EAST

WELCOME

“Uniting is the best way to leverage funds from Westminster into the hands of those who know the area best and have its interests at heart.”

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All information is correct at time of going to print, January 2018.

Despite all the continued uncertainty surrounding Brexit – the subject is set to dominate the agenda for another 12 months – the North East enters 2018 in both good shape and good heart.

There is a genuine air of optimism, driven by the common good – putting political divisions aside to create an environment for entrepreneurs and businesses to not just survive but thrive.

Nowhere is this more evident than in the Tees Valley, where the predominantly Labour-led local authorities are working effectively with Conservative Mayor Ben Houchen to maximise the benefits of devolution.

The South Tees Development Corporation, which is tasked with transforming a 4,500-acre area, including the former SSI site, have received £123 million in the Budget to push ahead with their plans.

It shows what working together and ambition can achieve. There will undoubtedly be rows along the way, but uniting is the best way to leverage funds from Westminster into the hands of those who know the area best and have its interests at heart.

North of Tyne will soon follow having agreed an initial deal and surely, in time, so those local authority areas not yet signed up will do so. It may be a far from perfect set up but as things stand it is the best opportunity the region has to have a greater say and the means to shape its future direction.

2018 promises to be an exciting year with the Great North Exhibition of the North, centred around NewcastleGateshead, providing another opportunity to showcase our great region.

Sunderland may have lost out on the City of Culture but again the energy shown, and partnerships forged during the bid process suggest it can deliver much of its ambitions in any case and the fact the Tall Ships are coming to the Wear plus the magnificent Northern Spire Bridge on the same river will be opening gives us plenty to look forward to.

The proposed exit from the EU of March 2019 may seem a long way off, but it isn’t, and businesses will be looking for certainty as soon as they can to plan for the years ahead but as you will read in the following pages much work is being done by the North East LEP, Tees Valley Combined Authority and all the local authorities in partnership with the private sector to attract investment from near and far.

From the Tweed to the Tees, we ask how can the North East economy grow? What do we need to compete with the rest of the UK and on the international stage? Where does this region sit in the wider industrial strategy? How do we innovate and continue to be a hotbed for the entrepreneurs of both the present and the future?

We don’t have all the answers but we do have the entrepreneurs and business leaders to help shape the region and prepare it for whatever political outcomes ahead.

Paul Robertson, editor

CONTENTS 192

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REGIONAL ECONOMY

in association with

Business leaders on some of the North East’s strengths and weaknesses – and its many opportunities

INVEST IN...

A tour of the region, spotlighting strengths and clusters of high tech world beating businesses

INNOVATION

in association with

The North East continues to be a hotbed of innovation, unearthing and developing new ideas and technologies

AUTOMOTIVE

in association with

Spotlight on an industry which has become one of the greatest drivers of the region’s economy

BUSINESS SUPPORT The region has a plethora of specialists to support businesses and one such is Atlas Cloud

SERVICE SECTOR

in association with

New technology is providing the sector with a whole new world of opportunities

BUILT ENVIRONMENT

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Constructing the right environment for success and growth

RETAIL A sector that faces challenges but also has some enormous oportunities

SMALL BUSINESS

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Small is beautiful and small businesses play a vital role in our economy

DIGITAL All businesses in every sector have to keep pace with digital technology

Celebrating and inspiring entrepreneurship 101

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WHO’S WHO

Business should not only be about making money, it should also be about giving back

MANUFACTURING & OFFSHORE Demanding industries in which the North East has long led the world

FINANCIAL/BANKING A digital revolution is transforming these industries and pioneering work is being done in the North East

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in association with

Getting the best advice is crucial for a successful business

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IT & TELECOMS

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TRANSPORT & INFRASTUCTURE

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in association with

LEGAL

TRAINING & RECRUITMENT

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Bespoke

GIVING BACK/SOCIAL ENTERPRISE

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in association with

BQ’s essential guide to the people who are shaping the North East economy

in association with

Upskilling and attracting talent have never been so important

The region is leading the way in these leading edge technologies

Our links by land, sea and air underpin the North East economy

EXPORTING

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The North East leads the way in the UK’s export drive

UNIVERSITIES & COLLEGES

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The region’s universities and colleges enjoy an international reputation

TOURISM The North East is a beautiful region with much to offer the visitor

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CONTACTS SALES BUSINESS DEVELOPMENT MANAGER Helen Gowland helenG@bqlive.co.uk

SENIOR BUSINESS DEVELOPMENT MANAGER Rachael Laschke rachael@bqlive.co.uk

BUSINESS DEVELOPMENT MANAGER Mike Moloney mike@bqlive.co.uk

BUSINESS DEVELOPMENT MANAGER Hellen Murray hellen@bqlive.co.uk

ACCOUNT DIRECTOR Dave Townsley dave@bqlive.co.uk

FINANCE ASSISTANT Maria Winsper maria@bqlive.co.uk

DESIGN & PRODUCTION DESIGNER Stephen Ford stephen@bqlive.co.uk

DESIGNER Craig Hopson craig@bqlive.co.uk

DESIGNER Oliver Hurcombe oliver@bqlive.co.uk

SUB EDITOR Peter Jackson p.jackson77@btinternet.com

PRODUCTION MANAGER Steve Jessop steve@bqlive.co.uk

DISTRIBUTION ASSISTANT Sam Yard sam@bqlive.co.uk

DIGITAL SENIOR DIGITAL JOURNALIST Suzy Jackson suzy@bqlive.co.uk

DIGITAL JOURNALIST Ellen McGann ellen@bqlive.co.uk

DIGITAL JOURNALIST Chris Middleton chris@bqlive.co.uk

SENIOR DIGITAL JOURNALIST Bryce Wilcock bryce@bqlive.co.uk

PHOTOGRAPHY KG Photography info@kgphotography.co.uk

GROUP COMMERCIAL DIRECTOR Bryan Hoare bryan@bqlive.co.uk

EDITOR Paul Robertson paul.robertson@bqlive.co.uk

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@BQLIVE

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YE RBOOK

REGIONAL ECONOMY At a time of uncertainty, it is vital that we work together to strengthen our economy

In association with

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REGIONAL ECONOMY

Working together The key to creating more and better jobs in the region is collaboration says Helen Golightly, executive director of the North East Local Enterprise Partnership.

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“It’s more important than ever for us to focus on working together to make the North East a resilient, creative and forward-thinking strong economy.”

To create more and better jobs – that’s the ambition that we at the North East Local Enterprise Partnership (LEP) have for the North East and the people who live here.

Specifically, we’re working towards a target of adding 100,000 more and better jobs to the region’s economy by 2024. So how are we planning to do this?

The North East is one of the fastest growing regional economies outside London. We have a skilled and resilient population, innovative businesses, leading universities, and excellent investment opportunities – the North East is a great place to live, learn and do business.

However, in order to continue growing our economy and to create additional higher skilled and better paid jobs for the two million people who live here, we need a plan.

The North East Strategic Economic Plan (SEP) is the document which lays out a clear roadmap for how we will achieve our aim of more and better jobs. It sets out exactly how we will work with partners to grow the economy of the North East over a 10 year period and is recognised by Government as the policy document for the region’s medium term economic growth.

The SEP identifies four sectors where the region excels and where we have real potential to grow and improve the performance of the North East economy. These are: digital; advanced manufacturing; health and life sciences; and subsea, offshore and energy technologies. Alongside these sectors we’ve highlighted three supporting sectors which are key to enabling growth: financial and professional services; education; and transport and logistics.

We’ve also laid out details of the six programmes of activity which we will deliver with our partners, supporting business in the region to grow. These programmes are focused on: innovation; skills; economic assets and infrastructure; business growth and access to finance; employability and inclusion; and connectivity.

Since the SEP was launched three years ago, more than 47,000 jobs have been added to the economy, with 76% of these classed as higher skilled jobs. We’re constantly tracking our progress against a series of KPIs which show us how the North East is performing, compared with other regions in England in areas such as productivity and

employment rates.

While the North East LEP is providing the strategic economic leadership for the region, the SEP was created in consultation with partners and stakeholders, and delivering the SEP is also very much a collective effort.

Local government, universities and colleges, and the business community all have a vital part to play and we want everyone to be familiar with the SEP and understand how they can make a difference and help to deliver it.

The delivery of the SEP is overseen by our Board members – a mixture of representatives from the private sector, public sector and higher and further education, headed up by the North East LEP chair, Andrew Hodgson.

We work with experts from industry, education and local government who form our advisory boards and we have a small but dedicated team of staff who drive forward the programmes of activity identified in the SEP. But we still need the continued support of everyone in the North East business community if we are to build on what’s already been achieved and make this a success. We need business organisations to get behind the SEP and to understand how the region is working together towards its goals.

Just three years into our 10 year plan we’ve already taken huge strides and seen the region become an even more vibrant and exciting place to live and work. Employment reached record levels this year, with 76% of employment growth being in higher skilled jobs – this is ahead of our target for the 10 year period of the SEP. We’re now entering a period of political and economic change and uncertainty and it’s more important than ever for us to focus on working together to make the North East a resilient, creative and forward-thinking strong economy.

In early 2017 we refreshed the SEP to take into account changes in the economic landscape and you can read the full document, or an executive summary, on our website.

Can we meet and even exceed our ambitious targets for the North East? I believe, that with the ongoing support of the people of the North East, we can. n

Visit the North East LEP website: www.nelep.co.uk.

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REGIONAL ECONOMY

REASONS TO BE POSITIVE

Andrew Hebden reflects on the Bank of England’s decision to increase the interest rate and assesses the state of the region’s economy.

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“Ultimately much of the economy is about people and the decisions they make – and the best way to understand those decisions is to talk to them.”

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Steady growth, unemployment at its lowest level since 1975, and exports and investment increasing. On the face of it, there’s plenty to be positive about as we review the state of the UK economy as 2017 draws to a close.

The same can be said of the economy here in the North East. According to the latest data at the time of writing (late November), unemployment in the region is 5.5% - down from 6.1% the same time a year ago. There are now 1.2 million people in work in our region – the highest on record.

These stats are testament to the efforts of all those who run and work in businesses around the region. It’s their vision, graft, resilience, and ingenuity that has led to job creation on that scale.

The best part of my job as one of the Bank of England’s regional agents is getting to know a bit more about the stories that lie behind the numbers.

After all, hard data can tell us something about the state of the economy, but only so much. Ultimately much of the economy is about people and the decisions they make – and the best way to understand those decisions is to talk to them.

One of the things we’ve been discussing with our contacts recently was the decision taken by the Bank of England’s Monetary Policy Committee (MPC) to increase interest rates in November.

The increase in Bank Rate from the historic low of 0.25% to 0.50% was the first rise in over a decade.

So what explains the MPC’s decision?

It is important to remember that Parliament has given the Bank the responsibility to keep the rate of inflation – the pace of increases in prices of goods and services – at 2% a year.

At the time of the interest rate decision, inflation was 3% - a full percentage point higher than our target.

This is mainly due to the pass-through effects from the depreciation of sterling in mid-2015.

To ensure that the rate of inflation comes back down, a majority of those on the MPC agreed that Bank Rate should increase a little, starting with a rise of a quarter of one percent.

Part of the reason for this move was that very low unemployment rate I mentioned above. We expect that because of the low level of joblessness wages will begin to increase more quickly over the next year or so as companies compete to take on new staff and keep their existing workers.

That is consistent with what our contacts here in the

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North East have been telling us in recent months as it becomes harder and harder to find the talent they need.

If wages increase more quickly, prices in the shops will begin to rise more quickly as well, as companies charge more to pay for staff costs. That means a higher rate of inflation.

Also, with so few people now out of work, there isn’t much scope for the economy to grow simply from increasing the size of the workforce.

The main thing that will determine how quickly our economy can grow in the future, or the ‘speed limit’ of the economy, will be the extent to which we are able to produce more with what we have.

The MPC thinks that the UK economy is currently growing at around its speed limit. If it were to grow any faster, that would push up inflation. As a result, the MPC decided that a small rise in interest rates now is necessary to control inflation in future.

While this will have increased borrowing costs for some – for example, the cost of mortgage repayments – we expect the impact to be modest overall.

Many more people are on fixed-rate mortgages compared to the last time there was an interest rate rise.

And, of course, higher rates are better for savers.

The MPC expects that any further rises in interest rates will happen at a gradual pace and to a limited extent.

At the time of their latest decision in November, the MPC indicated that a couple of additional quarter of a per cent increases in Bank Rate are likely to be needed over the next three years.

As ever, the exact course of policy will be determined by events. The Bank Rate might rise more quickly than currently anticipated, or more slowly, or even fall, depending on how the economy evolves. That, in turn, is likely to be influenced by news about the UK’s future trading arrangements with the European Union and the transition towards them.

During this time, the reports we feed in from the North East help to ensure policymakers fully understand what is happening in every part of the UK. As the North East prepares for an exciting year ahead – including the hosting of the Great Exhibition of the North in Newcastle and Gateshead – we look forward to tracking its progress. n

Andrew Hebden is Deputy Agent for the Bank of England in the North East @BoENorthEast

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REGIONAL ECONOMY

Powering ahead Northern Powerhouse Minister Jake Barry MP says it is a new golden era for the North East.

In November 2017, ahead of launching a ‘minded to’ North of Tyne devolution deal, I visited the Turbinia – the world’s first steam turbine-powered ship – at Newcastle’s wonderful Discovery Museum.

To me, the story of this incredible vessel sums up the spirit of the Northern Powerhouse. Turbinia’s inventor, Sir Charles Parsons, was a disrupter, an innovator, and his ambition heralded a golden era for Northern manufacturing.

Arriving at Queen Victoria’s diamond jubilee unannounced, Charles paraded his ship, dodging a pursuing Navy picket boat and grasping the opportunity to demonstrate its abilities in front of the gathered crowd.

And he was rewarded for his audacious publicity stunt.

His Wallsend-based business thrived, and the Admiralty eventually confirmed that all future Royal Navy vessels were to be turbine-powered.

The three authorities who recently joined together to put proposals to Government for the North of Tyne devolution deal have embodied a similar spirit, and it’s one I see across the Northern Powerhouse.

They shouted about their desire to drive forward innovation, build business, create jobs and develop the careers of the next generation.

And Government has listened. I was delighted to join the leaders of Northumberland Council, Newcastle Council and the Mayor of North Tyneside to launch this £600m ‘minded to’ deal at the University of Newcastle in

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“We must seize all of the economic opportunities before us to support the innovators, manufacturers and exporters turning the Northern Powerhouse into a globally-competitive economy.”

November. There’ll now be a period of consultation with all seven constituent authorities of the existing North East Combined Authority to turn this into a binding agreement under one authority with a new, powerful elected mayor.

This represents a major transfer of power away from Westminster and closer to people. It’s a pivotal moment for the North of Tyne area and the people that call it home; new powers and tools to drive forward regeneration and a large-scale, long-term fund to boost the local economy. It’s also a big win for job-creation not just for the North of Tyne but for the whole region; at least 25% of the 10,000 new jobs being created as part of this deal will be for residents living in the South of Tyne.

Having a world-class education system to raise the next generation of creative minds and highly-skilled young people will be a key factor in the success of the North of Tyne’s economic future. That’s why education is a cornerstone of the deal, with emphasis on skills and employability as a way of helping to ensure everyone – no matter their background or where they live – has the opportunity to shine.

The multi-million pound long-term Government investment will help ensure the local economy is even more attractive to businesses and private investment.

A stronger local economy will encourage more talented workers—from engineering graduates wanting to follow in the footsteps of Charles Parsons to professionals at the height of their legal careers—to have greater access to more job opportunities in the local economy.

More broadly, it’s clear that an economically resurgent and politically empowered North of Tyne and a buoyant local economy across the North East are very much key to our vision for a strong, globally-significant Northern Powerhouse.

This devolution agreement comes after recent announcements made by the Chancellor who announced a funding boost of up to £1.8bn for the Northern Powerhouse.

This includes the £337m boost to replace 40 year old

trains on the Tyne & Wear Metro system with a brand new Metro fleet, bringing significantly improved performance and reliability.

And alongside this, the North is set to receive £436m from the Transforming Cities Fund, including £59m for the Tees Valley Combined Authority, to really drive forward productivity by improving connectivity in city regions between metro, suburban, and rural areas.

We’re serious about delivering an economy that works for all and, having lived and worked in the North my whole life, I’m determined to do my bit to ensure all the economic resources are in place to get the job done.

We must seize all of the economic opportunities before us to support the innovators, manufacturers and exporters turning the Northern Powerhouse into a globallycompetitive economy.

It seems appropriate that, next year, the Great Exhibition of the North will be held in NewcastleGateshead.

This will reveal to the world how the great art and culture, design and ingenuity of the Northern Powerhouse has shaped all our lives.

And there are so many opportunities for businesses to get involved, back our #getnorth2018 campaign and help us build tomorrow’s economy with the Northern Powerhouse at its centre.

Like Charles Parsons, as we enter this new golden era for the North of Tyne, let us go forward audaciously, knowing that our best days lie ahead. n

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REGIONAL ECONOMY

We need more

magpies Sarah Glendinning, regional director for the CBI, says businesses need support to adapt rather than stick with what they know to help the North East economy to thrive.

A New Year represents the opportunity to both reflect and look forward. An opportunity to take stock but also make plans. Brexit has obviously dominated the headlines in 2017, but we must not lose sight of what opportunities lie ahead in the national agenda for 2018 The world is moving at such a fast pace that it can feel out of control, but there are constants. Businesses need clarity and certainty, but they are also pragmatic and while Brexit uncertainty looms, every day companies are planning for the worst but hoping for the best. Many we work with are looking at what they can control, what they can directly influence.

One area lies within the Government’s Industrial Strategy.

Nine in ten firms see a modern Industrial Strategy as vital to improving standards in the face of Brexit uncertainty and a sombre economic outlook. This is a route to raising living standards in every corner of the country.

Productivity and growth through local industrial strategy is critical and working as a region we can maximise the opportunities the announcement of the white paper represents – an announcement where focus on five foundations - the five priority areas of People, Ideas (Innovation), Business Environment, Infrastructure and Place – are at the heart of improving productivity.

The white paper includes a clear vision of what we want the UK economy to look like in 2030, focusing on research

and innovation, and sets out an approach to tackle this lacklustre productivity performance.

This year the CBI set out to research the reasons for the variation in productivity across businesses in the UK and ways of tackling the problem.

What the research has shown is that we need to move more businesses from being “Ostriches” to becoming “Magpies”. Magpie companies have the skill and the will to find and adopt readily available technologies and management best practices – proven to lift productivity and pay. Ostriches stick with what they know.

The latest in cutting-edge technologies always catch the eye – and the headlines. Three technologies in particular Artificial Intelligence (AI), the Internet of Things and Blockchain - are not just on the business fringes anymore, but shifting rapidly into the business mainstream over the next five years.

But building a successful business is not always about the next big thing in technology. If we are to truly get to grips with tackling inequality and our deep-seated low productivity problems in the UK, then we need more businesses adopting the tried and trusted technologies of today, not just looking to tomorrow.

This dark cloud of low productivity does not hang over all firms. The high-fliers of UK business are more competitive than those of many other countries. But the UK has a

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greater share of firms at the lower end of the productivity scale than France and Germany, employing over two-thirds of the workforce.

Many UK Businesses suffer from a failure to adopt that leads to big disparities in productivity and pay. Low take up of readily available technologies and management best practices is driving the UK’s productivity problem.

Best practice must reach a greater range of businesses, improving productivity through the adoption of technologies and ideas that are proven. This is what we mean by the “diffusion of innovation” More firms behaving like magpies, following what successful firms already do, and fewer behaving like ostriches sticking with what they know, would help to close the productivity gap between the best and the rest of UK businesses. Closing this gap could add over £100bn to the economy and reduce the difference between the highest and lowest earners in the UK. The UK has a great record and strong reputation for cutting-edge innovation with renowned excellence in science and research, and an improving landscape for commercialising ideas. The highest performing businesses champion innovation through outstanding R&D, collaboration and leadership.

But this is only part of the battle. Once innovations are created they are not being taken up as quickly as they should be across the economy. While support for UK

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innovation is improving, the blind spot is the diffusion of innovation.

For example, the UK lags European counterparts - in 2015 the proportion of UK firms adopting cloud computing was nearly 30% below the EU’s best performers. The proportion of businesses with website, internet trading capabilities, CRM and ERP systems in the UK today is still below levels in Denmark in 2009.

And, a crucial component of productivity is adoption of effective management and leadership styles. This is crucial as it enables firms to take up new technology and make the most of their investments.

Identifying the key areas to improve diffusion of adoption offers a golden opportunity to raise the UK’s competitiveness.

Working together, government and business can create more magpies and fewer ostriches. Creating world-class innovation is only part of the battle, however. For innovations to realise their full potential, we must get many more businesses lifting their heads and taking up the technologies and ideas that are right under their noses.

This should be made a national priority, starting with the industrial strategy and putting innovation, and the diffusion of innovations, at its heart. The North East stands ready to take on this challenge in 2018. n

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REGIONAL ECONOMY

BUSINESS AT THE HEART OF A WORKING NORTH EAST John McCabe, President, North East England Chamber of Commerce, outlines the key priorities for the year ahead

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“We see one of the key focuses of the economy in 2018 to be progress towards a positive trade deal with the EU post Brexit.”

Our region has an unrivalled track record in manufacturing, exporting and more recently digital technology. We have ground-breaking businesses who lead the world in their field.

Companies of all sizes and sectors from global car giant manufacturers to high street retailers are major employers and contributors to the success of the North East.

This strong economic backdrop gives us fantastic opportunities on which to build on and grow.

The Chamber’s role as the largest business organisation in the region, representing over 3,000 employers, is to support companies to reach their potential. Their priorities for success set our agenda. Through our indepth discussions with members we have five clear key priorities for our region for the coming year.

The first of these is the creation of an Influential North East which is essential if we are to close the gap between our region and the rest of the country.

This area of work focuses on what is needed to support businesses at a strategic level such as calling for the Government to create a true Northern Powerhouse.

We will be also ensuring that the business community is at the heart of the devolved powers in Tees Valley and North of Tyne.

Our reputation as an exporter is evident from the long-standing statistics of a positive balance of trade.

We see one of the key focuses of the economy in 2018 to be progress towards a positive trade deal with the EU post Brexit. This uncertainty is hugely detrimental to companies which is why we are pushing for a deal and clarity as quickly as possible.

It is imperative we exploit opportunities to expand our international reputation and give businesses the right platform to sell themselves overseas. We continue to

push the Government to provide more support for this key area.

The North East historically suffers from under investment in transport infrastructure although recent decisions have helped but there is still much to do. We know that connectivity is of paramount importance to our members and the business community as a whole.

Our region needs to have a regional rail network that is a fast and efficient link to the rest of the UK and beyond.

We are campaigning to get more investment to achieve this.

We want the North East to be the most competitive region in the country. To help deliver this aspiration the public sector needs to take a more business-friendly approach to procurement. There are substantial contracts available which would make a significant impact on North East firms and we want to ensure they have the best possible chance of competing for them.

Underpinning all of this we need a Working North East where everyone has an opportunity to contribute to the North East economy. The route we support for this area of work is increasing an uptake of high quality apprenticeships and improving the skills of those already in employment as well as a significant improvement in the quality of careers advice.

Looking to the future we constantly monitor how our region is faring in relation to the rest of the country through detailed research including our Quarterly Economic Survey and employment statistics.

This information shapes our knowledge of how companies are performing and highlights any areas of concern for them and helps focus our work for the coming year.

We know that together we grow stronger and 2018 may have challenges but also great opportunities. n

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REGIONAL ECONOMY

A Council with a reputation for getting things done Here at South Tyneside Council we’ve stayed true to our vision for the future with ever bolder ambition.

Our twin strategy of investment, underpinned by innovation, to deliver services is having real impact in our communities. We are creating the conditions for businesses to flourish, giving the private sector confidence to invest and in turn providing local people with job opportunities. By placing regeneration at the heart of our approach, we are creating a long-term, sustainable future for South Tyneside. A recent Local Government Association (LGA) Corporate Peer Challenge recognised us as a ‘high performing council’ and endorsed our planned regeneration and growth programme. Reviewing our regeneration successes including The Word, Littlehaven

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Promenade and Seawall, Haven Point, Hebburn Central and Haven Court, the team described South Tyneside as ‘leading the way’ in the local government sector, where major employers and development partners view our approach as a mark of a determined council that is ‘easy to do business with’ and ‘gets things done’.

Since embarking on our programme of regeneration in 2010, we have established a strong delivery track record which has helped secure leading developers and over £1.1bn public and private sector investment in our town centres, housing, schools, transport, urban and coastal regeneration.

We’re seeing genuine jobs growth too; since 2010 we’ve had

“Major employers and development partners view our approach as a mark of a determined Council that is ‘easy to do business with’ and ‘gets things done’.”

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a 7.9% increase in the number of people in employment and since January 2013 we have had a 44% reduction in the number of out of work benefit claimants.

Last year saw significant milestones in a number of key projects. Progress on our £100m South Shields 365 regeneration masterplan continued at pace. Demolitions in the town centre, necessary to facilitate Phase Two of the plan, are well underway. Work will start on site in Spring to construct the transport interchange, providing a new bus interchange and relocated, redeveloped Metro station.

With thousands of new visitors attracted to the town centre each year, creating a high quality sense of arrival through enhanced public transport facilities and improved connectivity is vital.

We have secured Enterprise Zone status for land at Holborn Riverside in South Shields which will provide the opportunity to create a high-quality employment site with the potential of 1,500 jobs and a consequential boost in spending on local infrastructure. This development will expand our provision of Grade A office accommodation allowing companies currently located in managed workspace to grow. The scheme will also provide opportunities for new residential development to further broaden our housing offer, creating a vibrant mixed use development on the South Shields riverside. This is complemented by investment further along the river at the two key town centres of Jarrow and Hebburn, where the council’s investment in community facilities is acting as

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a catalyst for further private sector economic and housing investment.

Work with our partner, Sunderland City Council, to deliver the International Advanced Manufacturing Park (IAMP) continues. A number of significant developments in the last 12 months mean we are moving closer to delivering this ambitious venture. Designated as a scheme of ‘National Significance’, IAMP, just off the A19 on the South Tyneside/ Sunderland border, is a core element of Sunderland’s City Deal in partnership with South Tyneside. It will provide a world class environment for hi-tech industries and advanced manufacturing. Expected to attract more than £400m of private sector investment and create more than 5,000 jobs in the first phases, IAMP is set to help boost growth in the region, and the UK as a whole. The Government has already pledged over £42m through the North East Local Enterprise Partnership towards including new roads, bridges and environmental enhancements. Both councils have adopted the Area Action Plan, which sets out the broad planning framework for the Park and a planning application for Phase One is now underway. Bringing forward development in a staged way will mean that up to ten specialist automotive and manufacturing businesses could be at the IAMP as early as autumn 2018.

We’ve continued to invest in neighbourhoods; our housing stock exceeds Decent Homes standards thanks to £243m of investment since 2010. South Tyneside Housing Ventures Trust has exceeded its target of 400 new homes in its first five years, with 298 already built or brought back into use and a further 118 either under construction or in the pipeline. We’ve established a housing development company, Centaurea Homes, to build and sell homes.

Alongside South Tyneside Homes and the Ventures Trust, the company will help us deliver new high quality homes to meet growing demand and create sustainable mixed tenure neighbourhoods.

With our investment and regeneration programme externally validated, we’re well on track to deliver our 2030 Future Vision of an outstanding place to live, invest and bring up families. n

Councillor Iain Malcolm, Leader of South Tyneside Council and Martin Swales, Chief Executive of South Tyneside Council.

Regional Economy Stats

The North East has over 67,000 companies (source: NOMIS, North East Businesses 2016)

Fastest rate of company growth in the UK outside of London [10.78%, 2014-2015] (Source: fDi Intelligence based on Office for National Statistics: UK Business Counts)

The North East is home to over 1.2m workers (source: NOMIS, Working Age Population – North East, 2015)

The North East has one of the lowest attrition rates (labour turnover) in the UK (all sectors)

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With a vibrant economy, skilled and loyal workforce and history of innovation the North East offers rich investment opportunities in all sectors

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NORTH EAST ENGLAND The Invest North East England team works to attract inward investment into the North East Combined Authority area on behalf of seven constituent local authorities, with a combined population of nearly two million.

The North East Combined Authority area stretches from County Durham in the South through the Tyne and Wear conurbation to Northumberland in the North. The North East has a tremendous amount to offer companies looking to set up or relocate to the area. Along with some exceptional home-grown companies such as Atom Bank, SMD and Sage plc, the area has attracted some truly transformational inward investments over the years with global giants such as Nissan, Hitachi Rail, Hewlett Packard, GE Oil and Gas, Komatsu, Ubisoft, MSD and Siemens, just some of the businesses locating significant operations and investing in the North East. In the last three years, the North East has secured 287 inward investments from the UK and abroad, leading to more than 15,000 new jobs and thousands more safeguarded. In 2017, in proportion to its working population, the North East was second only to London for creating new jobs from foreign investment.

RAPIDLY GROWING BUSINESS BASE With over 50,000 companies in the region, we have experienced one of the UK’s highest growth rates in company numbers in recent years, offering a fantastic market opportunity for investors. We are also the only region in the UK to consistently experience a positive balance of trade (we export more goods then we import), demonstrating the strength of the fantastic manufacturing sector embedded in the region.

SKILLED AND DEDICATED WORKFORCE With a workforce of 1.2 million, the North East has a large and skilled labour market. Investors to the region also benefit from an exceptionally loyal labour force with some of the UK’s lowest labour turnover rates.

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WORLD-CLASS EDUCATION AND TRAINING The region has four excellent universities with 80,000 students studying at Durham, Newcastle, Northumbria and Sunderland. We’re also home to a variety of national innovation centres which offer research and development and innovation expertise to companies in a variety of key sectors. These include: the Offshore Renewable Energy Catapult; Digital Catapult; North East Satellite Applications Centre; National Centre for Ageing Innovation; the National Centre for Subsea and Offshore Engineering; and soon the National Innovation Centre for Data (NICD) COMPETITIVE COST BASE AND EXCEPTIONAL QUALITY OF LIFE Businesses coming into the North East benefit from lower wage and property costs compared to most other areas in the UK. The standard of education, training and apprenticeships are some of the best in the country which means that companies get more for their money. In addition, ‘real wages’ are amongst the best in the UK (wages go further due to a lower cost base), and our world-renowned natural environment, heritage assets and vibrant cities and towns all help make the North East an area with an exceptional quality of life.

FANTASTIC CONNECTIVITY AND INFRASTRUCTURE The North East is blessed with superb connectivity which has led to Newcastle being named the best connected urban area in the UK (2016 UK Prosperity Index). Newcastle was also recognised as one of the top UK Smart Cities according to the 2017 Huawei Smart Cities Index. Newcastle International Airport connects the region to over 80 worldwide destinations and carries nearly five million passengers a year. The region has three deep sea ports, Blyth, Sunderland and Tyne, three major train stations with daily direct trains to London, Manchester and Scotland in under three hours and we have some of the least congested roads in the UK. The Invest North East England team is tasked with proactively marketing the North East’s key attributes to national and international investors and helping them to locate in the area. Key sectors targeted are: IT & digital, energy, life sciences, automotive & advanced manufacturing and financial, professional & business services. The team works closely with all seven local authorities in the area, and the following pages highlight what can be found in each of these.

For information on investment opportunities in the North East please visit: www.investnortheastengland.co.uk enquiries@investnortheastengland.co.uk +44 (0) 191 519 7215 or +44 (0) 7342 069 367

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FACTS A skilled workforce of over 1.2m people

Over 50,000 companies located in the region

‘Real Wages’ are among the best in the country

Fastest rate of company growth in the UK outside of London (2014-2015)

Number 1 car producing region in the UK

One of the shortest daily commute times in the UK with an average commute distance of 7.8 miles

Tyne and Wear metro system is the largest of its kind in the UK outside of London

Has 4 world-class universities offering higher education to over 80,000 students

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DURHAM Durham, a county with a rich heritage in industry and innovation, is somewhere that is fast becoming today’s beacon for business in the North thanks to a number of leading lights of the business world.

Several multi-nationals are located here including GSK, Caterpillar, NSK and Hitachi, which located its £82m European HQ for high speed rail at Newton Aycliffe.

The county also nurtures several home grown success stories such as Seaward Electronics, Kromek, Gestamp Tallent, Thomas Swan and Thorn Lighting, amongst others. These companies employ significant numbers and have invested and reinvested in the county.

Durham City is a key location for business services and has potential to grow. Since its purchase of Salvus House in 2016, Durham County Council has invested further in redeveloping the building to provide office and incubator space.

The most important business sectors are automotive,

precision engineering, electronics, health, and financial, professional and business services. But this list is not exhaustive and the county boasts a broad business base, with significant strengths in technology, engineering and manufacturing, which makes up 20% of the county’s economy (compared with 16% across the UK as a whole).

Business Durham - the county’s economic development organisation working on behalf of Durham County Council supports over 1,000 companies each year, providing advice, signposting companies to the support available and assisting with growth projects. In the last three years the organisation has helped create or safeguard over 5,000 jobs in the County.

And 32 new companies have been helped to locate in County Durham.

Support available includes the £20m Finance Durham venture capital fund, Durham Business Opportunities Programme and Digital Drive County Durham.

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The A1(M) corridor provides a focus for a wide range of businesses. NETPark, near Sedgefield, is a science park for businesses involved in high value science, engineering and technology sectors, including incubation space and the two new explorer buildings providing additional space for research and development companies who need room to prototype and scale up to manufacture on site .

Aycliffe Business Park is one of the largest business parks in North East England and is the base for a range of industrial and logistics firms. Work has now started on the 52 acre Forrest Park site, expanding on the Aycliffe Business Park development, with a further 3,200 jobs expected. There are also a number of opportunities on key sites along this corridor including the new mixed use DurhamGate development near Spennymoor as well as other key sites adjacent to Bishop Auckland, Chester-leStreet, Consett and Stanley.

The capacity of the A19 corridor is being developed. Seaham, Murton and Peterlee are key locations for new housing, retail and employment developments, which will build on existing strengths in manufacturing, engineering, business services sectors as well as opportunities for enterprises and tourism.

The county is a great place to live and work and has a proven track record in hosting world class cultural programmes, such as the UK’s largest light festival, Lumiere, which attracted record numbers when it returned for its fifth edition in 2017 and the amazing Kynren; An Epic Tale of England, in Bishop Auckland Durham is a thriving place to live and visit.

The ‘This is Durham, Place of Light,’ brand, developed by Visit County Durham, will help promote the county nationally and internationally as a place to invest, live, work and meet; shining the spotlight on the county as a place to be proud of; a beacon guiding businesses, residents and visitors alike to this vibrant place.

For more information visit www.businessdurham.co.uk

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FACTS Quality of life is excellent with a low crime rate (County Durham was ranked 7th of 43 English Police Forces in 2012).

The county has great schools and the prospects for the future workforce is bright with the percentage of students achieving 5 or more A*-C grades, including the critical Maths and English, outstripping the rest of England with 63% achieving as against 59% in England.

Population – 519,695 people, a 5.3% (+26,017) increase in population between 2001 and 2015.

Employment – 226,400 people are in employment (residence based), with an employment rate of 67.5%; there are 25,000 manufacturing jobs (14.5%) Business – County Durham has 16,585 registered businesses which employ around 170,000 people (workplace based) Self-employment – 22,600 people described themselves as self-employed in June 2016, around 6.1% of working age adults.

29% of County Durham’s residents are qualified to NVQ level 4 and above. County Durham generated £7.852bn of GVA in 2014.

The largest employment centres are in the urban centre of Durham City but also in edge of town business/industrial parks to the south of Newton Aycliffe (mostly manufacturing) and to the west of Peterlee.

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GATESHEAD Gateshead is a place of ambition, aspiration and an area that strives for continued growth. Famous for iconic art, love of sports and Europe’s largest retail and leisure complex Intu Metrocentre, Gateshead is not only an exciting place to live but also to do business.

It has experienced a huge economic restructure and transitioned from a reliance on heavy industry to a diversified economy focused on high-tech manufacturing and knowledge-intensive services.

specialisation. With Europe’s first VR industry-led centre of excellence, producing cutting edge VR and AR technology for leading brands such as Audi, PlayStation and Oculus.

Meanwhile, the Gateshead Technology Park is an attractive and dynamic home as a result of a strong sector presence, world-class facilities and a state-of-the-art infrastructure. 2018 will also see the launch of the North East’s research and development facility dedicated to emerging technologies: PROTO.

TECH SECTOR With a reputation as a centre of excellence for creativity and innovation, Gateshead is home to more than 460 software and digital businesses, employing 3,400 staff.

Young entrepreneurs work alongside global brands such as Facebook, Marvel and Disney.

Companies are also exploring new areas of

MANUFACTURING SECTOR With a strong heritage and reputation for industrial innovation, from the invention of Sir Joseph Swan’s light bulb to the UK’s largest industrial estate: Team Valley, Gateshead continues to be the leading commercial location.

Underpinning the booming manufacturing industry is the highly-skilled and motivated workforce, with access

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“The experience of setting up an office in Gateshead has been fantastic. The team have been very accommodating and went out of their way to help us out. The recruitment process was something I haven’t experienced in a while, with such talent available we were spoilt for choice.” Paddy Woods, Director - Phonovation

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to specialist skills’ academies support industries such as automotive, engineering, manufacturing, logistics and construction.

Borg Warner, De la Rue and AkzoNobel are just some of the key businesses thriving in the area.

DISTRIBUTION & LOGISTICS Positioned to provide a base from which to serve worldwide markets, there is easy access to nearby Newcastle International Airport, serving 80 worldwide destinations, and four local ports.

Follingsby International Enterprise Park has excellent access to the strategic road network, with direct access to the A167 which connects the A19 and A1(M).

The park provides a package of incentives to stimulate investment, attract businesses and create new jobs. Businesses locating on the site will benefit from reduced business rates worth up to £275,000, as well as training, recruitment and workforce development initiatives.

Spanning 22 hectares, Follingsby International Enterprise Park has the capacity to bring forward 90,000m² of development.

Designated for distribution, logistics and manufacturing use, it will support the region’s growth in key sectors, with development expected on site in 2019.

BUSINESS, PROFESSIONAL & FINANCIAL SERVICES Teleperformance, one of the world’s top 20 business process organisations, and Wordplay, the FTSE 100 global payment processing group both have significant operations in the area.

Professional services benefit from a low turnover of staff, highly skilled workforce with multi-lingual capabilities.

Voted as one of the top locations within the UK from which to do business, for its environment and infrastructure, it’s easy to see why Gateshead has proven to be the location of choice for many national and international investors.

For more information visit www.gateshead.gov.uk/invest

FACTS In excess of 2 million passengers use the Gateshead Interchange, providing regional connections via bus and Metro; the busiest bus station in Tyne and Wear.

Baltic Business Quarter and Central Gateshead benefit from broadband speeds of up to 10 gigabits per second and is capable of delivering up to 40 gb/s to meet future demand.

Low cost, low carbon energy is available through the Council’s new district energy network.

Gateshead College, which is currently ranked the number one college in the North East [for student success], provides specialist skills’ academies for industry such as automotive, engineering, manufacturing, logistics and construction.

PROTO: The North East’s first R&D centre of excellence for emerging technologies, will provide cutting edge facilities to support the region’s growing creative and innovative cluster.

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NEWCASTLE Newcastle is the regional capital of North East England and one of the UK’s core cities. With a city centre airport, access to the East Coast high-speed train and positioned on two major roads, the city is well connected to the UK and beyond. Invest Newcastle, a service delivered by NewcastleGateshead Initiative on behalf of Newcastle to attract and secure new investment and jobs for the city, works in partnership with Newcastle City Council and the private sector to help businesses locate, expand and flourish in the city.

SECTOR STRENGTHS Newcastle is home to almost 8,000 registered businesses, with knowledge intensive sectors and tech driving consistent economic growth. Home to some of the biggest names in business and professional services, Newcastle is fast becoming a legal-services and legal-tech hub which has seen companies become pioneers in innovations in document processing, automation and AI. Muckle LLP are leading the way in the use of AI and top International law firm Norton Rose Fulbright have opened their first UK innovation centre on Newcastle’s Quayside.

One of only six designated UK Science Cities, Newcastle is home to cutting-edge facilities including the International Centre for Life and the £40m National Innovation Centre for Ageing. Newcastle Hospital’s NHS Trust has also topped the table for a sixth consecutive year, undertaking the UK’s largest number of clinical trials, recruiting almost 12,500 patients. Neurexpert have joined existing organisations such as QuantuMDx, further growing the thriving life science & biotech community.

And, with the UK’s fastest growing tech cluster outside of London, Newcastle is recognised for its expertise in software, video games and data analytics. Ubisoft, Epic Games, Sage Plc, Zerolight, Viewpoint and mkodo all call the city home.

With a number of international organisations also headquartered in the city, Newcastle has become an economic hub for businesses to scale up. Virgin Money have their headquarters in Newcastle whilst industry leaders including Deloitte, Sky and Convergys see the importance of having a strong presence in the city.

SKILLS AND KNOWLEDGE HUB Newcastle’s undeniable quality of life means it is able to claim one of the highest graduate and staff retention rates in the UK. The city also has two leading universities, Newcastle University and Northumbria University, with particular strengths in cloud computing, big data and scientific research.

There are over 50,000 students studying in the city, a fifth of which are at post-graduate level. Newcastle University has the UK’s leading computing science school in terms

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“There are a number of reasons as to why Newcastle is ideally placed for Norton Rose Fulbright, including access to a strong pool of local talent and the city’s strong and growing reputation for innovation and technology.”

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FACTS

Martin Scott, Managing Partner of Norton Rose Fulbright of research impact and their EPSRC Centre for Doctoral Training in Cloud Computing for Big Data educates over 40 PhD students, the highest concentration in the UK. The city boasts four national innovation centres; National Innovation Centre for Data, National Innovation Centre for Ageing, EPSRC National Centre for Energy Systems Integration and Tyne Subsea – the National Centre for Subsea and Offshore Engineering.

NEWCASTLE SCIENCE CENTRAL: TRANSFORMING INNOVATION Newcastle Science Central is the UK’s newest science and innovation hub. Set in the heart of Newcastle it’s a unique place in which to locate, innovate and grow. Three national centres of excellence will complement The Core, and the newly opened Urban Sciences Building (Sept 17) with Newcastle Laboratory (opening 2018) and 100,000 sqft of grade A office space (complete 2019) set to attract technology based businesses to locate on this flagship site.

For more information visit www.investnewcastle.com

Companies can make operational savings of over 40% in comparison to other major UK cities

Over 30 trains to London each day – reaching the capital in under three hours

Over £12.5m investment in Newcastle’s digital infrastructure.

There are over 50,000 students researching, learning and innovating within the city centre

Newcastle International Airport is less than 15 minutes from the city centre

Home to True Potential the only UK Fintech firm to make it into the Deloitte Technology Fast 50

Three of the fastest-growing tech companies including Zerolight, Hedgehog Lab and Performance Horizon (Northern Tech 100)

Almost 1.1m people of working age live within a 30 minute drive

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NORTH TYNESIDE There can be no doubt that North Tyneside punches above its weight when it comes to what it can offer investors and businesses.

The borough boasts a range of key benefits including world class premises, competitive costs and a superb transport infrastructure. Its highly skilled workforce is one of its most important assets, with over one million people living within a 30 minute commute and close to two million people within a 60 minute commute.

For a relatively small borough, its business credentials are also particularly impressive; providing over 50 business sites including two of the UK’s largest and most successful office parks and two incentivised Enterprise Zone sites.

It is this unique mix which continues to

attract businesses to North Tyneside, enabling the borough to continue to grow despite difficult national and global economic conditions.

The riverside industrial sites and Enterprise Zones at Swans Offshore Energy Park, Royal Quays and Whitehill Point provide a superb location for firms linked to advanced engineering, marine, renewable and subsea sectors and act as a catalyst for inward investment.

The Swans site offers 17 hectares of prime space on the North Bank of the River Tyne, with made-to-measure industrial and office units, and a fully operational deep water quay with heavy load out facilities and easy access to the North Sea. The Swans Centre for Innovation, located on the main Swans site, provides flexible business accommodation for small and medium-sized firms in the offshore energy, subsea and marine sectors.

In addition, 30 hectares of the Port of Tyne’s North Tyneside estate at Royal Quays and Whitehill Point provide further

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“The Swans site offers 17 hectares of prime space on the North Bank of the River Tyne, with madeto-measure industrial and office units and a fully operational deep water quay with heavy load out facilities.”

opportunities for the growing oil, gas and wind energy markets.

Businesses locating to these sites will not only benefit from a simplified planning regime and superfast broadband, but may also qualify for business rate discounts.

North Tyneside is also home to leading examples of innovative, people-friendly business parks including Quorum which offers one of the most attractive location packages in the country. Over 5,000 people work on the park which is occupied by a range of companies including Tesco Bank, Convergys, Balfour Beatty and Home Group.

Cobalt Park, the largest and most successful office park in the UK, offers over two million square feet of office space. The park is now 90% occupied and home to more than 14,000 employees. It is the location of choice for national and global organisations including Procter & Gamble, Accenture, DXC Technology and Santander.

The park’s developer, Highbridge, is also behind Indigo Park which is capable of accommodating 1.3 million sq ft of bespoke manufacturing and distribution space with the potential to generate more than 1,000 jobs.

Added to this, the borough provides a number of mixed use business sites including Balliol Business Park which boasts Greggs plc as one of its many tenants.

Tyne Tunnel Trading Estate has also attracted companies from a range of key sectors due to its strategic location adjacent to the A19 Tyne Tunnel approach. Current occupiers include Maersk, Aquatran, Soil Machine Dynamics (SMD), Kitwave and Advanced Industrial Solutions (AIS).

For further information on opportunities and business support available in North Tyneside please visit www.investnorthtyneside.co.uk, contact sean.collier@northtyneside.gov.uk or call 0191 643 6409.

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FACTS Over 50 business sites including the UK’s largest business park

Provides access to over one million people within a 30 minute commute

Home to two enterprise zone sites

Industrial property costs are a third of those in London

Average house prices are 45% lower than the UK average

Newcastle International Airport has direct routes to over 80 destinations and served 5m passengers in 2017

Over 40 trains travel daily to London, reaching our capital in 2hr 45mins

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NORTHUMBERLAND Northumberland is an outstanding business location, with great UK and international businesses that have chosen to make Northumberland their home. Boosted by its skilled, flexible and hard-working people, and the region’s worldclass research base. Northumberland offers a wide range of business premises and sites for investment and its excellent transport and communications links make it a fantastic place to live and work. Northumberland is home to key industries including healthcare, advanced engineering, subsea, oil and gas, renewables, manufacturing and food and drink.

Investment continues to flow into Northumberland with AkzoNobel’s state of the art £100m paint manufacturing facility in Ashington.

Key sectors include:

ENERGY: OIL & GAS AND RENEWABLES Our engineering skills, proximity to North Sea energy resources, port infrastructure and easy road access have made Northumberland a natural home for the UK’s offshore energy industry. The Offshore Renewable Energy Catapult is located in Blyth, giving Northumberland a pivotal role in offshore renewables. Industry-leading companies include EDF Energy Renewables, PII Pipeline Solutions, North Sea Link, Techflow Flexibles, Royal IHC, Deepocaen and Global Marine Group.

HEALTHCARE AND LIFE SCIENCES Northumberland is home to an impressive array of pharmaceutical businesses, and it has a growing presence in biotechnology. Leading companies include Aesica Pharmaceuticals, Piramal Healthcare and Merck Sharp and Dohme (MSD), Arcinova and Thermo Fisher Scientific.

ADVANCED MANUFACTURING The UK is a world leader in advanced engineering, and it is at the heart of the Northumberland economy. Capabilities range from mechanical engineering, through advanced composite materials to pipeline technology, as well as unique

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niche products. Leading engineering and manufacturing firms based in Northumberland include Draeger, AAF, Tharsus group and Aavid Thermacore Europe.

STRATEGIC SITES Its strategic sites offer a tremendous choice of locations for businesses, including serviced sites, advanced industrial factories and offices. Offering urban sites or idyllic rural locations, it can accommodate everyone, from start-ups and microbusinesses to major multinational companies.

Northumberland provides an impressive portfolio of strategic sites with Enterprise Zone (EZ) status such as Energy Central sites at the Port of Blyth, Ashwood Business Park and Ramparts Business Park. EZ sites offer simplified planning regimes and tax benefits, enjoying the benefits of excellent road connections and access to Port facilities. They are suitable for a wide range of manufacturing and service sector uses.

ARCH COMMERCIAL PREMISES There are a number of modern business parks, business incubators and serviced enterprise centres in Northumberland.

Arch Workspace provides high quality, professional business space in Northumberland and County Durham.

SUPPORT PROGRAMMES Businesses located or investing in Northumberland can benefit from a range of business support programmes including Business Northumberland, the delivery of the North East Rural Growth Network which includes access to a number of grants and incentives such as the Strategic Economic Infrastructure Fund and the Rural Business Growth Fund.

For more information visit www.archnorthumberland.co.uk

FACTS Seven strategic Enterprise Zone sites

World leading cluster of 530 companies operating in Energy

A globally recognised offshore energy site through the ORE Catapult facility in Blyth

Northumberland College are proud to be the ONLY training partner in the UK accredited to deliver the Internationally recognised BZEE standards for ‘Level 3 Wind Turbine Technician Studies’ which is also fully accredited with the Global Wind Organisation (GWO).

Newcastle International Airport has direct routes to over 80 destinations, serving 4.6m passengers every year

1,300 employees serving the advanced electronics sector

Established network of over 340 advanced manufacturing and automotive companies

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SOUTH TYNESIDE South Tyneside is an exciting and vibrant location in which to invest and grow business. With a series of ambitious regeneration projects, our relentless focus on economic growth and regeneration is driving private sector confidence. We have established a reputation for delivering transformational economic regeneration projects including South Shields Seafront, Harton Quay and our three key Town Centres.

Inward investment is central to our aspirations for job creation and we have a strong track record for attracting investors. We are home to innovative start-ups seeking growth and established global organisations setting up a North East England base. The number of annual start-ups is increasing every year with 3,315 new businesses in the Borough since 2010.

Global organisations such as Barbour choose to retain their roots in the borough; while we are also attracting exciting new start-ups with ambitious growth plans. We support businesses of all sizes, in all sectors, but with particular focus on advanced manufacturing, engineering, digital and ICT together with business services. Overall since 2010 we

have seen an increase in employment levels of almost 10% with around 8,500 more people in employment.

We support some of the best digital and ICT providers that the North East has to offer. Our reputation is growing as a location which nurtures innovative companies which we support with award-winning business centres including One Trinity Green – accommodation tailored to the digital and creative sector.

Further investment is underway at Monkton Business Park in Hebburn where construction of three industrial units will create 55,000sqft, and accommodate around 100 new jobs in the Borough. An addition to the established and thriving Monkton Business Park, located in close proximity to both the A1 and A19, the units are expected to the market by Autumn 2018.

High quality accommodation and a skilled workforce with a reputation for exceptional customer service make us a very attractive location for high-profile business services organisations.

Holborn Riverside Enterprise Zone in South Shields will further extend our support to the digital, ICT and business

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sector, with the provision of Grade A office accommodation. The development could create up to 1,500 additional jobs for the region in an area already marked as an Enterprise Zone.

Our location on the A19 economic corridor helps place us at the heart of the North East’s manufacturing hub supported by global transport connectivity from the thriving Port of Tyne. South Tyneside has excellent import and export infrastructure nationally and internationally, including the A1 and A19 road network and established exporting links to Europe.

We have well-advanced plans in place for a new International Advanced Manufacturing Park (IAMP) which will allow us, alongside partners Sunderland City Council, to build on our strengths in automotive manufacturing and unlock significant opportunities for enterprise and employment for the region. Work is scheduled to start on site by Summer 2018, subject to planning permission, with the first businesses opening at the IAMP as early as summer 2019.

The IAMP, designated a Nationally Significant Infrastructure Project, will bring a predicted £400m plus in private sector investment and the creation of over 5,000 new jobs over the next decade. The development will encourage further inward investment in services supporting key growth sectors including high value manufacturing, energy, and marine.

Our ambition is to create a world-class strategic employment site that will reinforce the region’s growing profile as an attractive location for national and international business investment.

Initiatives of this scale demonstrate the extent of our continued ambition to create investment and infrastructure that supports significant business growth and employment for South Tyneside and the region.

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FACTS South Tyneside is home to one of the most extensive port operations in the UK with deep river facilities at the Port of Tyne.

Highly skilled workforce and industry led skills programme to meet business needs.

Direct access to London Heathrow, Amsterdam Schipol and Dubai from Newcastle International Airport.

For more information visit www.investinsouthtyneside.co.uk 2hr 45mins to London from Newcastle Central Station (30min drive).

South Tyneside is a well connected Borough working towards achieving 99% SuperFast broadband coverage by 2018.

Over 28,000 people are employed in the North East ICT sector, with over 50,000 students studying STEM subjects at its universities.

Businesses locating in South Tyneside will benefit from competitive property costs plus access to a skilled, productive workforce.

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SUNDERLAND A massive figure of more than £1.3bn is committed over seven years to build new developments and infrastructure projects which will transform Sunderland and create a strong platform for long-term growth.

The city’s 3, 6, 9 Vision document, published in 2017, sets out details of how Sunderland’s strategy and action programme is set to dramatically change the cityscape, create thousands of new jobs, and boost the city’s cultural impact.

The city, with a blueprint for future growth, is already celebrating success with major projects now underway such as the Vaux development in the city centre, Northern Spire - the new bridge over the River Wear, and the International Advanced Manufacturing Park (IAMP), all of which will create thousands of new jobs and open major new opportunities for people who live and work in the city and North East region.

There are now 87 overseas companies from twenty different countries, together employing 26,700 people thriving in Sunderland. In 2017 more than 1,100 jobs were created and £75m of capital investment

secured from companies setting up or expanding in the city.

Construction of the first phase of the city centre’s Vaux development will complete in summer 2018 which will create high quality Grade A office accommodation in the heart of the city centre, complementing the city’s existing offer at Doxford International and Rainton Bridge.

The pace of change at Sunderland is unrelenting. The five phase Sunderland Strategic Transport Corridor is now well into its second phase. St Mary’s Boulevard has created an attractive, accessible tree-lined route into the city, and the new Northern Spire - named to reflect the 100m, 1,550 tonne pylon which forms the centrepiece of the bridge - is already dominating the river. The third phase, the £61m dual carriageway will connect Northern Spire with the city centre.

It will begin in 2018 and be complete in 2021.

The International Advanced Manufacturing Park, following planning permission, will begin to be developed in partnership with South Tyneside Council, in 2018. It will create over 5,000 job opportunities. and bring in more than £400m of private sector investment during the next decade or so by attracting a wide range of international companies to invest in the area.

The municipally owned Port of Sunderland, which celebrated its 300th anniversary in 2017, saw cargo numbers hit record levels. Total cargo passing through the

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port rose by 25% during the first half of 2017, and exports also rose during the same period compared to 2016. The results come after significant investment that has included the purchase of two cranes, major improvements to the port estate and new warehousing. A previously decommissioned rail line has also been reconnected into the heart of the port.

Work has started on Sunderland’s arts and entertainment complex which will form the centrepiece of a new cultural quarter. The Old Fire Station off High Street West opened in November 2017 after being redeveloped into a £3m restaurant, meeting room, heritage centre and dance and drama studio. This newest development will be enhanced with an adjoining brand-new music, theatre and comedy venue The Auditorium, opening in 2019.

Businesses are investing in the city across key sectors. In the last five years Sunderland’s automotive companies created 3,742 new jobs, invested £917m and built two million sq.ft. of new floorspace on 88 acres of land.

The sustainability of the big names already based in Sunderland – such as Rolls-Royce, BAE Systems, Vantec Europe Ltd, Lear Corporation and Liebherr – is matched by a host of smaller, innovative, technology-led local companies setting up and growing strongly across its many business locations.

The city also scooped two accolades in 2017 from Tech Nation and Barclays’ SME Growth Factors Index, confirming that Sunderland is one of the best places in the UK to start and grow a business. They reported that the turnover of the city’s digital tech businesses grew by 101% between 2011 and 2015, and support over 5,700 jobs. The Barclays Index also reflected high rankings for business survival rate and broadband speed.

And with approval by the City Council’s Cabinet to invest an additional £60m into major capital projects designed to drive forward the city’s economic regeneration and job growth by developing strategic assets, improving infrastructure, and encouraging inward investment, Sunderland is creating great conditions for growth.

Cllr Harry Trueman, Deputy Leader of Sunderland City Council said: “Smart, sustainable Sunderland is a growing reality, one which we are all determined to continue to invest in to bring new opportunities to the people who live and work in the city, and to secure our position worldwide as a first-choice location for business investment.”

For more information email: info@makeitsunderland.com or telephone 0191 561 1194. www.makeitsunderland.com MAKE it Sunderland is delivered by Sunderland City Council.

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FACTS Home to 87 overseas companies from 20 different countries, together employing 26,700 people

More than £1.3bn committed over seven years to build new developments and infrastructure projects to transform Sunderland

Total cargo passing through the Port of Sunderland rose by 25% during the first half of 2017

The International Advanced Manufacturing Park, will begin to be developed in partnership with South Tyneside Council, in 2018. It will create over 5,000 job opportunities. and bring in more than £400m of private sector investment

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INVEST IN ...

TEES VALLEY Ben Houchen, Tees Valley Mayor, on why 2017 was an important year in Tees Valley’s history.

In May last year it was an honour for me to be elected as Mayor of my home region. I was proud to stand on a manifesto that not only recognised the importance of businesses as part of our society, but also pledged to help them start up, grow, and create jobs.

The election of a Mayor was a significant event for Tees Valley, as it marked the point where powers for key issues

such as employment and skills, transport, culture and tourism and investment were transferred from central government to Tees Valley.

We have a long and proud industrial heritage, which has had a huge part in forming the character of our region, and the outlook of the local people. The jobs of the future will draw on our heritage, as well as our current skills, but will also

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“The jobs of the future will draw on our heritage, as well as our current skills, but will also require us to be up to date with contemporary industrial trends.”

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FACTS A1(M), A19 and A66 offer easy access to all major cities and manufacturing centres

Durham Tees Valley Airport offers flights to Aberdeen and Amsterdam, as well as specialist freight and training facilities

require us to be up to date with contemporary industrial trends.

Tees Valley is home to a number of forward-thinking businesses across a wide range of sectors.

The region has seen plenty of positive developments in the last year and it continues to enjoy significant successes across our key industrial sectors, as well as new and emerging sectors such as renewable energy, composites and digital and biologicals. Businesses here are showing their confidence in the area by continuing to invest, whilst a number of new businesses have also demonstrated confidence in the area by choosing Tees Valley for its skills, support and infrastructure.

A few months ago I was invited to the launch of Fujifilm Diosynth’s brand new £7m biotech facility at Wilton. The 10,000ft² cuttingedge facility speeds up production of bio-pharmaceuticals and clearly demonstrates the strength of the UK’s life sciences sector and the confidence that companies have in investing in Tees Valley.

We have proven that we have the right skills and talent to attract and retain global blue-chip employers.

Over the summer the Prime Minister launched the South Tees Development Corporation, which is tasked with transforming a

Excellent rail network, with mainline passenger services to London and other major cities, as well as specialist freight operators servicing key industrial sites

Teesport handles around 450,000 TEU of container traffic a year and has unique deep sea and short sea capabilities

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“Improving our road, rail, air and sea links are all priorities in the Tees Valley, as is making sure our local infrastructure has the capacity to get people to work safely and on time.”

4,500 acre area which includes the former SSI site. We have just completed an extensive consultation on our Master Plan and have received £123m in the Budget, so we can now push ahead with our ambitious plans and there could be spades in the ground as early as Q1 this year.

The Development Corporation has already received around 60 enquiries about the site from around the world, and has a number of commercial proposals to evaluate. Our ambitious plans could create as many as 20,000 jobs and, once fully developed, add £1bn per annum to the local economy over the next 25 years. The site at Redcar is the single biggest development opportunity in the UK today.

Supporting business growth means making sure our companies are connected to the wider world. Improving our road, rail, air and sea links are all priorities in the Tees Valley,

as is making sure our local infrastructure has the capacity to get people to work safely and on time.

The economic outlook for Tees Valley is very positive and I am confident we can build on our recent successes and continue to maximise our devolved powers to drive forward my ambitious Plan for Growth. I think the devolution deal we have today will be unrecognisable in years to come.

Government have already committed to working on a second deal and I’ve had many positive discussions with ministers. I have some big plans, watch this space!

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INNOVATION Innovation made the North East a world beating economic power and still drives its economy today

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INNOVATION

Listen, do you want to know a secret Elizabeth Shaw, Innovation Manager, North East Business and Innovation Centre (BIC) looks at how small businesses are leading the way.

Ssssshhhhh we have a secret... don’t tell a soul... North East SMEs are innovating!

Throughout 2017 innovation has been a core part of the regional LEP’s Strategic Economic Plans and there is certainly an upsurge amongst the region’s SMEs, with companies like Kromek, Atom Bank and Sage showing innovative talent does exist.

However, it’s the quiet ‘S’ in SME which interests me the most. Those small North East companies are challenging the status quo, taking risks and investing in change that silently contributes to the region’s economic growth and evolving landscape.

What isn’t changing is the perceptions of the North East’s small businesses and their propensity to innovate, whether incrementally or radically.

Whether it’s due to the metrics in which innovative activity is measured, the lack of understanding of what innovation means in real terms or because we are just too busy with the day job.

According to the European Commission’s Regional Innovation Monitor Plus, the North East of England’s investment in R&D is one of the lowest in the UK when compared to innovation and industrial policy trends for the UK and EU. However, the reality is far from that. Within the same report, sales for new-to-market and new-to-firm innovations in North East SMEs, with non-R&D innovation expenditures and the collaboration of innovative SMEs are

meeting the UK average and actually above the EU average.

From my own experience of working with SMEs across the region, there are many businesses quietly innovating, intuitively reinventing their core activity to be more efficient and working passionately, turning their ideas into reality, which we never hear about.

One such company is First Square Equipment, based in Allendale. The company founded by Simon Farley, designs, manufactures and sells excavator fronts and attachments for general construction, mining, demolition and marine industries. It was Simon’s in-depth working knowledge of the UK and worldwide construction equipment industry, which led him to identify a gap in the market. Simon’s conviction led him to fulfilling the gap and winning the regional Exporter of the Year Award at the North East Business Awards 2017.

Meanwhile in Blyth, Solar Capture Technologies is a solar energy R&D company, with a commercial arm and a highly innovative team led by Steve Caseley. Solar Capture Technologies supply energy solutions to a diverse range of industries from aviation, automotive, and traffic management, to street furniture and offshore all with a common goal, to supply remote power.

Over in North Tyneside, Seaweed & Co has developed a micro-encapsulated seaweed ingredient, which is so versatile it can be used in beverages and sports nutrition products to create sweeter flavours. Businesses like Seaweed & Co which are economically, socially and environmentally sustainable have come to the attention of

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“Small North East companies are challenging the status quo, taking risks and investing in change.”

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BBC Radio 4 and the BBC World Service giving a glimpse of the potential our SMEs have.

In Durham, manufacturing and engineering businesses are quietly embracing Industry 4.0 and the smart data revolution. A great example of this is So-Tech, based in Peterlee.

A 35-year-old traditional manufacturing business to the construction industry, the firm has invested heavily in providing a holistic digitised environment to drive efficiency across all areas of production.

Rural parts of Durham may be known for good beer and warm pubs, but it’s the little known businesses like BESOS, based in Barnard Castle, which are continuously innovating, and looking to develop new products for the vegan, lactose and gluten free communities, here and abroad.

What is clear is the need for these companies to momentarily step out of what can be a very lonely environment, to share their successes and at times lessons in failure.

One such opportunity is VentureFest, an annual event organised by North East Innovation SuperNetwork. For the last four years the North East BIC’s SME Innovation Programme has proudly supported VentureFest and the Innovation Showcase to uncover the latest products, services and other big ideas of the region’s most cutting-edge businesses. A key part of the event is an interactive exhibition space where businesses from across the region demonstrate how they dare to do things differently to an audience of over 700 businesses, entrepreneurs, investors and innovators.

The small businesses we engage with are so diverse. From bee hive monitoring devices and DNA based technology, to innovative engineering solutions and clean energy to isolated communities. Over the last four years our hall of fame has made a great start to changing perceptions of North East small businesses, but don’t tell anyone! n

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INNOVATION

Durham’s approach to innovation Innovation is central to the work of Business Durham which brings together those who have ideas and those who need them.

Any company which is developing new products, services or business models to meet customer needs is an innovator and Business Durham’s approach to innovation helps companies do just that, to launch successful new products into the marketplace.

Business Durham is the economic development organisation for County Durham, working on behalf of Durham County Council to deliver the environment for business and economic growth.

Innovation is central to what we do - innovative companies tend to survive longer and grow quicker. We recognise this and support innovative businesses by bringing together

those who demand new ideas and new solutions with those who can provide them.

We are immensely proud to manage and develop a pioneering science and technology park located here in County Durham, the North East Technology Park (NETPark) in Sedgefield, with over 400 people working in dozens of science and technology companies, including global leaders, such as Kromek and PolyPhotonix.

NETPark is an exceptional environment, dynamic and supportive, accelerating the growth of ambitious, innovative, high tech companies into global markets. It is a flexible business location, offering hi tech companies a

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range of options from virtual office, incubation and growth space, land development opportunities, offices, laboratories and clean room facilities, with a talented workforce and a readymade manufacturing supply chain on the doorstep.

It is also home to four national technology centres, all managed by CPI: Printable Electronics, Graphene Applications, Formulations, and Healthcare Photonics, which contain a wealth of equipment and expertise to help companies prototype and scale up products without the need for large capital investment.

These centres take the risk out of the product development process by working with companies of all sizes to help them develop new concepts to market. And we are the only science park in the UK to have two Catapult centres: High Value Manufacturing (thanks to CPI) and Satellite Applications, which we manage directly.

We continue to invest in NETPark including the recently complete 1km road, giving access to a further 26 acres of development land and the new £7.4m ‘Explorer’ development which provides additional space for research and development companies who need room to prototype and scale up to manufacture on site. These developments have benefited from North East Local Enterprise Partnership’s Local Growth Fund.

But NETPark is just the tip of the innovation support network in Durham. Our award winning offices at Salvus House in Aykley Heads offers dedicated incubation space and support in Durham city. And we support companies wherever they are in County Durham.

Innovation needs global customers, suppliers and partners.

We can help companies find them, pointing them in the

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direction of profitable contracts and new customer opportunities. We help companies go after tangible opportunities to win new contracts or investment, which could be a supply chain opportunity, a bluechip seeking a solution, or an Innovate UK call.

We connect innovators with the right experts to get their products to market faster with research expertise and specialist equipment from five universities – Durham, Newcastle, Northumbria, Sunderland and Teesside. Our in-depth knowledge of local supply chain capabilities in design, engineering, manufacturing and IT means that we “know a person who can” when it comes to bringing together the various components of an innovative product or service.

Companies looking to grow in County Durham can also benefit from Finance Durham - managed by Maven Capital Partners. The fund aims to support the growth of high potential businesses located in, or looking to relocate to the county by providing flexible funding packages tailored to companies’ growth requirements, So if you’re a science and technology company looking for a place which will accelerate your growth, come and talk to us. n

Business Durham is supported by Durham County Council

Website: www.businessdurham.co.uk Email: enquiries@businessdurham.co.uk Telephone: 03000 261261

Innovation Stats Home to seven Innovation Hubs:

The North East Business Innovation Centre in Sunderland offers support and incubator services for businesses of all shapes, sizes and sectors

The North East Technology Park in Sedgefield offers a physical and virtual technology resource to the whole of the North East

The National Renewable Energy Centre (Narec), based in Blyth, provides a unique integrated portfolio of open access testing and research facilities for renewable energy industries

The Centre for Ageing and Vitality at Newcastle University, brings together crosssectoral innovation for health and well-being

The Centre for Process Innovation (CPI), based in Redcar and Sedgefield is the process industry focus for the network of national catapult centres, helping businesses to scale up and test manufacturing processes

Software City in Sunderland and Digital City in Teesside are engines for growth in software, digital technology and media

The Automotive and Manufacturing Advanced Practice Institute at the University of Sunderland, provides facility based solutions for companies looking for innovation as a route to growth

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AUTOMOTIVE The North East came from nowhere to become one of the world’s greatest automotive manufacturing sectors and is now helping define the motoring of tomorrow

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AUTOMOTIVE

Together in electric dreams Paul Butler, CEO, North East Automotive Alliance, says the North East is in the driving seat when it comes to developing the latest technology.

These are very exciting times for the UK automotive sector having enjoyed a sustained period of growth UK production is nearing record levels. The UK has also overtaken Germany to become Europe’s leading nation for automotive productivity. At the same time, the sector is facing a technology revolution of unparalleled levels both in terms of the technology going into vehicles and in how we manufacture the vehicles.

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“Our regional automotive industry collectively generates over £11bn in sales.”

The North East is world renowned as a centre of excellence for automotive manufacturing. The region produces around 30% of the UK’s passenger cars, 26% of all Electric Vehicle production across Europe and 6,000 non-highway vehicles. We also have a globally competitive supply chain with 28 Tier 1 suppliers and a wealth of specialist SMEs and numerous R&D centres, totalling over 240 companies within the automotive sector.

Most people will be familiar with the big-name manufacturers in the region, but it is worth looking at the statistics to get an appreciation of the impressive contribution the automotive industry makes to the local and national economy. Our regional automotive industry collectively generates over £11bn in sales, exporting over £6bn annually, with a trade surplus of £2.6bn. Today the sector directly employs 30,000 people and impacts a further 141,000 jobs across the UK. In the last five years, £1.6bn has been invested into 46 regional automotive sector projects.

By 2021 we should see the sector grow by approximately £3bn as Nissan prepares for the start of production for new Juke, Qashqai and X-Trail models, and existing tier 1 companies grow and expand as they win more business and as the International Advanced Manufacturing Park

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(IAMP) welcomes new companies into the region.

To support the North East Automotive Alliance (NEAA) was launched in March 2015 as an industry-led cluster group to support the economic sustainable growth and competitiveness of the sector in the North East of England. The NEAA provides a single unified voice to key stakeholder groups and promotes the true value created by the North East Automotive sector.

The NEAA’s mission is to overcome barriers to growth by providing: • A network for sharing best practice, benchmarking and solving common problems; • Access to business excellence, skills and training, driving innovation and adoption of new technologies & processes; • A focal point for collaborative projects and access to funding; • A voice for the sector & interface with government bodies; • Promoting the sector regionally, nationally and internationally; • Aligning to regional and national strategic objectives (i.e. Re-shoring).

Today the NEAA is the largest automotive cluster in the UK with over 270 cluster participants and one of the fastest growing clusters in Europe; it is also held up as the exemplar automotive cluster in the UK. Success is down to the fact that it is industry driven, the advisory board ensure NEAA activities are focused on those areas that offer the region the greatest opportunity for growth.

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AUTOMOTIVE

“These groups have provided the catalyst for a level of collaborative working that has not been seen in the sector before.”

Over 160 industrialists provide over £500,000 of in-kind support to NEAA activities through 13 industry working groups covering five key thematic areas of network & connectivity, business competitiveness, skills, innovation & technology and trade & investment. These groups have provided the catalyst for a level of collaborative working that has not been seen in the sector before.

The North East Automotive Expo is also a beacon for the NE automotive sector and has firmly established itself as the must attend event. In September 2017 over 470 delegates attended the event which featured 100 meet

the buyer meetings with representatives from Nissan, Jaguar Land Rover, Bentley Motors, Komatsu UK, Cummins UK, Gestamp Tallent, ZF TRW, Calsonic Kansei Europe, Lear Corporation, Arlington Automotive. The event also welcomed a delegation from the Czech Republic to the region and allowed NE companies to gain a greater understanding of the collaboration, trade and investment opportunities within the Czech Republic.

The NEAA has also been working closely with Nissan, the University of Sunderland and ZeroCarbon Futures on a business plan to develop a Centre of Excellence for

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Sustainable Advanced Manufacturing (CESAM). This will be a unique facility to address industry manufacturing challenges, deliver solutions to automotive standards; provide a local demonstrator facility for key underpinning technologies such as digital manufacturing; and accelerating the adoptions and dissemination of manufacturing innovation to significantly improve productivity across all advanced manufacturing sectors.

We must ensure the region is prepared for this transformational change to the automotive sector.

Therefore is it critical that that companies in the North

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East automotive sector have access to the right skills and training opportunities in order to recruit the right people, enabling their businesses to grow. However, the development of existing staff is critical to ensure we have the high-skilled and well paid jobs needed to grow the local economy.

It is fair to say that the pace in the automotive sector is relentless – and we do not see this pace changing given the predicted growth and expansion of the sector here in the North East of England. We are certainly looking forward to a very exciting period of growth and change. n

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AUTOMOTIVE

Certainty in uncertain times Mike Matthews, MD of Nifco, is cautiously optimistic about the future and says skills must be top of the agenda.

If the end of the year offers time to reflect on achievement, then the start of the year is when we set new targets and outline aims for the 12 months ahead.

Like every other business in every other sector of every other shape, size and specialism, Nifco continues to eagerly await news of how the Government intends to tackle Brexit

and the UK’s departure from the EU. While it is vital that we start to see genuine progress from the negotiations and a pathway to a successful Brexit, I think we can remain cautiously optimistic that the quality and strength of our key sectors - automotive prime among them – have the potential to help ease the route to

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continued trading with the EU, by far our largest overseas market.

While Brexit is something we can no longer influence, we can prepare and plan for it as more details emerge.

However, there are equally pressing issues that the automotive and wider manufacturing sector must seek to address in 2018 – primarily skills.

One of the things I genuinely look forward to at Nifco is welcoming the latest cohort of apprentices. I was an apprentice and most of Nifco’s senior management team are time served apprentices – it is something we are incredibly passionate about.

I had the pleasure of spending some time with our latest recruits - a toolmaker apprentice, maintenance technician apprentice, two polymer technician apprentices, and another working in logistics and supply chain. Their enthusiasm is fantastic and one of the best parts of the job is seeing them progress through Nifco from raw green recruits, to very quickly equipping themselves with the knowledge, skill and experience to succeed.

And this pride is something I want more businesses to experience. At Nifco, we take our responsibility of training the future workforce incredibly seriously, but we need more firms in the manufacturing and engineering sectors to do likewise.

Along with chemical and pharma, automotive provides the bulk of our excellent export performance and supports tens of thousands of highly skilled jobs.

But as an industry, we are facing a genuine lack of craftsmen and women such as toolmakers, mechanical maintenance technicians and production engineers, which is caused by a dearth of firms training apprentices.

Without doubt, addressing a potential skills shortfall should be the number one priority across all of manufacturing and engineering in North East and across the UK. While we are recruiting the future of Nifco and the industry as a whole with these exceptionally talented young individuals, other firms must do more to engage in the skills agenda and explore the opportunity apprenticeships provide. The time is now for firms to start making the right moves to futureproof our sector, for it to remain the foundation stone of the regional economy.

So, my message to our industry is a rallying call to

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“We take our responsibility of training the future workforce incredibly seriously.”

implore more businesses to begin providing apprenticeships – I guarantee that very few will regret the decision.

Our industry is a powerhouse of the regional economy.

Nissan UK supports more than 7,000 jobs and for every role at Nissan, four exist in its regional supply chain. Likewise Nifco is a key ecomomic driver for the economy, we announced in the summer that turnover had increased to more than £70m, after eight years of consecutive steady, measured growth.

While growth is great, we cannot be complacent or take for granted our ability to continue growing, and long may it continue.

The North East Automotive Alliance (NEAA) published a study that proved the sector generates sales of over £11bn annually in the North East and directly employs over 30,000 within the manufacturing companies and supply chains linked to automotive.

Despite the uncertainty of Brexit, the NEAA is predicting the industry will grow by more than £3bn by 2021, which has the potential to create around 5,000 new jobs.

Manufacturing is no longer seen as the “muck and muscle” heavy industry it once was. We all operate in cleaner, tech-focused environments – something that we are successfully communicating to the younger generation planning their future careers.

We work hard, but we also work smart. The drive for continuous improvement, or kaizen, is embedded in Nifco’s, and many other companies’, working practices. We don’t rest – we’re constantly looking for areas of development, niggles to iron out in the process and new innovations that will make us more effective and efficient.

The North East is home to automotive titans – and these giants of industrial innovation and endeavour continue to provide the certainty this region needs in a time of great uncertainty. n

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AUTOMOTIVE

Sunderland spearheads a thriving knowledge economy Building a strong ‘knowledge economy’ is key to the North East’s economic growth. Sunderland is leading the way by working with innovators, entrepreneurs, universities and business organisations to build a knowledge-intensive economy.

This in turn will improve productivity and develop new areas of the economy where there is potential for future prosperity by building on strengths.

Automotive sector Sector strengths include Sunderland’s world-class automotive sector, with a thriving automotive supply sector not only producing but researching and developing new products in the city.

For example, Hyperdrive Innovation designs and manufactures its products from its Sunderland site, bringing to the market clean energy alternatives to fossil fuels and working with national and international brands to electrify

their fleets for vehicle use in city centres, construction sites and transport hubs.

It secured a £3.2m investment from venture capital firms to launch two new battery systems researched, developed and produced in Sunderland during 2017.

The company is on track to triple its turnover this year after winning a host of major international clients. It has also passed rigorous United Nation safety tests to allow the firm to ship its products across the globe without hindrance.

Hyperdrive’s CEO Allan Cairns said: “This is a game changer for Hyperdrive. We’re in a period of substantial growth, and this certification is a key driver for our export strategy.”

European R&D Lear Corporation’s decision to site its European R&D at Sunderland highlights the city’s outstanding credentials as a first-choice location for knowledge economy and R&D companies.

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“In this city we have a remarkable heritage of pioneering innovations, a formidable reputation for productivity, and a talent for creating strong international links with companies, governments and agencies worldwide.”

The US automotive giant chose Sunderland for its European Foam centre of excellence against strong competition across Europe. The investment will bring new, highly skilled jobs to the city, and further extend Lear’s presence at Rainton Bridge.

Lear Corporation’s Gideon Jewel said: “We chose Sunderland because of the proven capability and exceptional productivity of the workforce we have here and the consistent support we have had from Sunderland City Council since we opened the plant in 2011.”

ZF TRW’s UK research and development team, based at Sunderland, created new steering technology which led to a £4.6m investment over two years ago for an extension to assemble electric motors featuring the new technology.

The new development is a belt-drive electrically powered steering innovation, which cuts fuel usage and carbon emissions to make cars both more economical and environmentally-friendly. ZF TRW exports 100% of the products it makes in Sunderland.

Autonomous driving Nissan, which has invested more than £4bn in Sunderland, supports 40,000 supply chain jobs in the UK and has produced almost nine million cars since it opened in 1986, with an impressive track record of attracting new models to Sunderland, including the all-electric LEAF. The new generation electric Nissan LEAF features ProPilot technology, enabling autonomous drive functionality in single-lane highway driving.

The technology controls the steering, acceleration and braking in a single lane on the highway, assisting drivers during heavy traffic congestion or during long commutes.

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IAMP Nissan is a major supporter of the proposed International Advanced Manufacturing Park (IAMP), a nationally significant infrastructure project being brought forward by Sunderland in partnership with South Tyneside, predicted to deliver over £400m of private sector investment. This will attract new businesses, including European-scale ‘super suppliers’ linked to the automotive industry, plus a range of energy, low carbon, logistics and offshore manufacturing industries.

It will create over 5,000 additional jobs in the city.

Digital strength Increasingly the city’s tech and digital companies are engaging with the automotive sector and developing innovative ways to support their growth. The 2017 Tech Nation report confirms that Sunderland is one of the best places in the UK to start and grow a digital tech business. It reports that the turnover of the city’s digital tech businesses grew by 101% between 2011 and 2015, and supports over 5,700 jobs.

Home to over 220 software firms and the first UK city to offer blanket superfast broadband, Sunderland’s tech sector is growing in terms of size, reputation and competitiveness.

Innovation in Sunderland Cllr Harry Trueman, deputy leader of Sunderland City Council said: “Innovative companies are key to the city’s growth. Our aim is to build a knowledge economy ecosystem, in which corporate organisations and smaller businesses can find innovation solutions and cross fertilisation opportunities across all sectors.

“As with Nissan, Lear, Hyperdrive, ZF TRW and many other companies, the city’s close links between the university, businesses and city council have proved to be a winning combination, producing positive results that affect companies’ bottom lines.

“In this city we have a remarkable heritage of pioneering innovations, a formidable reputation for productivity, and a talent for creating strong international links with companies, governments and agencies worldwide. Taken together, these qualities can generate a powerful platform on which to develop a strong knowledge economy for the city, the region and the UK.”

For more information email: info@makeitsunderland.com or telephone 0191 305 1194 www.makeitsunderland.com MAKE it Sunderland is delivered by Sunderland City Council

Automotive Stats

Our regional automotive industry collectively generates over £11bn in sales

Exporting over £6bn annually, with a trade surplus of £2.6bn

Today the sector directly employs 30,000 people and impacts a further 141,000 jobs across the UK

In the last five years, £1.6bn has been invested into 46 regional automotive sector projects.

By 2021 we should see the sector grow by approximately £3bn

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BUSINESS SUPPORT Everybody needs a little help from time to time and the North East has plenty of organisations ready to provide it

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BUSINESS SUPPORT

e v o r p Im s s e n i p p a h r e k r o w e g r a h c r e p to su y t i v i t c u d o r p Atlas Cloud provides integrated solutions for cloud-based working to improve productivity.

Britain’s output per hour worked is now 22.2% lower than that of the US. With cloud-hosted technologies resulting in a 20% increase in productivity, decision-makers need to consider how their current IT setup is contributing to business performance. Newcastle-based Atlas Cloud believes remote working and an improved work-life balance should be the key drivers to increase the UK’s productivity, which is something that can be achieved by utilising hosted desktops.

Mobility is king Complete mobility is now crucial to any modern organisation. With a hosted desktop solution, businesses can give workers total access to their entire workstation from any device, at any location. All apps, data and email are stored within a secure cloud platform that can be accessed 24/7 with an internet connection. With 88% of employees working from two or more locations during a typical week, staff need to be equipped with the right

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BUSINESS SUPPORT

tools to take their work mobile.

For Durham-based Kenneth M Barrow & Co, the opportunity to work remotely whilst still being completely secure was a key driver in moving to a hosted desktop solution.

Ravi Kholsa, partner at KMB says: “We needed a solution that enabled us to embrace digital modernisation whilst still being fully secure. Staff now have the ability to work around the clock, when it suits them. The main thing is that you can’t beat the safety, security and compliance Atlas offers.”

An integrated solution not only meets the needs of modern-day workers but also leaves organisations to focus on business-critical tasks instead of dealing with multiple systems. As a result, any device can become an effective workstation that is managed by a team of experts. IT

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becomes invisible and there is minimal disruption to business with our targeted 99.9% uptime.

Improve work-life balance By removing the need to be physically present in the office to complete tasks, workers are free to take control of their working hours. The 9-5 can be abolished, making room for personal commitments that would’ve previously interfered with work responsibilities. In HAYS’ What Workers Want 2017 report, 86% of professionals consider an organisation’s flexible working policies before applying for a role. In that same report, 49% rated their work-life balance as average, poor or terrible.

Although workers are demanding more flexibility from their employers, according to Deloitte Global Human Capital Trends report 2017, only 23% of companies surveyed feel that they are excellent in helping employees

“By removing the need to be physically present in the office to complete tasks, workers are free to take control of their working hours.”

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balance personal and professional work-life demands.

To aid businesses, Atlas Cloud has partnered with the likes of Microsoft, Sage, Citrix and Symantec to deliver business-critical applications on any device. As staff no longer need to commute to the office, staff can make their work life suit them by adopting strategies such as remote working.

Claire Priestley, director of Clarand Accountants, explains that: “Applications we have used for years, such as CCH and Sage, have been seamlessly integrated within the cloud platform, allowing staff to pick up right where they left off, to enable us to securely access them whenever we need to, from any location.”

Securely access files around the clock According to McKinsey, office workers spend an average of 28 hours a week writing emails, searching for information and collaborating internally, with the average worker sending and receiving 15 emails with attachments a day. In addition to this, 59% of managers miss vital information simply because they can’t find it.

With cloud-hosted file sharing applications, such as Citrix ShareFile, workers are now free to collaborate securely and

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effectively. There is only ever one live version of the truth accessible to edit at any given time and the data can be accessed offline on any device and synced to other devices when internet connectivity is restored. It is also estimated that teams can draft documents 33% faster with a document management tool.

At Atlas Cloud, we’re able to provide organisations of any size with the digital tools they need to supercharge productivity and improve efficiency whilst remaining completely secure and in line with compliance measures such as GDPR. Cloud technologies such as application and desktop hosting are enabling workers to take control of their working day to optimise productivity and introduce new ways of working that meet their demands. n

Visit: www.atlascloud.co.uk Phone: 0191 281 0191 Email: hello@atlascloud.co.uk

Business Support Stats

The £142m Finance for Business North East programme is a suite of seven investment funds designed to drive future economic growth in North-East England

Supporting 850 businesses in the Tees Valley, Tyne and Wear Northumberland, and County Durham through loans and equity investments from £1,000 to £1.25m

Let’s Grow North East supported 200 companies with £50m of Regional Growth Fund grants helping to create 7,000 jobs

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SERVICE SECTOR Providing the advice, support, networking and encouragement to help the region’s businesses grow and prosper

In association with

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SERVICE SECTOR

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STICK WITH IT

Nicki Clark, chief executive of BE Group focuses on customers.

It’s all about the experience, stickiness and data.

The best in class in the service sector continue to adapt and change how they think as much as what they do. But one thing that seems to set them apart is their ruthless and enthusiastic focus on service experience, combined with enviable insight into their customers. The days of being at or near the top of the leader board because of your competitive price, consistency of quality or brand awareness are diminishing rapidly. It’s simply not enough.

Stickiness and how do we create more stickiness? You could be forgiven for feeling a little disconcerted but don’t resist it, embrace the sticky stuff. It’s today’s version of customer loyalty and how proficient you are at moving from a transaction to a relationship, or what you can do to give customers compelling reasons to remain engaged within your service rather than leave. The concept is not entirely new but the ways in which you create optimum stickiness are.

“

Immersive technology, artificial intelligence and machine based learning are just a few of the disruptive methods and technologies being applied right across the service sector. When you boil it all down though, if used thoughtfully and dynamically they create a step change in your ability to acquire data, analyse it in such a way that allows you to truly know your customer, use that knowledge to personalise services and solve your customers’ problems or desires before they even knew it was an issue. Following on from that the ability to then present those services or solutions to customers in the most creative, convenient and cost effective way is crucial. Those that do it well have an inherent ability to know when to mix the old with the new, when to exploit those methods described above, but also when to embrace tradition and combine the physical world with the virtual one.

It won’t surprise you to hear then that in the early part

“Immersive technology, artificial intelligence and machine based learning are just a few of the disruptive methods and technologies being applied right across the service sector.”

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SERVICE SECTOR

“It has opened our minds to so many possibilities and challenged our thinking about how we can create even greater impact.”

of 2017 BE Group took an exciting leap into the tech space by investing in Synoptica, a business operating at the leading edge of AI, machine based learning and natural language processing. Our investment cemented an already fruitful operational relationship that was enabling us to find new customers using real time rich profiles and improve the relevancy of our services to existing audiences. But what’s more exciting is how it has opened our minds to so many possibilities and challenged our thinking about how we can create even greater impact.

So, you may have a really clear understanding and way

of describing who you are, what you do and maybe even why you do it, but can you describe what your customers will experience? How do you rate your stickiness?

Marmalade or superglue? How well do you really know your customer? Do you consider the data you hold, or your ability to use it, an asset worthy of investment?

Rather than reflect on the challenges the service sector faces as you flick through the next few pages take a moment to consider the boundless opportunities that are presented by just thinking about those three simple words; experience, stickiness and data. n

Helping businesses succeed and grow. @B_Egroup www.be-group.co.uk 0191 389 8434

Service Sector Stats

Well-established FPBS cluster of 17,500 companies, including Santander, Convergys, KPMG, P&G and HP

More than 130,000 people employed in our FPBS sector

Over 30,000 people studying FPBS subjects at North East universities and colleges

Key strengths in customer contact centres and legal, financial and insurance services with more than 145 contact centres employing 40,000 people

The number of FPBS companies grew in the North East by nearly 33% between 2011 and 2015 (source: Office for National Statistics)

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BUILT ENVIRONMENT Construction is not only a sector in its own right, it lays the foundations for all the others

In association with

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BUILT ENVIRONMENT

We turn vision into reality Monument Design + Build takes an age-old approach to exceed its clients’ expectations.

Monument Design + Build Ltd are a multi-discipline architectural and building practice that conducts and delivers beautiful projects from start to finish for residential and commercial clients. Our experienced team of specialists understand precisely how to transform ideas and requirements into successful design schemes and personally managed installations.

Founders Andrew Richardson and Stephen Rutherford formed Monument Design + Build Ltd when their two companies amalgamated in 2012. Both were driven to achieve what they knew was possible with the right blend of skills and passion for great design and build.

Monument Design + Build Ltd imagine, manage and realise inspiring spaces that surpass expectation. This is done by knowing the client and their vision before taking control from inception to completion. It is the devotion to every detail in every project that results in the highest standard of buildings and structures.

Andrew Richardson, director, says: “The importance of a detailed and thorough survey cannot be underestimated.

The design team will gain a valuable understanding of the building or site, a feel for the needs of the project and it will invoke conceptual ideas for the design.

“Building is exciting and there is nothing more rewarding than completing a project and exceeding the client’s expectations.”

Stephen Rutherford, director, says: “The design process engages minds, provokes thoughts and develops ideas. A concept will be born from an idea, which will evolve and with careful consideration be turned into a reality exceeding expectation.”

OUR APPROACH It doesn’t matter how good an idea is, without the right team of craftsmen it will never be realised. Only a handful of trusted tradesmen and companies are engaged to carry out the high level of workmanship that

Profile

we demand, and our clients deserve.

Design and build is sometimes compared to the ‘master builder’ approach - one of the oldest forms of construction procedure that reportedly goes back as far as four millennia. We believe the art of building should be inspirational and enjoyable. Everyone should be proud of what’s been achieved. We care about how things look, how things work, every single detail, until we have the finished article in front of us. In industry terms, it’s not a typical process but the results are always exceptional.

Our approach minimises risks and overall costs for the project owner and allows us to overlap the design and construction phases and reduce the delivery schedule.

Every project is unique, but will generally follow these stages: First meeting - Discuss the project brief, listen to client ideas and advise on design, technical and planning issues.

Concept design - The first phase of design involves producing sketch plans and discussing ideas. Photo rendered 3D images are produced to assist in the visualisation of the completed project.

Budget - Once the concept designs have been agreed we will prepare a preliminary budget and highlight any areas of cost risk.

Detail design and planning - The designs will be progressed and detailed with regular client liaison and discussions. Any necessary application for statutory consents will be submitted. Interior and design choices will be discussed and agreed.

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Construction information - We control every aspect of this phase including building works, services, interior fitments and liaising with statutory bodies.

Construction - Once statutory consents are in place and the design choices are broadly agreed, a suite of high quality information will be produced including construction drawings and specifications.

Completion - A comprehensive snagging list will be prepared, and all works completed to the required high standard. A pack including statutory consents will be provided along with any applicable guarantees and instruction manuals. Personal demonstrations of any items installed will also be given.

Post completion - We are never more than a phone call away and offer a defects liability period of six months after practical completion.

We are regulated by the Royal Institution of Chartered Surveyors (RICS) Get in touch to find out more. n

8 Mosley Street, Newcastle upon Tyne NE1 1DE 0191 233 0808 andrew@monumentltd.co.uk stephen@monumentltd.co.uk www.monumentltd.co.uk

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BUILT ENVIRONMENT

Thirty years ago, Fred Story built his first house. Since then he has expanded his businesses, owned a football club, won countless awards and given thousands of pounds back to communities. Paul Robertson charts his remarkable career.

As Fred Story reflects on being one of Northern England’s most successful entrepreneurs, he says: “I strongly believe that ‘doing the right thing’ – whatever that means – is the most effective and successful way to do business.”

We are sitting in the head office of Story Homes and Story Contracting in his beloved Carlisle, a converted RAF complex made as good as new by the contracting arm of his business, just a few miles from where it all began.

“My dad was a small farmer and market gardener with cattle and sheep,” says Story. “I grew up there learning practical skills with my brothers, Billy and David. We all had a bullock to look after and then sell it to make money. We also grew vegetables and sold produce at the door so I was making good money at 12.

“When I went to Nottingham polytechnic, I dabbled in the

Success

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stock market and made quite a bit of money investing what I made from the farm. I never gave it a thought until recent years, but it was all a great grounding as far as running a business is concerned.”

On graduating, Story had no interest in taking on the family farm – “I wanted to be an architect but wasn’t clever enough, so became an engineer.” He had watched his brother, Billy, a plumber, buying houses, doing them up with the help of improvement grants and selling them on.

Having married childhood sweetheart Vivien and while working for John Laing construction, then Thomas Armstrong, in Cumbria for eight years, he spent his spare hours following Billy’s example.

By the time he was 30, Story had bought a small farmstead and set about converting the barn into a family home, with four plots of land behind it – all mortgage-free, such had been the success of his investments.

“My wife insisted that this project was finished before we moved in,” he says. “Previously we had lived in caravans while conversions took place and one time a mouse jumped out of the Cornflakes packet during my daughter’s breakfast time – that was the last straw.”

It was also to be the catalyst for a business that 30 years later is about to see the number of employees pass the 1,000 mark and turnover hit £290m. He was hands-on, labouring on site, as the small plot became the first four Story Homes – the very first of which is still occupied by the family who bought it.

“My passion was civil engineering but housebuilding was a route to get there while I got on tender lists,” says Story. “In the first year, we made £130,000 profit and Vivien was teaching in the local junior school. We were selling people houses in our back garden and their children were going to that school so it made us very accountable. That accountability has been a real driver for the business to deliver a quality product.

“Our motto is ‘Do it right’ – sounds very straightforward, but it means all the decisions people make. We only employ sub-contractors who go above and beyond to provide a high-quality finish using the best materials. We pay them on time and they do a great job. It is important the people who work for and with us have the right culture and values as well as the skills.”

Story Homes now has 30 schemes in Cumbria, the North East and the North West of England, as well as Southern Scotland, with regional offices in Newcastle-upon-Tyne and Chorley in Lancashire. It is aiming to build more than 800 homes this year and sell 1,000, with its sights firmly set on

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Fred on the site of the first house he built and sold.

becoming the best quality house builder in the UK. The past six years have seen the biggest growth and Story is refreshingly honest as to the reasons – the business had outgrown his capacity, while owning Carlisle United became a huge distraction.

“Like many family businesses we had a flat structure,” says Story. “Business had plateaued at £60m turnover over seven years, coinciding with the fact I had bought Carlisle.

I was making every decision and the business had reached my capacity.” Story brought in non-executive director Peter Stybelski, who put a structure in place, improving the recruitment process and leading to the appointment of Steve Errington as Story Homes’ financial director in 2012 then chief executive in 2014, with the owner becoming chairman.

He was keen the transition maintained the traditional strengths of a family business while encompassing the best parts of the corporate world – without what he sees as the madness displayed by many highly-profitable companies that damage the business by driving profit to reward shareholders rather than deal with making a little less money in tough times.

“I have given real responsibility to people I have confidence in rather than me thinking I know best on everything,” says Story. “When Steve came, there was a massive land bank because I had always invested in the business, we saw explosive growth, we had the brand and then a facility with Lloyds Bank for the first time, which has also been invested.

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BUILT ENVIRONMENT

“We demerged Homes and Contracting. Story Homes’ model is about family houses at the quality end on a volume basis. I am an entrepreneur and always thought I could buy the land, get planning, build, make profit and reinvest but we had six or seven sites that didn’t fit the new model.

“We tried to dispose of them but three quarters of housebuilders got wiped out after 2008 due to the difficulty of getting finance and the domination of the big builders – there was nobody to buy the sites. So, we set up another company – Reiver Homes – to develop them.

“We are totally committed to creating a quality product and to the satisfaction of our customers. We are all proud of the homes we create and we attract staff that share a sense of pride in what they do, something that can’t always be found easily in the industry. I am very proud of the fact houses are still advertised for sale in local papers as Storybuilt houses 15 years after they were built and that we were recently awarded five-star builder status for the third year running.”

Story Contracting is also experiencing rapid growth. The business has three areas of operation: construction, rail and plant. The plant division provides diggers and machinery to the business as well as the wider rail industry from bases in Edinburgh, Cumbria and Yorkshire and is growing by approximately 25% every year.

The construction division carries out works in Cumbria and South-West Scotland. Projects vary from factory extensions to bridge and road works, infrastructure and maintenance of industrial and commercial properties.

The rail division has grown rapidly to £35m of revenues, with projected growth of 25% a year. The company has a five-year framework agreement with Network Rail, providing secured workstreams in North-West England and Scotland, facilitated by delivery teams based in Glasgow and Cumbria.

All employees were invited to a 30th anniversary family fun day at Carlisle racecourse in September, which included Story in the stocks. The company also set up a special anniversary fund planning to give £1,000 to 30 charities, on top of an existing fund where organisations in the communities in which Story operates can apply for sponsorship.

At six-foot eight, Story is an imposing figure, having honed his talents and competitive spirit on the rugby field, but family is the most important thing in his life.

Having been married to Vivien for 36 years, they have three children. The eldest, Emma, is head of operations

in his construction division, currently on maternity leave expecting their fifth grandchild, while Ruth runs a holiday lettings business and son John celebrates his 30th birthday in this anniversary year and is currently financial director in the contracting unit.

Story is delighted that two of his children have followed him into the business but says there is no pressure on any of them. “As for me, I am just learning to be chairman and the company likes the fact I put all the profits back into the business. We all want a business that grows and to be proud of.”

What of the future? “There has never been a masterplan, it’s a case of we do that well so let’s do more of that,” says Story. “It is about continually pushing that flywheel and making it go faster. There are landmarks along the way but they are not the difference between success and failure – it’s about focusing on driving the business forward, making all the sacrifices and ensuring our customers are happy. I wouldn’t do anything else.” n Interview first appeared in BQ magazine Spring 2017.

Profile

Bespoke Building & Roofing Services, based in Whitley Bay, specialise in everything from new roof installations to extensions, boilers, glazing and property conversions and restorations.

Unit 21 Algernon Industrial Estate, New York Road, Newcastle upon Tyne, NE27 0NB 0191 607 0779 info@bespokebuildingandroofing.co.uk www.bespokebuildingandroofing.co.uk

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When only the best will do We have been in the industry for many years providing leading customer service, quality building projects and desirable roofing solutions throughout the North East.

Our team of time served builders, roofers, joiners, carpenters, electricians, plasterers, plumbers and bricklayers are perfectionists looking for only the very best from each other. Our high standards are echoed through our team on every project regardless of size or timescale.

Our Checkatrade, FMB and Checked & Vetted testimonials back this up!

We use only the finest building materials available and then offer the very best aftercare in the industry. We see ourselves at the forefront of utilising the latest technology to achieve the very best for all of our customers. Our relationships with some of the biggest brands in the industry allow us to offer all of our services at affordable prices whilst maintaining the very best in quality results.

We believe in an open policy to pricing

and make sure you are fully aware of your project costs before we ask for any commitment. With completely free consultations we are happy to visit you at home to discuss your needs in full and establish exactly what is required. We never cut corners, are always available when you need us most and more importantly are financially secure meaning we are not going anywhere. A guarantee is only worth the paper it is written on if the company still exists, with Bespoke Building we are making sure we are here to stay.

When you choose Bespoke you choose an established and reputable North East builder, giving you full peace of mind that the guarantee you receive is a guarantee you can trust. We also offer a range of finance packages, meaning you are now in a position to choose the best company for the job, and not restricted by what you can afford, after all this is your property. Bespoke do all the work from start to finish. n

Built Environment Stats

Esh have 1,200 employees across the North East and Scotland

ÂŁ1.5m funding provided from Esh charitable trust to support the communities in which we work

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RETAIL The North East takes its shopping seriously, so it’s little surprise that it attracts big brands and independent specialists

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Trusting in retail Bill MacLeod, PwC Newcastle office senior partner, looks at the challenges and opportunities facing retailers in the North East.

In PwC’s most recent ‘Total Retail’ consumer research, which looks at what shoppers want from retailers drawing out key shopping behaviours and trends, it was interesting to see how uncertain political times have led to UK consumers becoming more reliant on the retailers they know. Trust is now, for the first time ever, the second most important reason (after price) for choosing to shop with a retailer.

There’s also further concern shown on how Brexit could impact consumer spending habits with over 20% of consumers in the North East worried about the impact of Brexit on their spending plans over the next 12 months, whilst 56% also worry about their lack of disposable income.

Our survey looked at the views of more than 1,000 UK shoppers and interestingly revealed that brand loyalty across the North East region remains a priority with almost two-thirds stating that they remain loyal shoppers who know which brands and products they buy most often.

So whilst there will certainly be a number of ongoing challenges for retailers over the next year there will also be opportunities too providing they maximise brand loyalty whilst at the same time remaining competitive.

Price still remains the most important factor for determining customer loyalty with 61% of shoppers in the North East stating that they return to a retailer because the prices are competitive. That said other important reasons are that consumers trust in the brand itself with six in ten North East consumers confirming they only shop with companies they trust, particularly when shopping online to reduce any online security risk.

There’s no doubt that 2018 will be a crucial year for retailers, with the North East no exception, with the

combination of price inflation on goods and groceries will mean that brand loyalty will play a more significant role than ever. However, with prices on the up and less disposable income available to the average UK consumer as a result, retailers will need to be versatile in order to keep their customers from looking for cheaper options elsewhere - customer experience and loyalty will be the key.

One thing that has changed and will continue to do so is the fact that consumers now have more choice than ever before, both in terms of the goods and products available as well as how they purchase those goods.

Retailers too are constantly evolving with a bigger focus on online platforms and making products more accessible to the customers including choice of how, where and when goods are delivered.

Clearly the rise of digital, the ease at which consumers can purchase goods online, via an app, tablet or smartphone or wearable device as well as our increasing reliance on Amazon (87% of North East shoppers use the site) is changing the way we shop. However, something that still remains equally important to consumers is the value that shoppers in the North East continue to place on in-store experience, with the number one in-store attribute being shop staff with a deep knowledge of their product range.

Consequently as we look forward retailers need to create a retail experience that is both simple, streamlined yet maintains a human touch, blending the best of technological advances with helpful and expert staff both in-store and online. Creating the right balance and building on the loyalty of their existing customers will help to ensure that retailers across the region are best placed to take advantage of future opportunities. n

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“

“I wanted something cute, loveable and which would appeal to my daughter but I couldn’t find anything.”

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An elf IS NOT JUST

for Christmas Sarah Greenwell has been inspired by her children to start two new businesses. Paul Robertson enters her world of pure imagination.

Who would believe the North Pole was actually operated from the centre of Durham?

Spend some time with Sarah Greenwell and you will believe anything.

Greenwell is a mum on a mission, inspired to create businesses to delight her own two children, Holly, four, and two-year-old Fin, as well as thousands of other little people. It has proved so successful her other “baby” – a digital marketing communications agency she established 10 years ago – was sold earlier this year so she could put all her efforts into the magical world she has created.

Her company, called Big Little Toys, designs, manufactures, distributes and retails children’s toys, gifts and books. It all began with an Elf for Christmas. “I was sitting at night feeding Fin looking around for something for Holly, who was two at the time – I wanted something cute, loveable and which would appeal to her but I couldn’t find anything,” Greenwell remembers.

“Holly loves anything magical and is great with her imagination. I would write her little notes saying they were coming from fairies. I then came up with the idea of a character for Christmas and realised what started out as something for her could be a product for all children.”

And so the elf was born. Greenwell developed the idea alongside running her agency, Glow Creative, spending every spare minute bringing her creation to life.

Elf for Christmas was accompanied by a magical reward kit with certificates, report cards and stickers to encourage good behaviour. Greenwell built a website and e-commerce store, which included an elf name generator so the child could choose what to call him, and launched in time for Christmas 2015.

“I designed the elf and the magical kit, ordering 3,000 units,” she recalls. “When they arrived, the volume was far greater than I imagined. I thought it was enough to last me

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two Christmases and joked I might end up selling them off at car boot sales.”

She needn’t have worried. In under 10 weeks, the whole lot had been sold. “It was a massive relief and absolute chaos,” she says. “My husband Ian, mam, dad, mother-inlaw, everyone was working flat out to fulfill the orders as everything was hand-wrapped.

“I was really surprised that it took off – but the character proved to be loving and endearing. It is all the magical stuff that works, so from a parent’s point of view it is really easy.

Once they have bought the kit, they don’t have to put the effort in, they just need to get out the little cards and letters. It engages the whole family.

“We get a lot of feedback from customers about how even the grandparents engage with what the elf’s brought.

It is amazing how it works rewarding behaviour and keeps the kids believing in Santa – the magic is alive for that little bit longer.”

Interest from major retailers was swift though Greenwell didn’t have the expertise or resource to go down that route, but a trip to London Toy Fair in January 2016 was to help elf really make its mark.

She secured a distributor and further developed the concept, adding a girl elf to the range and wrote a book, “Elf’s First Adventure”. Manufacturing was upped to 30,000 units, securing shelf space at Selfridges, John Lewis, Waterstones, a range of independent toy and gift shops as well continuing to drive sales through the website.

“It just went crazy,” says Greenwell. “Nearly all the units were sold in time for Christmas 2016 – demand was enormous.”

It is all a far cry from the 35 year old’s early career. Having graduated from the University of Central Lancashire, she followed partner – now husband – Ian to Australia after he secured a job with a water company.

“I arrived in Sydney without a work permit and did some backpacker jobs, including driving the children’s train in the botanical gardens,” she says. “I then got my first job in marketing with a paper company and was promoted to marketing manager.”

Family circumstances meant a return to Durham in 2007 and Greenwell had gained enough confidence at 25 to start her first business. Glow Creative effectively acted as a marketing department for those small and medium-sized businesses that didn’t have one. The first client was the company she worked for in Australia and it took off from there.

“When I had the children, running the business became more challenging, especially as the elf idea took off,” she says. “I felt I couldn’t run both while doing justice to either the business or being a mum. It was a difficult decision – I loved Glow Creative as it was very much my baby – but I decided to focus full time on the toy sector.”

She has been able to create new accessories for the elf in the run up to this Christmas. There is now a personalised book featuring the child’s name on the front cover, with personal details threaded through the “Christmas Muddle” story.

There are advent letters, a little matchbox with 24 letters in, opened in numerical order telling the story of what is happening on that day in the North Pole throughout December. There is a sticker set plus a magical elf door to install in the house – which lights up and is how the elf gets to the North Pole.

But an elf is not just for Christmas. We are chatting at Newcastle’s Crowne Plaza hotel during the school summer holidays and it just so happens the elves are spending a fortnight in the hotel, pictured on Facebook enjoying a sleep, dinner and even the jacuzzi.

“My kids love the elves and the stories,” says Greenwell.

“It is amazing when Holly picks my book up even in the middle of summer. For me it is about making it a tradition with longevity. There is plenty of competition in the marketplace but we have a strong brand that can be handed down through generations and evolve.”

Plans are afoot to launch a non-seasonal character in the first half of next year, promoting the same values of kindness, sharing and good behaviour, such is the demand for the concept. “On Christmas Eve, the elves go back to the North Pole and the children were getting really upset about that,” Greenwell explains.

“I am always being asked what the elves are up to.

Parents bring them back for birthdays and special occasions.

We think the new character will give them another option to keep the elves for the magic of Christmas and give the business stronger all-year round turnover.”

Sales for 2017 are expected to increase significantly with work going on at trade fairs, through the website and agents for the elves to travel to Australia, New Zealand and South Africa. Future targets include Europe – translating the books to suit the audiences – the United Arab Emirates and the United States. Licensing the character could see it move to a whole new level.

“I really love it and can’t believe this is what I do,” she

says. “All the feedback has been brilliant and when I hear the effect the elves have on some children I am often in tears.”

Managing the rapid rate of growth is a challenge.

Greenwell has thus far taken part in every step of the process to ensure quality and customer service. Having worked with the manufacturer in China for two years and her distributor for one, she is ready to pass on some of the responsibility.

“I am looking to outsource fulfillment as it is a massive drain on time – up to now it has been done on the kitchen table,” she says. “We work around the kids being in bed at night packing the boxes, labelling them and posting to the customer.

“I wanted to physically see each product before it was dispatched to the customer. Last year they were all fine so now I can let that go.

“There is lots of time-consuming work in content and social media – so I draw in help from freelancers. I have accepted, rather than trying to do everything myself, I need specialists to make sure we are the best we can be across the world.”

One thing Greenwell hasn’t made her mind up on is creating an app. “I am not sure how I feel about that,” she explains. “Of course, kids love their iPad and phones but the elf is a screen-free activity and engages the whole family. I am not sure I want to encourage the brand to move away from that.”

The elf and its values are also increasingly used in schools and nurseries throughout the country. Again, the business has reacted to demand by creating worksheets and resources for the classroom.

Greenwell’s passion and energy is infectious, as is her humility. She credits the support of her sales engineer

husband Ian, all her family and friends for getting Big Little Toys to where it is today and her old boss in Australia for helping her make the most of her creative talents.

“My former boss held my job open when I had to return to the UK but said if I was staying back home he encouraged me to run my own agency, which I did,” she says. “I am very grateful for his advice and we have remained close friends.

“I have met a lot of entrepreneurs and see people who can do it. A lot of people said when I bought the 3,000 elves that I was crazy and brave but I didn’t feel brave, I just felt I could do it.

“Getting outside your comfort zone is the only way you can move forward – if I had kept Glow Creative, the elves wouldn’t be in international markets. I was constantly told the toy industry is tough, and shelf space is harder than ever to get but because I haven’t experienced anything else I don’t have anything to compare it with.

“I am always saying to Holly if there is only one thing in life to remember it is to be kind – that’s the most important. ‘If you’re kind to others they’ll be kind to you’ is the motto of the books. It is simple – it is not about preaching to be good, it is more about traditional values – it is light-hearted so parents can dip into it as much as they want.”

On top of everything else Greenwell is designing a children’s craft activity that is almost ready to go to market, helping a friend develop a new board game and setting up a consultancy to work exclusively in the toy and gift sector.

I can’t help feeling I have just met Mrs Claus and that the North Pole is actually in Durham where we all should live happily ever after. n Interview first appeared in BQ magazine Autumn 2017.

Retail Stats

The retail sector is the UK’s largest private sector employer with 2.9 million employees

66% of all retail employees work for the largest 75 retail companies

The Intu Metrocentre in Gateshead is Europe’s biggest covered mall at 2,093,000sq ft, employing around 9,000 people with annual footfall of 21 million customers spending £10bn.

Teesside Park near Stockton has an annual footfall of 12 million with an average spend of £111, with an average visitor frequency of 41 visits per year

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SMALL BUSINESS All big businesses were once small and a thriving small business sector is vital to a healthy economy

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SMALL BUSINESS

DOING THE BUSINESS Despite the uncertainty the smaller firms continue to grow.

Simon Hanson North East Development Manager for the Federation of Small Businesses looks at the key issues facing them.

It is fair to say 2017 has been an uncertain year for smaller businesses across the North East. We’ve seen yet more political changes that had a profound effect on the wider region including a General Election no one expected (and with hindsight probably wanted), the election of the first elected mayor for the Tees Valley and a North of Tyne devolution deal being agreed. This has been coupled with the broader uncertainty around what is happening with the Brexit negotiations and how this will impact on the North East and Tees Valley.

Whilst a lot of attention has been paid to the Brexit negotiations there have been some big issues that smaller businesses have been grappling with.

The revaluation of business rates was a disaster for many smaller firms. There was the imposition of the so-called staircase tax, chronic delays to relief measures, and a disastrous new appeals platform. Whilst the announcements in the Budget are welcomed the business rates regime is nothing short of a living nightmare for too many smaller businesses.

Late payment is still a huge challenge for too many businesses in the region with payment times increasing.

Finding skilled staff remains a constant barrier in meeting the ambitions that smaller businesses have.

So what will smaller businesses focus on in 2018?

Despite all this uncertainty there is some positive. We’ve seen the numbers employed by smaller businesses increase with more looking to take on staff. Alongside this, exports have seen a significant and sustained increase with small firms expecting this trend to continue into 2018. FSB research shows that the right support could double the number of small exporters even further.

Brexit Many have not seen the progress they would have liked with the negotiations or any certainty on what the UK position is.

What’s critical now is that businesses are given a firm commitment to a transition period post-Brexit. This interim arrangement must allow businesses that trade with the EU, to operate broadly in the same way as currently is the case, and maintain current terms of access to the EU customs union and single market during a time-limited period.

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“It really is make or break time for North East business.”

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“The business rates regime is nothing short of a living nightmare for too many smaller businesses.”

There are only 15 months left on the Brexit clock and we are edging ever closer to a cliff edge if negotiations fail. It really is make or break time for North East business, who are not feeling confident about investing or expansion while the UK’s future relationship with the EU after March 30 2019 remains unclear.

Devolution There’s no doubting that the momentum around devolution in the Tees Valley has gathered pace. Since the election of Ben Houchen as the first directly elected mayor for the Tees Valley we’ve seen exciting announcements that will help cement the status of the region nationally and globally. These announcements are now being backed up by funding including an extra £59m for transport and £123m for the South Tees Development Corporation.

With the North of Tyne devolution deal now agreed we are looking forward to continuing to work with the local authorities to ensure this helps smaller businesses. The North of Tyne deal offers a real opportunity to rekindle the pioneering flame here in the North East to improve our skills base, our local infrastructure and create new jobs throughout the region.

Industrial Strategy The publication of the Industrial Strategy White Paper marks the first phase of the journey to improve the UK’s productivity, leading to sustained wage growth and an improvement in living standards - but it’s essential we quickly move on to phase two.

To have a sustained and game-changing impact on the economy, the focus needs to be on how to improve productivity across the North East’s 147,000 small businesses and the self-employed. To achieve this a lot

more needs to be done to increase productivity by encouraging firms to adopt new-to-firm innovation into the heart of their businesses, as well as a fresh look at how regulation can support small business innovation of all types.

We’ll be working with Government to ensure that small businesses are heard on all these issues and more.

The North East is the best region in the UK to start, grow and develop a business. As a region we will play a leading role in reducing the productivity gap between London and the wider UK. We have some world leading assets to deliver this whether in advanced manufacturing, automotive or in the digital and tech sector.

2018 is the year that we will deliver on this. n

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SMALL BUSINESS

Something’s brewing Entrepreneur Jules Quinn has turned two ideas into big business and she explains to Paul Robertson how it all started after a bad experience on a work placement.

“I started on tea, but it wasn’t strong enough, so I moved on to alcohol,” jokes Jules Quinn as she reflects on the remarkable growth of her businesses. Having started TeaShed on leaving university in 2011, her idea to “pimp drinks” really came to fruition two years ago with the launch of Popaball, creating filled flavour bubbles to add a bit of bite and taste to all types of beverages – but primarily alcohol.

The success of the product has enabled Quinn to move into a 10,000sq ft building on Benfield business park in Newcastle with plans to take over an adjoining site. Worldwide orders are flooding in online and Popaball products are now stocked by the likes of Fenwick, Lakeland, Harvey Nichols and Selfridges, as well as independent outlets.

Turnover has grown fourfold over the past two years and is set to grow a further six times by the end of 2017, something for the soon-to-be 60-strong workforce to toast. It has been a remarkable journey for the 29 year old who moved to Newcastle from Leeds as a teenager and has never looked back.

While studying for a bachelor of arts degree with honours in fashion and marketing at Northumbria University, Quinn went on work experience at a fashion house in London and it proved to be the inspiration to unlock her entrepreneurial spirit.

“It all started as a rubbish work placement where I was always making tea for everyone in the office,” she says. “I didn’t even like tea at the time, but got into drinking it to drown my sorrows as I was so bored. But then one of the designers had a Chai tea and I just fell in love with it – it was so aromatic and I could drink so much of it.

“I had been sent to the supermarket to buy some more teabags and I noticed the selection of coffees was much wider than tea.

I thought this is really cool – I had always wanted to start my own business and it was drinking that Chai tea and the visit to the supermarket that convinced me to start TeaShed.”

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SMALL BUSINESS

Quinn began researching how she could be different in the tea market, doing her final year project on what was to become her business and gifting is what she decided would make TeaShed stand out.

Sourcing the tea personally, predominantly from Sri Lanka, it is shipped into Newcastle, wrapped in silky pyramid bags, packaged and distributed – one brand but available in nine flavours.

“I entered a few business plan competitions and won some money, which allowed me to buy stock,” recalls Quinn. “I bought off the shelf packaging and printed labels, we started as a small craft business but when Fenwick became the first retailer to take it we were able to grow pretty quickly.”

The recipe for success was followed in creating Popaball and, while it was a more complex business to get up and running, the effort has been rewarded.

“It took a long time to test the stability of the products to ensure they had at least a six-month shelf life, which is the least the retail market demands,” she says. “So, it was a long time getting that right with different machinery and processes but we had some money in the bank with the build-up of TeaShed to help us develop.

“Again, the early days were often at home working with the neighbours – who called themselves the Blue Peter club for pensioners – as they were always wrapping and sticking things together.”

The bubbles are manufactured in Taiwan and while bubble tea was obviously created, it is the wider drinks market that Quinn is eyeing and already soaking up.

“Little juicer balls are used in cocktails and the

spherification process was being used in some bars and food service outlets but not widely available. I created a retail version so people could use them at home and we get fantastic feedback. People just love it.”

Don’t just take her word for it – there are plenty of happy customers sharing their stories on the company’s Facebook and Instagram pages. Basically, you put the bubbles into a drink and suck them up with a straw provided with the kit and when you bite them the juice comes out adding texture and flavour to your drink.

I try one – without the alcohol – and it was a pleasant experience. It comes in flavours like lemon, peach, cherry, raspberry, blueberry and mango to name but a few.

Another product launched earlier this year was “Shimmer” for prosecco – a raspberry-flavoured glitter that you sprinkle into your glass of bubbly.

“It turns it a pink, raspberry glittery colour,” says Quinn.

“It is really pretty.”

As separate businesses now, Popaball accounts for more than 50% of the revenue despite being the younger sister.

Together, TeaShed and Popaball are manufacturing more than 20,000 units a day, seven days a week with demand meaning the figures need careful handling.

Just as well then that Quinn’s fiancé, Andrew, is the company’s finance director, while her supportive parents help out and sister Tanja manages the e-commerce side of the business.

Popaball plans to double production next year and continue to expand with new products and into new markets – Europe and Germany in particular is proving strong for customers while the products are finding

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traction in the United States and Canada.

Like many businesses, the outcome of Brexit negotiations may have an impact on Quinn’s plans, but she won’t let it get in the way.

“When the decision to leave the European Union was made, the pound was very weak against the dollar and overnight it added significant costs to the business as we import so much – it seems to have recovered now and we will just have to deal with the outcome, whatever it is.

“I would never leave Newcastle – it is my home, a lovely city and lovely people to work with. We have a fantastic workforce, the business community is great and very supportive, it is a cool city centre, 20 minutes from the coast and 20 minutes from the countryside.

“My focus is on expanding and providing jobs. We have quite a few people whose previous employer went bust – I can see how heartbreaking it is when a business fails so to be able to provide security and jobs is amazing as well as scary.”

While there are no plans to leave the North East, Quinn is looking at whether she needs a base overseas to support distribution or to do it through outsourcing, but stresses this would be additional to rather than in place of the Newcastle facility.

“To grow at the rate we are growing you need very good people who can learn and put new systems in place quickly and be flexible to adapt to dynamic change.

“I don’t want to lose the team spirit and don’t want to adopt a big company mentality – I haven’t changed, I am still the same person with the same values – and I want my businesses to be the same.”

Quinn is also proud to be an ambassador for Children North East, a charity dedicated to improving the lives of disadvantaged children in the region.

“I love spending my time supporting young people,” she says. “I work with a school that caters for children who don’t get on so well in mainstream education – it is about supporting them, showing them if they work hard at school they can get a good job. I go and talk to them and bring some of them to come and work with us.”

It is this ethos that she is keen to bring to the TeaShed business on a wider scale. While sales are still healthy and will remain the focus, Quinn is keen to use her experience to give something back.

“TeaShed – was a fantastic starting point for me in learning about business,” she explains, “and because I have less time for that now I want to do something educational to help other people start a new business. It wouldn’t

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be for profit – it would be about TeaShed evolving as a business and training young people.

“When you start learning about business it might be something like a cupcake stand and you’re not really understanding it so to get into an existing business means you learn far more.

“I tried doing various things, like selling random stuff, but it takes so long – attracting investment, basic start-up costs and so on – but the exciting thing is when you have something to work with and push it to the next level.

“The harder I worked in jobs nothing happened.

Especially when you are young it takes a long time to progress.

“While you’re still young is a very good time to start a business, you don’t have the overheads such as rent, you can still live at home and not be embarrassed about it – with no mortgages or kids. As a student you are used to having no money and slumming it, used to late nights and getting out of bed not feeling worn out. I have met loads of people and every day something different is happening and I have achieved a lot.”

Quinn admits she has little time for anything other than business – “I tried surfing, it was OK but there were no waves” – the constant focus on generating new ideas and products is all the fun she needs for now.

“It might make me sound sad but I just love working,” she says.

Pimping drinks hot or cold, alcoholic or not, consumed at home remains the main focus, though progress is being made on expanding into restaurants and bars.

The company’s success is certainly being noticed. In 2016 Quinn was singled out as one of the top new names in European business with inclusion on the first Forbes 30 Under 30 Europe list.

The prestigious publication has launched its list to highlight key movers and shakers in Europe, shortlisting 300 people from a list of thousands of nominees to feature in 10 sectors.

And this year she won the regional HSBC Forward Ladies Award for SME growth and was shortlisted for the NatWest national scale up award.

“When you get an award, it tells you people think you are doing well because no-one else ever tells you,” she says, “It is lovely, but it is particularly nice for the team. They are all very proud to be from the region and to be a big part of our success.”

I’ll drink to that. n Interview first appeared in BQ magazine Winter 2017.

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Profile

BIC: helping small businesses grow and prosper across the North East “We now have a sustainable business model, not dependent on public funding, with a proven track record of adapting to changes in our environment.”

Paul McEldon Tel: 0191 516 6200

Delivering Regeneration Since 1994 As well as delivering exceptional managed office services, the North East Business and Innovation Centre (BIC) offers customers a professional environment to start and grow their business. Having helped to create over 7,000 jobs across the region since 1994, the BIC has developed a range of tailor made services and facilities to meet the needs of thriving businesses in the region.

A unique approach Established 23 years ago as a not-forprofit organisation, the BIC was tasked with driving entrepreneurial and regeneration activities from the former Austin and Pickersgill shipyard site in Sunderland. With the departure of the regions heavy industries, new entrepreneurs were needed with fresh ideas to kick start the regional economy.

The mission of the BIC is to accelerate innovation and entrepreneurship through the delivery of a comprehensive range of professional support alongside providing high quality business premises. Business support, events and a community spirit is at the heart of the unique offer, making us more than just affordable business space.

Support is on offer from the business start-up team who have helped over 4,000 individuals set up in business; the

SME Innovation Programme is stimulating established businesses to develop new products and services and the extensive events programme provides ample opportunity for entrepreneurs to learn new skills and get advice on many different topics from how to avoid cybercrime, to mastering social media.

Experienced property managers In extending the property portfolio to three sites across the North East of England, we also demonstrate that our model delivers consistent and attractive results for building owners and property managers who are looking for professional business centre management and outsourcing. Today we own or manage a total of 240,000 square feet, providing both managed and serviced office, industrial and laboratory space. We are currently home to 235 companies, ranging from start-up to established businesses employing from one to 50 people.

Chief executive Paul McEldon explains “As a £3.3m turnover, not-for-profit private business, we now have a sustainable business model, not dependent on public funding, with a proven track record of adapting to changes in our environment and we will undoubtedly continue to evolve in response to future political and economic landscapes.” n

Small Business Stats

11,000 businesses created in the North East in 2016 – the fastest growth rate in the UK

Small businesses contributed ÂŁ26.5bn to the North East economy and employed 359,000 people

There are 679 businesses per 10,000 residents in the North East

Since opening in 1994, the North East Business Innovation Centre has helped more than 3,000 business start-ups and supported the creation of more than 7,500 jobs

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DIGITAL Digital technology has revolutionised business and the pace of change shows no signs of slackening

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DIGITAL

Switch on to digital Joanna Wake, MD of RAW Digital Training, looks at what businesses of all sizes need to do to ensure technology is put to best use.

Digital is transforming the way we work, live and do business. Businesses are much more switched on to digital now compared to only a year or two ago, but with digital continuing to move at such a pace, there is understandable curiosity from businesses wondering if they are doing enough.

Where the need for digital was seen as having a website and using social media, businesses are now starting to understand the powerful benefits of digital adaptations that can increase productivity, streamline procedures, or transform customer experience.

The emphasis and attention that businesses need to put

on digital cannot be underestimated, and digital transformation is a fundamental planning piece that all businesses should be going through. It’s a piece we have been asked to facilitate to every kind of business, size and sector this last year. It starts with businesses understanding that they need to utilise digital better, but having a general confusion with digital, and not knowing where to begin.

The first step is making sure that a good cross section of staff and management are included in this. Small businesses sometimes have all staff involved, for larger businesses it is usually staff from various areas of the operation. Why is this important? Because to move forward and innovate, a company must understand all practices, procedures, and needs within the business as it stands. It doesn’t need a digital whizz to find new ways of working using digital, it needs those that understand how the business operates and what the staff and customer needs are now, as well as what they may be in the future. An understanding of the sector and competitor landscape is also crucial.

It’s essential when planning digital transformation that

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every aspect of the business is assessed, from IT, to internal processes, and of course digital marketing.

Understanding cloud technology and the benefits are essential, sometimes terms like cloud technology can lead to head scratching and confusion. Essentially, it’s anything that is based on a website, rather than a desktop, it makes working on the go a breeze, and often drives huge efficiencies and often catapults the data (information) businesses have, and therefore how they can use it.

However, as an example, if a business is looking to change internal systems to be more cloud based but is based more rurally with poor broadband, or staff have traditional phone and not smart phones, then cloud technology is of little benefit right now. Planning towards moving over to a web based solution in the future would be wiser.

Taking your time is key. All too often businesses can jump into a new digital system without thinking it through entirely. Software systems are sometimes created when there is a perfectly fitting off the shelf system available, or one that would need a little tweaking. A lot of money can be saved when moving to cloud technology for an office system like Google’s G Suite, or Office 365, but equally money and time can be wasted jumping into a digital solution with no plan. We worked with a not for profit organisation this year which saved a fortune by moving their office solution to the cloud, not just in terms of their monthly costs but the endless hours of staff time saved was quite astonishing. Quite forward thinking of them, and they succeeded with the transformation by introducing it over time and ensuring that all staff, who had worked with the same systems and processes for decades, were comfortable. People are our biggest asset and having their buy in to digital change, by providing the right support or training can make every difference.

Communication wise, it’s staggering the amount of time that can be saved using an instant chat feature between staff. Communication between colleagues is essential, but if a business has staff based in different areas or on the go, G Suite has a facility called hangouts whereby the instant chat feature is available via individuals emails on every computer and as an app on smartphones. All chat history comes up in email searches, so any information needed later can be found instantly. The video feature is also great

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for staff meetings and catch ups, and can be used for presenting webinar style. It’s a culture change, no doubt about it, but one which can save time, and costs. With an inevitable push on our export ability, getting to grips with tools like these can be beneficial when trying to reach new markets overseas.

With the pace of change in digital, businesses need to understand now what their staff needs will be for the future, so planning now for the next year or two is wise. We’ve seen a huge rise in the variety of apprenticeship programmes available, and it’s not unusual for apprentices to be recruited into companies where they are the only digital member of staff. There has been a significant increase in more industrial and traditional service companies taking on digital apprentices, and the new digital degree level apprentices will open up a whole range of options for businesses and staff members alike.

In the digital programmes we deliver for 16-25 year olds in the region we are seeing a rise in the number of 19+ participants who are looking for digital apprenticeships larger companies who are levy payers are more inclined to take on older apprentices and we are keen to support this.

In addition, up skilling of existing staff is a needed investment, CPD budgets of old don’t cut it in a time of such unprecedented change.

The real key with digital is an agile approach. Remember the days when businesses would ‘launch’ a brand new website? Now, with almost every eCommerce website you visit there are small incremental changes, but you don’t necessarily notice each one. User experience is everything for retailers, and constant small iterations is the key to them providing the very best experience for users. Now, that’s not going to be the case for say a small local engineering company, but even having a small continual emphasis on digital it will ensure that, with any change in need of the business, customer or supplier, all systems are fit for purpose.

Digital spans way more than just marketing, and forward-thinking companies will start to have digital as an agenda at their board meetings or monthly meetings and a board member or advisor who is knowledgeable in this field.

An unbiased, neutral person who is knowledgeable on digital will be an asset to any growing business. How do you find one? A post on LinkedIn should do the trick. n

“Communication wise, it’s staggering the amount of time that can be saved using an instant chat feature between staff.”

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DIGITAL

Understanding the human firewall All it takes is just one human element in the system to compromise everything. Wherever there is a human element, there is always a risk of potentially catastrophic mistakes.

Be it the increase in Cyber activity generally or legislative activity around things such as GDPR and the NIS Directive, there’s no ignoring the rising importance of information security in business risk management and planning.

Historically, IT has been the go-to department when it comes to information security, yet over the past twelve months, Forfusion has seen a shift in opinion, whereby we now talk about security in the context of the perfect balance between people, process and technology.

In giving consideration to each of these elements, and understanding the relationship between them intimately, you have the best chance of making your business a better and safer place to work. Towards the end of 2017, the impact of the people element became headline news on more than one occasion, and it’s worth looking at this in a little more detail.

It only takes a single human in the system to change everything. Regardless of whether the individual is an employee, a contractor or facility staff, company security culture needs to be inclusive of all personnel. But how?

The reality is that IT security can be perceived as negative, designed to limit the amount of control employees have

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over systems and their equipment. This can lead to employees bypassing security measures that are in place so that they can maintain productivity whilst at work.

Ironically, if an employee requires increased privilege or additional tools to maintain their work efficiency, they should feel able to discuss it with security staff, and IT staff should welcome employee requests, as this is often the ideal opportunity to engage and educate.

Additional measures such as training and poster campaigns provide guidance for employees to protect their work environment, and everyone should be encouraged to carry these behaviours into their home environment. This is especially pertinent for remote, or occasional home workers.

The work/ home boundary is more complex than ever before; social media networks are frequently used for both personal and business objectives interchangeably, often blurring the line between the two environments. This cross-over can be risky and a divide needs to be created and maintained via the implementation of Acceptable Use Policies, which are a must in order to protect both the user and the company alike.

“The human element is the most common vector for an attacker, an educated or trained end-user is an asset to any organisation when he or she takes proactive steps to alert security personnel.”

Hummel.R, 2017, SANS Institute – Securing against the Most Common Vectors of Cyber Attacks

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“Security knowledge in employees should never be assumed, nor considered common sense.”

Security knowledge in employees should never be assumed, nor considered common sense; creating an educational environment is just as important as incorporating a culture. The simple adage; tell me, and I will forget; educate me, and I will remember; involve me, and I will understand proves useful when discussing IT security.

Telling employees that phishing emails are bad does not help them to identify or understand the risks involved.

Taking apart a phishing email and showing employees why it’s dangerous will provide education. Running phishing assessments with instant feedback can involve and engage employees whilst also providing education.

Don’t presume to dictate to employees, they often know their job better than you do. Instead, think about open discussions and learning groups which will engage them and, better yet, may reveal anomalous events or behaviour

previously unknown to the organisation.

In conclusion, the human firewall needs to be understood to be effective. Its utilisation is an asset to your company; you just need to turn it on. n

* www.cnbc.com/2017/07/21/comscore-ceo-millennialsneed-5-to-6-second-ads-to-hold-attention.html

Email: hello@forfusion.com Twitter: @forfusion Phone: +44(0) 191 500 9100

Digital Stats

North East England is home to more than 1,500 software and technology companies

The sector contributes ÂŁ600m annually to the regional economy. By 2020, it is estimated the North East will be home to 2,200 software firms

These businesses will employ 20,000 people and bring in ÂŁ1.1bn to the local economy. These firms employ in excess of 15,000 people

Creative industries in the North East employ an estimated 58,000 people

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WHO’S WHO...

Your essential guide to the people who are shaping the region’s economy

In association with

Bespoke Building and Roofing

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WHO’S WHO

In association with

Bespoke Building and Roofing

Simon Allen

Richard Baker

SERVICE AND INVESTMENT DIRECTOR

HEAD OF STRATEGY AND POLICY

A media and business solutions group

Delivering more and better jobs for the North East 0191 338 7423 richard.baker@nelep.co.uk www.nelep.co.uk @northeastlep

07909 907951 simon.allen@be-group.co.uk www.be-group.co.uk @B_EGroup Spectrum 6, Spectrum Business Park, Seaham, Co. Durham, SR7 7TT

1 St James Gate, Newcastle, NE1 4AD

Brian Archer

William Baker

MANAGING DIRECTOR

HEAD OF OFFICE

Business Support

Investment Management and Financial Planning

03000 265510 Brian.Archer@durham.gov.uk www.businessdurham.co.uk @_BusinessDurham

0191 279 7300 newcastle@brewin.co.uk www.brewin.co.uk @BrewinNewcastle

Millennium Place, Durham, DH1 1WA

Maureen Armstrong

BQNE YB Whos Who 2018 singles.indd 3 BUSINESS ORIGINATION

Business funding North East 07908 815349 maureen.armstrong@thincats.com www.thincats.com www.linkedin.com/maureen-armstrong-91640019 Head office: 2 & 3 Charter Point Way, Ashby Park, Ashby de la Zouch, Leicestershire, LE65 1NF

Time Central, 32 Gallowgate, Newcastle Upon Tyne, NE1 4SR

21/12/2017 12:14

Dame Margaret Barbour CHAIRMAN

Manufacturer and retailer of lifestyle clothing and footwear 0191 455 4444 info@barbour.com www.barbour.com @Barbour J Barbour & Sons Ltd, Simonside, South Shields, Tyne & Wear, NE34 9PD Jason Bell

Catherine Auld

BQNE YB Whos Who 2018 singles.indd 3 HEAD OF INTERNATIONAL RELATIONS, BUSINESS ENGAGEMENT & INVESTMENT

Local government 0191 561 1166 catherine.auld@sunderland.gov.uk www.makeitsunderland.com @MAKEitSund Tavistock Place, Sunderland, SR1 1PB

Colin Bell

16/01/2018 BQNE 12:19 YB Whos Who 2018 singles.indd 2 BUSINESS GROWTH DIRECTOR

Delivering more and better jobs for the North East 0191 338 7424 colin.bell@nelep.co.uk www.nelep.co.uk @northeastlep 1 St James Gate, Newcastle, NE1 4AD

02/11/2017 08:58

WHO’S WHO

In association with

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Bespoke Building and Roofing

David Blair

Louise Bradford

MANAGING DIRECTOR

DIRECTOR

Search consultancy

Marketing, public relations, social media and design

0191 303 9296 david.blair@bmcrecruitmentgroup.com www.bmcrecruitmentgroup.com @BMCRecGroup Suite D1, Milburn House, Dean Street, Newcastle upon Tyne, NE1 1LE

Jonathan Blair

BQNE YB Whos Who 2018 singles.indd 8 MANAGING PARTNER WOMBLE BOND DICKINSON (UK) LLP

Law firm +44 (0) 191 279 9000 info@wbd-uk.com www.womblebonddickinson.com @WBD_UK St Ann’s Wharf, 112 Quayside, Newcastle Upon Tyne, NE1 3DX

Shawn Bone

BQNE YB Whos Who 2018 singles.indd 10

0191 562 3134 louise@wearecreo.co.uk www.wearecreo.co.uk @twiddleytweet Sunderland Software Centre, Tavistock Place, Sunderland, SR1 1PB

Jonathan Bretherton

20/12/2017 BQNE 14:17 YB Whos Who 2018 singles.indd 13

South Tees Development Corporation 01642 408002 Jonathan.Bretherton@southteesdc.com @TeesValleyCA

Teesside Management Offices, Redcar, TS10 5QW

Anne Bromley

20/12/2017 BQNE 17:11 YB Whos Who 2018 singles.indd 14

CORPORATE FINANCE DIRECTOR

JOINT MANAGING DIRECTOR

Cavu Corporate finance

Bespoke travel for business and pleasure

0191 255 7772 shawnbone@cavucf.com www.cavucf.com City Quadrant, 11 Waterloo Square, Newcastle upon Tyne, NE1 4DP

Paul Booth

BQNE YB Whos Who 2018 singles.indd 6

69 High Street, Gosforth, NE3 4AT

Sean Bullick

06/12/2017 BQNE 11:01 YB Whos Who 2018 singles.indd 12 CHIEF EXECUTIVE

Tees Valley Combined Authority

Business Improvement District company

Paul.Booth@teesvalley-ca.gov.uk @TeesValleyMayor

Cavendish House, Teesdale Business Park, Stockton, TS17 6QY

16/01/2018 12:25

0191 272 6021 anne@travelb.co.uk www.travelb.co.uk @TBCorporate @travelb

CHAIR, TEES VALLEY LEP

01642 524429

16/01/2018 10:30

CEO

0191 235 7091 sean.bullick@newcastlene1ltd.com www.newcastlene1ltd.com @ne1BID Suite A8, Milburn House, Dean Street, Newcastle upon Tyne, NE1 1LE

03/01/2018 11:25

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WHO’S WHO

In association with

Bespoke Building and Roofing

Frans Calje

Guy Currey

CHIEF EXECUTIVE OFFICER

DIRECTOR, INVEST NORTH EAST ENGLAND

UK ports business with logistics operations

Regional inward investment 07825 430315 guy.currey@northeastca.gov.uk www.investnortheastengland.co.uk @InvestNEEngland

01642 877000 Frans.Calje@pdports.co.uk www.pdports.co.uk @PDPorts

The Quadrus Centre, Woodstock Way, Boldon Business Park, Tyne & Wear, NE35 9PF

PD Ports, 17-27 Queen’s Square, Middlesbrough, TS2 1AH

Nicki Clark

BQNE YB Whos Who 2018 singles.indd 17

16/01/2018 14:07

Glyn Davison

CHIEF EXECUTIVE

MANAGING DIRECTOR

A media and business solutions group

Accountant 01207 581717 Glyn.Davison@harland.co.uk www.harlandsaccountants.co.uk @HarlandsGlyn

0191 389 8514 nicki.clark@be-group.co.uk www.be-group.co.uk @B_EGroup

The Greenhouse, Amos Drive Greencroft Industrial Estate

Spectrum 6, Spectrum Business Park, Seaham, Co. Durham, SR7 7TT

Linda Conlon

BQNE YB Whos Who 2018 singles.indd 5 CHIEF EXECUTIVE Public engagement in science and support of world class science in the region

0191 243 8200 linda@life.org.uk www.life.org.uk @lindalifeCEO International Centre for Life, Times Square, Newcastle upon Tyne, NE1 4EP

Professor Paul Croney

BQNE YB Whos Who 2018 singles.indd 5

VICE-CHANCELLOR AND CHIEF EXECUTIVE Higher education

01642 342002 Paul.Croney@tees.ac.uk www.tees.ac.uk Teesside University, Middlesbrough, Tees Valley, TS1 3BX

08/11/2017 12:05

Joe Docherty CEO OF NCG

Education and training 0191 200 4011 joe.docherty@ncgrp.co.uk www.ncgrp.co.uk @NCG_Official Rye Hill Campus, Scotswood Rd, NCG, NE4 7SA

Judith Doyle CBE

06/11/2017 BQNE 10:47 YB Whos Who 2018 singles.indd 10 PRINCIPAL AND CHIEF EXECUTIVE

Education and training 0191 490 2200 judith.doyle@gateshead.ac.uk www.gateshead.ac.uk @gatesheadcoll Gateshead College, Baltic Campus, Quarryfield Road, Baltic Business Quarter, Gateshead, NE8 3BE

05/12/2017 11:47

WHO’S WHO

In association with

105

Bespoke Building and Roofing

Terry Dunbar

Andrew Elliot

MANAGING DIRECTOR

EXECUTIVE DIRECTOR

SSAS Advisers

Wealth Management

0191 580 1286 terry@ssasadvisers.co.uk www.ssasadvisers.co.uk The Studio, Leeds Street, Sunderland, SR6 9RF

David Dunn

BQNE YB Whos Who 2018 singles.indd 22

0191 211 1013 andrew.elliot@ubs.com www.ubs.com/northeast-uk @UBS

SSAS ADVISERS

2 St James’ Gate, Newcastle upon Tyne, NE4 7JH

Anne Elliott

12/01/2018 BQNE 12:18 YB Whos Who 2018 singles.indd 23

CHIEF EXECUTIVE

CHIEF EXECUTIVE

Sunderland Software City

Legal services

0191 562 3351 david.dunn@sunderlandsoftwarecity.com www.sunderlandsoftwarecity.com @sunsoftcity

08/01/2018 13:58

01325 341 500 aee@latimerhinks.co.uk www.latimerhinks.co.uk @latimerhinks 5-8 Priestgate, Darlington, DL1 1NL

Aidan Dunstan EXECUTIVE DIRECTOR

Wealth Management 0191 211 1006 aidan.dunstan@ubs.com www.ubs.com/northeast-uk @UBS 2 St James’ Gate, Newcastle upon Tyne, NE4 7JH

Rob Earnshaw

BQNE YB Whos Who 2018 singles.indd 12 MANAGING DIRECTOR

Training 07889 405 062 rob.e@nyfa.org.uk www.nyfa.org.uk @robearnshaw GIBC, Gateshead, NE8 1AN

Leanne English

BQNE YB Whos Who 2018 singles.indd 7

07/11/2017 14:50

MANAGING DIRECTOR, LEC COMMUNICATIONS AND DESIGN

Communications and Marketing 07824 631950 leanne@lecc.co.uk www.lecc.co.uk @LECComms Novus Business Centre, Judson Road, North West Industrial Estate, Peterlee, Durham, SR8 2QJ

Michael Farnsworth

05/12/2017 BQNE 10:36 YB Whos Who 2018 singles.indd 25 DIRECTOR

Co-founder, poducer of premium leather lifestyle accessories specialising in mobile device protection 0191 270 5143 michael@torrocases.co.uk www.torrocases.co.uk @torrocases 24B Oak Road, West Chirton North Industrial Est, North Shields, NE29 8SF

03/01/2018 10:48

106

WHO’S WHO

In association with

Bespoke Building and Roofing

Ian Ferguson

Bill Fullen

DIRECTOR, BESPOKE BUILDING & ROOFING

GROUP CHIEF EXECUTIVE

Domestic / Commercial Sales

Housing

0191 607 0779 07702 687230 info@bespokebuildingandroofing.co.uk www.bespokebuildingandroofing.co.uk

0191 349 7777 bill.fullen@cdhg.co.uk www.countydurhamhousinggroup.co.uk @countydurhamhg

Unit 21, Algernon Industrial Estate, Shiremoor, NE27 0NB

John Fern

BQNE YB Whos Who 2018 singles.indd 29 HEADMASTER

Education 0191 281 5711 hm@rgs.newcastle.sch.uk www.rgs.newcastle.sch.uk @rgsnewcastle Royal Grammar School, Eskdale Terrace, Jesmond, Newcastle Upon Tyne, NE2 4DX

Steven Forrest

County Durham Housing Group, Spectrum 6, Spectrum Business Park, Seaham, SR7 7TT

09/01/2018 15:52

Ben Gilhespy DIRECTOR OF OPERATIONS, COUNTY DURHAM ENGINEERING AND MANUFACTURING NETWORK

Engineering/Manufacturing 07568 480693 ben.gilhespy@cdemn.org.uk www.cdemn.org.uk @CD_EMN Tanfield Lea Business Centre, Stanley, County Durham, DH9 9DB

Emma Gillies

BQNE YB Whos Who 2018 singles.indd 28

CEO

GENERAL MANAGER

ICT and communications

Horse racing, events & venue hire, sponsorship & advertising 01740 621925 or 07736 089639 egillies@sedgefield-racecourse.co.uk www.sedgefield-racecourse.co.uk @SedgefieldRace

0191 500 9130 steven.forrest@forfusion.com www.forfusion.com @SF_Forfusion CBX, Cobalt Park Way, Wallsend, Tyne & Wear, NE28 9NZ

Professor Peter Francis

BQNE YB Whos Who 2018 singles.indd 31

Racecourse Road, Sedgefield, TS21 2HW

Helen Golightly

16/01/2018 BQNE 09:44 YB Whos Who 2018 singles.indd 27

DEPUTY VICE-CHANCELLOR

EXECUTIVE DIRECTOR

Higher Education

Delivering more and better jobs for the North East

0191 243 7400 peter.francis@northumbria.ac.uk www.northumbria.ac.uk @northumbria Sutherland Building, College Street, Newcastle upon Tyne, NE1 8ST

03/01/2018 10:48

0191 338 7422 Helen.Golightly@nelep.co.uk www.nelep.co.uk @northeastlep 1 St James Gate, Newcastle, NE1 4AD

21/12/2017 16:15

WHO’S WHO

In association with

107

Bespoke Building and Roofing

Dr Simon Goon

Phil Harburn

CHIEF OPERATING OFFICER

CREATIVE DIRECTOR

Using AI to find better customers and increase sales 07795 528904 s.goon@synoptica.com www.synoptica.com @synoptictech

Print and design 01325 463 171 phil.harburn@mtprint.co.uk www.mtprint.co.uk @Mt_Print North Park House, Whesoe Road, Darlington, DL3 0YL

Spectrum 6, Spectrum Business Park, Seaham, SR7 7TT

Alan Gowling

BQNE YB Whos Who 2018 singles.indd 42

John Healey

16/01/2018 BQNE 13:38 YB Whos Who 2018 singles.indd 23

DIRECTOR - NORTH EAST

CORPORATE FINANCE PARTNER

Business banking

Accountants and business advisors

07788 567 340 alan.gowling@rbs.co.uk www.natwest.com/ahead @alan_gowling

+44 (0)191 243 6068 johnhealey@unw.co.uk www.unw.co.uk @UNWLLP

Natwest, 1 Trinity Gardens, 2nd Floor, Broadchare, Quayside, Newcastle upon Tyne, NE1 2HF

Citygate, St James’ Boulevard, Newcastle upon Tyne, NE1 4JE

David Grailey

BQNE YB Whos Who 2018 singles.indd 10

13/11/2017 11:17

Toby Hedworth Q.C.

CEO

HEAD OF CHAMBERS

Education and skills 0191 239 8000 service@ncfe.org.uk www.ncfe.org.uk @ncfe

North East Barristers Chambers

Q6, Quorum Business Park, Benton Lane, Newcastle, NE12 8BT

The Custom House, Quayside, Newcastle, NE1 3DE

Shirley Hall

0191 232 1927 t.hedworthqc@trinitychambers.co.uk www.trinitychambers.co.uk @ChambersTrinity

Vivien Herrera-Lee

BQNE YB Whos Who 2018 singles.indd 36

SENIOR OFFICE PARTNER, NEWCASTLE

MANAGING DIRECTOR

Legal services

Serviced Apartments - the preferred alternative to hotel accommodation

0191 241 6176 shirleyhall@eversheds-sutherland.com www.eversheds-sutherland.com @ESgloballaw Central Square South, Orchard Street, Newcastle upon Tyne, NE1 3XX

12/12/2017 09:12

0191 490 0789 vivlee@propertiesunique.com www.propertiesunique.com Gear House, Saltmeadows Road, Gateshead, NE8 3AH

04/01/2018 09:56

108

WHO’S WHO

In association with

Bespoke Building and Roofing

Dr Colin Herron

David Howell

MANAGING DIRECTOR

DIRECTOR OF OPERATIONS

Low carbon vehicles/ automotive

Business space and consultancy services

0191 426 4333 zerocarbonfutures@gateshead.ac.uk www.zerocarbonfutures.co.uk @ZCFutures Future Technology Centre, Barmston Court, Nissan Way, Sunderland, SR5 3NY

John Holbrook

0191 516 6200 david.howell@ne-bic.co.uk www.ne-bic.co.uk @DavidHowell20 Wearfield, Sunderland Enterprise Park East, SR5 2TA

Tobyn Hughes

BQNE YB Whos Who 2018 singles.indd 3

ACCOUNTS DIRECTOR

MANAGING DIRECTOR

Accountants and Business Advisors, part of the Robson Laidler Group

Public transport

0191 388 3377 john.holbrook@straughans.co.uk www.straughans.co.uk Hadrian House, Front Street, Chester Le Street, Co. Durham, DH3 3BB

Ben Houchen

BQNE YB Whos Who 2018 singles.indd 50 TEES VALLEY MAYOR

Tees Valley Combined Authority 01642 528893 Ben.Houchen@teesvalley-ca.gov.uk @TeesValleyMayor

Cavendish House, Teesdale Business Park, Stockton, TS17 6QY

Peter Houlis CSyP FSyl

BQNE YB Whos Who 2018 singles.indd 51 MANAGING DIRECTOR

Network video systems and physical security solutions 0191 296 2662 phoulis@2020cctv.com www.2020cctv.com 2020 Vision Systems Ltd, 28 Northumberland Square, North Shields, Tyne and Wear, NE30 1PW

25/10/2017 12:16

0191 20 20 747 customerservices@nexus.org.uk www.nexus.org.uk Nexus, Nexus House, 33 St James Boulevard, Newcastle, NE1 4AX

Matthew Hunt

17/01/2018 BQNE 12:03 YB Whos Who 2018 singles.indd 37

21/12/2017 11:56

PORT DIRECTOR, SUNDERLAND CITY COUNCIL

Local government 07796 314812 Matthew.hunt@sunderland.gov.uk www.portofsunderland.org.uk @PortSunderland Barrack Street, Sunderland, SR1 2BU

Tom Hurst OBE

16/01/2018 BQNE 14:12 YB Whos Who 2018 singles.indd 35 HEAD OF AUTOMOTIVE, INVESTMENT & BUSINESS SUPPORT

Local government 0191 561 1167 Thomas.hurst@sunderland.gov.uk www.makeitsunderland.com @MAKEitSund Tavistock Place, Sunderland, SR1 1PB

20/12/2017 09:02

WHO’S WHO

In association with

109

Bespoke Building and Roofing

Catherine Johns

Nick Jones

INNOVATION AND BUSINESS GROWTH DIRECTOR

CHIEF EXECUTIVE OFFICER

Business Support

Airport

03000 265504 catherine.johns@durham.gov.uk www.businessdurham.co.uk @_BusinessDurham Millennium Place, Durham, DH1 1WA

Bradley Johnson

BQNE YB Whos Who 2018 singles.indd 41

0191 214 3214 equinn@newcastleinternational.co.uk www.newcastleairport.com @NCLairport Woolsington, Newcastle upon Tyne, NE13 8BZ

Michael Jopling

21/12/2017 BQNE 12:14 YB Whos Who 2018 singles.indd 36

DIRECTOR

COMPANY SECRETARY / FINANCE DIRECTOR

Web Design & Online Marketing

IT, data centre and telecommunications partner

01642 715340 brad@yellowboxmarketing.co.uk www.yellowboxmarketing.co.uk @yellowboxmkting Springboard Business Centre, Ellerbeck Way, Stokesley, TS9 5JZ

William Johnson

BQNE YB Whos Who 2018 singles.indd 51 DIRECTOR

Co-founder, poducer of premium leather lifestyle accessories specialising in mobile device protection 0191 270 5143 william@torrocases.co.uk www.torrocases.co.uk @torrocases 24B Oak Road, West Chirton North Industrial Est, North Shields, NE29 8SF

Karen Jones

BQNE YB Whos Who 2018 singles.indd 48

0191 442 83 00 mick.jopling@itps.co.uk www.itps.co.uk @ITPSltd Unit 2a & 2b Waterside Drive, Gateshead, Tyne & Wear, NE11 9HU

Steve Joyce

10/01/2018 BQNE 15:30 YB Whos Who 2018 singles.indd 54

Building services solutions 0191 258 6627 sjoyce@ses-ltd.co.uk www.ses-ltd.co.uk @Engineering_SES Centre for Advanced Industry, Coble Dene, Royal Quays, North Shields, NE29 6DE

Joshua Kerr

08/01/2018 BQNE 13:56 YB Whos Who 2018 singles.indd 38 CREATIVE DIRECTOR GETFILM

Tees Valley Business Compass

Video production

support@teesbusinesscompass.co.uk www.teesbusinesscompass.co.uk @Tees_Compass

Cavendish House, Teesdale Business Park, Stockton-on-Tees, Tees Valley, TS17 6QY

15/01/2018 15:06

BUSINESS DIRECTOR NORTH

SENIOR PROJECT MANAGER

01642 939386

19/12/2017 09:17

0191 348 0104 joshua@getfilm.co www.getfilm.co @getyourfilmnow Gateshead International Business Centre, Gateshead, NE8 1AN

19/12/2017 16:31

110

WHO’S WHO

In association with

Bespoke Building and Roofing

Allan King

Mark Larsen

MANAGING DIRECTOR, ACCENTURE TECHNOLOGY AND DEPUTY LEAD AT ACCENTURE’S UK DELIVERY CENTRE

MANAGING DIRECTOR AT ACCENTURE’S UK DELIVERY CENTRE

Strategy, consulting, digital, technology and operations 0207 844 4000 allan.g.king@accenture.com www.accenture.com @AccentureUK

Strategy, consulting, digital, technology and operations 0207 844 4000 mark.larsen@accenture.com www.accenture.com @AccentureUK

15A, Cobalt Business Park, Quick Silver Way, Newcastle upon Tyne, NE27 0QQ

15A, Cobalt Business Park, Quick Silver Way, Newcastle upon Tyne, NE27 0QQ

Professor Steven Kyffin

Martin Lawlor

PRO VICE-CHANCELLOR (BUSINESS AND ENTERPRISE)

CHIEF EXECUTIVE

Ports and harbour

Higher Education

01670 352000 commercial@portofblyth.co.uk www.portofblyth.co.uk @PortofBlyth

0191 227 3126 Steven.kyffin@northumbria.ac.uk www.northumbria.ac.uk @northumbriauni

South Harbour, Blyth, Northumberland, NE24 3PB

Sutherland Building, College Street, Newcastle upon Tyne, NE1 8ST

Dr Susan Laing

BQNE YB Whos Who 2018 singles.indd 41

19/12/2017 16:34

Jonathan Leonard

DEAN

CORPORATE BANKING MANAGER

Teesside University Business School

Corporate banking

01642 738 560 s.laing@tees.ac.uk www.tees.ac.uk Teesside University Middlesbrough Tees Valley, TS1 3BX

David Land

BQNE YB Whos Who 2018 singles.indd 57 CHAIRMAN, COUNTY DURHAM ENGINEERING AND MANUFACTURING NETWORK

Engineering/Manufacturing 07966 446956 david.land@cdemn.org.uk www.cdemn.org.uk @CD_EMN S7, Tanfield Lea Business Centre, Stanley, County Durham, DH9 9DB

07483 017809 jole16@handelsbanken.co.uk www.handelsbanken.co.uk 17 Pickersgill Court, Quay West Riverside Business Village, Sunderland, SR5 2AQ

Tony Lewin

09/01/2018 BQNE 16:59 YB Whos Who 2018 singles.indd 56 PRINCIPAL

Education and training 0191 200 4455 tony.lewin@ncl-coll.ac.uk www.newcastlecollege.co.uk @NCLCollege Rye Hill Campus, Scotswood Rd, Newcastle College, NE4 7SA

08/01/2018 14:05

WHO’S WHO

In association with

111

Bespoke Building and Roofing

Andrew Lewis

Gary Lumby MBE FCIBS

MANAGING DIRECTOR

MANAGING DIRECTOR

Tees Valley Combined Authority

Provide NEDs to SMEs to support growth

01642 524429 Andrew.Lewis@teesvalley-ca.gov.uk @TeesValleyCA

Cavendish House, Teesdale Business Park, Stockton, TS17 6QY

Therese Liddle

BQNE YB Whos Who 2018 singles.indd 73

07500 116507 gary.lumby@focus-on-success.co.uk www.focus-on-success.co.uk @LumbyGary Red Wynd, 3 The Wynd, Wynyard, TS22 5QE

Bill Lynn

16/01/2018 BQNE 14:11 YB Whos Who 2018 singles.indd 77

CHIEF EXECUTIVE

DIRECTOR

Recruitment

Commercial property consultants

0191 232 1222 recruitment@nrgplc.com www.nrgplc.com @nrgplc Lloyds Court, 56 Grey Street, Newcastle Upon Tyne, NE1 6AH

Keith Lorraine OBE

BQNE YB Whos Who 2018 singles.indd 74 CHAIR

Housing Association 0191 525 6062 keith.lorraine@gentoogroup.com www.gentoogroup.com @gentoogroup Emperor House, 2 Emperor Way, Doxford International Business Park, Sunderland, SR3 3XR

Irene Lucas CBE

BQNE YB Whos Who 2018 singles.indd 17

0191 338 8294 blynn@lsh.co.uk www.lsh.co.uk @LSHtweets Lambert Smith Hampton, 41-51 Grey Street, Newcastle upon Tyne, NE1 6EE

Alastair MacColl

16/01/2018 BQNE 13:42 YB Whos Who 2018 singles.indd 55 EXECUTIVE CHAIRMAN

0191 389 8515 alastair.maccoll@be-group.co.uk www.be-group.co.uk @B_EGroup Spectrum 6, Spectrum Business Park, Seaham, County Durham, SR7 7TT

Councillor Iain Malcolm

14/11/2017 BQNE 11:42 YB Whos Who 2018 singles.indd 59 LEADER OF SOUTH TYNESIDE COUNCIL

Local government

Local authority

Civic Centre, Burdon Road, Sunderland, SR2 7DN

02/01/2018 14:53

A media and business solutions group

CHIEF EXECUTIVE, SUNDERLAND CITY COUNCIL

0191 561 1112 Irene.lucas@sunderland.gov.uk www.makeitsunderland.com @MAKEitSund

16/01/2018 13:44

0191 4247301 cllr.iain.malcolm@southtyneside.gov.uk www.southtyneside.gov.uk Town Hall and Civic Offices, Westoe Road, South Shields NE33 2RL

05/01/2018 09:08

112

WHO’S WHO

In association with

Bespoke Building and Roofing

Chris March

Peter McDowell

MANAGING DIRECTOR

BUSINESS PROPERTY DIRECTOR

Publishing

Business Support

0191 500 7860 chis@remembermedia.co.uk www.remembermedia.co.uk @CMLUXE E-volve Business Centre, Cygnet Way, Rainton Bridge Business Park, DH4 5QY

Jamie Martin

BQNE YB Whos Who 2018 singles.indd 57 MANAGING PARTNER

Law firm 0191 204 4341 jamie.martin@wardhadaway.com www.wardhadaway.com @wardhadaway

03000 265506 Peter.McDowell@durham.gov.uk www.businessdurham.co.uk @_BusinessDurham Millennium Place, Durham, DH1 1WA

Paul McEldon

02/01/2018 BQNE 10:51 YB Whos Who 2018 singles.indd 58

Business space and consultancy services 0191 516 6200 paul.mceldon@ne-bic.co.uk www.ne-bic.co.uk @northeastbic

Sandgate House, 102 Quayside, Newcastle Upon Tyne, NE1 3DX

Wearfield, Sunderland Enterprise Park East, SR5 2TA

Suzanne McCreedy

Peter McIntyre

GROUP OPERATIONS DIRECTOR

EXECUTIVE DIRECTOR ECONOMY AND PLACE, SUNDERLAND CITY COUNCIL

A media and business solutions group 0191 389 8512 suzanne.mccreedy@be-group.co.uk www.be-group.co.uk @B_EGroup Spectrum 6, Spectrum Business Park, Seaham, Co. Durham, SR7 7TT

Natasha McDonough

Local government 0191 561 1026 peter.mcintyre@sunderland.gov.uk www.makeitsunderland.com @MAKEitSund Civic Centre, Burdon Road, Sunderland, SR2 7DN

Craig McLeod

BQNE YB Whos Who 2018 singles.indd 53

MANAGING DIRECTOR

MANAGING DIRECTOR/ PILOT

Marketing strategies, marketing campaigns and lead generation specialist

International aviation management and provision of charter jet services 0191 250 0459 0191 286 7234 craig@naljets.co.uk www.naljets.co.uk @_naljets

0191 562 3120 natasha@mmc.agency http://mmc.agency @nmmarcoms Sunderland Software Centre, 1 Tavistock Place, Sunderland, SR1 1PB

21/12/2017 12:16

CHIEF EXECUTIVE

Unit 1, Apex Business Village, Annitsford, NE23 7BF

20/12/2017 09:00

WHO’S WHO

In association with

113

Bespoke Building and Roofing

Patrick Melia

Naomi Morrow

CHIEF EXECUTIVE

HEAD OF INNOVATION SUNDERLAND SOFTWARE CITY

Local government 0191 643 2001 patrick.melia@northtyneside.gov.uk www.northtyneside.gov.uk @melia_pat Quadrant East, The Silverlink North, Cobalt Business Park, North Tyneside, NE27 0BY

Leanne Miller

BQNE YB Whos Who 2018 singles.indd 20

Lead, Digital Catapult Centre NETV 0191 562 3351 naomi.morrow@sunderlandsoftwarecity.com www.digitalcatapultcentre.org.uk/netv @DigiCatNETV

Heidi Mottram OBE

14/11/2017 BQNE 13:42 YB Whos Who 2018 singles.indd 42

SENIOR PROJECT MANAGER

CHIEF EXECUTIVE OFFICER

Business support

Water and wastewater treatment

0191 389 8452 leanne@digitaldrivedurham.co.uk www.digitaldrivedurham.co.uk @DigiDriveDurham Spectrum 6, Spectrum Business Park, Seaham, SR7 7TT Digital Drive

12/12/2017 09:42

0191 301 6367 heidi.mottram@nwl.co.uk www.nwl.co.uk @NorthumbrianH2O Northumbrian Water, Boldon House, Wheatlands Way, Pity Me, Durham, DH1 5FA

COUNTY DURHAM

Stephen Mooney

BQNE YB Whos Who 2018 singles.indd 82

John Musham

15/01/2018 BQNE 17:19 YB Whos Who 2018 singles.indd 93

CEO

BUSINESS & IP CENTRE MANAGER

Using AI to find better customers and increase sales 07545 548264 s.mooney@synoptica.com www.synoptica.com @stephenmooney

Free intellectual property and business information services 0191 277 4100 bipcnewcastle@newcastle.gov.uk @bipcnewcastle

Spectrum 6, Spectrum Business Park, Seaham, SR7 7TT

Michael Moran

BQNE YB Whos Who 2018 singles.indd 91

Business & IP Centre, City Library, Charles Avison Building, 33 New Bridge Street West, Newcastle-upon Tyne, NE1 8AX

Iain Nixon

16/01/2018 BQNE 14:02 YB Whos Who 2018 singles.indd 22

DIRECTOR

EXECUTIVE DIRECTOR – COMMERCIAL ACTIVITY

Accountants, Business Advisors, Charities and Not for Profit.

0191 281 8191 mmoran@robson-laidler.co.uk www.robson-laidler.co.uk @robsonlaidler

Education and training

Fernwood House, Fernwood Road, Jesmond, Newcastle upon Tyne, NE2 1TJ

16/01/2018 13:54

0191 511 6000 iain.nixon@sunderlandcollege.ac.uk www.sunderlandcollege.ac.uk @sunderlandcol Bede Campus, Durham Road, Sunderland, SR3 4AH

14/11/2017 10:03

114

WHO’S WHO

In association with

Bespoke Building and Roofing

Mike O’Brien

Graham Purvis

CEO/ CO-FOUNDER

MANAGING DIRECTOR

Enterprise IT software & consulting

Accountants and Business Advisors

0191 276 5656 mike.obrien@opencastsoftware.com www.opencastsoftware.com @TeamOpencast Opencast Software Ltd, Hoults Yard, Walker Rd, Newcastle Upon Tyne, NE6 2HL

James E F Pain BSc (Hons) MRICS

BQNE YB Whos Who 2018 singles.indd 41

0191 281 8191 gpurvis@robson-laidler.co.uk www.robson-laidler.co.uk @robsonlaidler Fernwood House, Fernwood Road, Jesmond, Newcastle upon Tyne, NE2 1TJ

Steve Railton

05/12/2017 BQNE 12:19 YB Whos Who 2018 singles.indd 101

DIRECTOR

OFFICE MANAGING PARTNER

Commercial agents and property consultants 0191 229 9517 / 07841 871 710 james.pain@frewpain.co.uk www.frewpain.co.uk

Audit, tax and consulting services

Frew Pain & Partners, Collingwood Buildings, 38 Collingwood Street, Newcastle upon Tyne, NE1 1JF

1 St James’ Gate, Newcastle-upon-Tyne, NE1 4AD

Steven Parker

0191 255 7000 steve.railton@rsmuk.com www.rsmuk.com @RSMUK

Michelle Rainbow

BQNE YB Whos Who 2018 singles.indd 98

MANAGING DIRECTOR

SKILLS DIRECTOR

Digital Marketing

Delivering more and better jobs for the North East

0191 500 7900 steven@digitalallies.co.uk www.digitalallies.co.uk @DigitalAllies E-volve Business Centre, Cygnet Way, Rainton Bridge Business Park, DH4 5QY

Nigel J Perry MBE FREng

1 St James Gate, Newcastle, NE1 4AD

Sheena Ramsey

04/01/2018 BQNE 14:02 YB Whos Who 2018 singles.indd 101

CHIEF EXECUTIVE OFFICER

CHIEF EXECUTIVE

Product and process development

Local Authority

CPI Head Office, Wilton Centre, Wilton, Redcar, TS10 4RF

16/01/2018 15:50

0191 338 7439 07741 238 309 michelle.rainbow@nelep.co.uk www.nelep.co.uk @northeastlep

BQNE YB Whos Who 2018 singles.indd 75

01642 455 340 www.uk-cpi.com @ukcpi

17/01/2018 12:05

0191 433 2050 sheenaramsey@gateshead.gov.uk www.gateshead.gov.uk @GMBCouncil Civic Centre, Regent Street, Gateshead, NE8 1HH

16/01/2018 13:54

WHO’S WHO

In association with

115

Bespoke Building and Roofing

Norma Redfearn

Kate Roe

ELECTED MAYOR OF NORTH TYNESIDE

PRINCIPAL AND CHIEF EXECUTIVE

Local government

Education

0191 643 5314 norma.redfearn@northtyneside.gov.uk www.northtyneside.gov.uk Quadrant East, The Silverlink North, Cobalt Business Park, North Tyneside, NE27 0BY

Andrew Richardson

BQNE YB Whos Who 2018 singles.indd 27

01325 503050 enquire@darlington.ac.uk www.darlington.ac.uk @darlingtonfe Central Park, Haughton Road, Darlington, DL1 1DR

Stephen Rutherford

14/11/2017 BQNE 13:44 YB Whos Who 2018 singles.indd 105

DIRECTOR

DIRECTOR

Surveying & Project Management

Design & Project Management

07971 091877 andrew@monumentltd.co.uk www.monumentltd.co.uk 8 Mosley Street, Newcastle upon Tyne, NE1 1DE

Kevin Robertson

BQNE YB Whos Who 2018 singles.indd 106 PARTNER AND HEAD OF OFFICE, NEWCASTLE WOMBLE BOND DICKINSON (UK) LLP

Law firm +44 (0) 191 279 9000 info@wbd-uk.com www.womblebonddickinson.com @WBD_UK St Ann’s Wharf, 112 Quayside, Newcastle Upon Tyne, NE1 3DX

Jen Robson

BQNE YB Whos Who 2018 singles.indd 74

07736 303296 stephen@monumentltd.co.uk www.monumentltd.co.uk 8 Mosley Street, Newcastle upon Tyne, NE1 1DE

Ralph Saelzer

17/01/2018 BQNE 14:02 YB Whos Who 2018 singles.indd 110

Manufacturer of maritime cranes 0191 514 3001 ralph.saelzer@liebherr.com www.liebherr.com Liebherr Sunderland Works Ltd, Ayres Quay, Deptford Terrace, Sunderland, SR4 6DD

Neil Schneider

20/12/2017 BQNE 17:10 YB Whos Who 2018 singles.indd 50 CHIEF EXECUTIVE

Delivering more and better jobs for the North East

Local government

1 St James Gate, Newcastle, NE1 4AD

17/01/2018 14:01

MANAGING DIRECTOR

HEAD OF COMMUNICATIONS

0191 338 74440 jen.robson@nelep.co.uk www.nelep.co.uk @northeastlep

16/01/2018 15:52

01642 393939 neil.schneider@stockton.gov.uk www.stockton.gov.uk @stocktoncouncil Stockton-on-Tees Borough Council, Municipal Buildings, Church Road, Stockton-on-Tees, TS18 1LD

06/12/2017 10:56

116

WHO’S WHO

In association with

Bespoke Building and Roofing

David Scordino

Amanda Skelton

DIRECTOR

CHIEF EXECUTIVE

Wealth Management

Local government 01642 444 003 amanda.skelton@redcar-cleveland.gov.uk www.redcar-cleveland.gov.uk

0191 211 1011 david.scordino@ubs.com www.ubs.com/northeast-uk @UBS

Redcar & Cleveland Borough Council, Redcar & Cleveland House, Kirkleatham Street, Redcar, Yorkshire, TS10 1RT

2 St James’ Gate, Newcastle upon Tyne, NE4 7JH

Elizabeth Shaw

BQNE YB Whos Who 2018 singles.indd 47

05/12/2017 10:38

Sarah Slaven

INNOVATION MANAGER

BUSINESS DEVELOPMENT DIRECTOR

Business space and consultancy services

Business Support

0191 516 6200 Elizabeth.shaw@ne-bic.co.uk www.ne-bic.co.uk @NEBICInnovation Wearfield, Sunderland Enterprise Park East, SR5 2TA

Garry Sheriff

BQNE YB Whos Who 2018 singles.indd 5

03000 261258 sarah.slaven@durham.gov.uk www.businessdurham.co.uk @_BusinessDurham Millennium Place, Durham, DH1 1WA

Ros Smith

25/10/2017 BQNE 13:41 YB Whos Who 2018 singles.indd 83

MANAGING DIRECTOR

OPERATIONS AND FINANCE DIRECTOR

IT, data centre and telecommunications partner

Business support

0191 442 83 00 garry.sheriff@itps.co.uk www.itps.co.uk @ITPSltd Unit 2a & 2b Waterside Drive, Gateshead, Tyne & Wear, NE11 9HU

Jonathan Simpson

BQNE YB Whos Who 2018 singles.indd 100

01670 813322 ros.smith@nbsl.org.uk www.nbsl.org.uk @nbsl 6 Esther Court, Wansbeck Business Park, Rotary Parkway, Ashington, Northumberland, NE63 8AP

Phil Steele

15/01/2018 BQNE 15:07 YB Whos Who 2018 singles.indd 52

DIRECTOR, BESPOKE BUILDING & ROOFING

GENERAL MANAGER

Operations / Installations

intu Eldon Square shopping centre

0191 607 0779 07931 936889 info@bespokebuildingandroofing.co.uk www.bespokebuildingandroofing.co.uk Unit 21, Algernon Industrial Estate, Shiremoor, NE27 0NB

21/12/2017 12:15

0191 261 1891 phil.steele@intu.co.uk www.intueldonsquare.co.uk @intueldonsquare intu Eldon Square Centre, Management Offices, Eldon Court, Percy Street, Newcastle, NE1 7JB

05/12/2017 13:33

WHO’S WHO

In association with

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Bespoke Building and Roofing

Sarah Stewart OBE

Caroline Theobald CBE

CHIEF EXECUTIVE

Professional event chair and facilitator, NED and enterprise champion.

Chair, First Face to Face Ltd 0191 406 9081 c.theobald@bridgeclubnorth.com www.bridgeclubnorth.com

NewcastleGateshead Initiative Destination management and marketing agency 0191 440 5720 info@ngi.org.uk www.ngi.org.uk @SarahStewartNGI 9th Floor, Baltic Place East, South Shore Road, Gateshead, NE8 3AE

Donna Surtees

BQNE YB Whos Who 2018 singles.indd 25

Bridge Club Ltd, Aydon Castle Farm, Corbridge, NE45 5PJ

Ellen Thinnesen

13/11/2017 BQNE 09:35 YB Whos Who 2018 singles.indd 8

CENTRE MANAGER

PRINCIPAL/ CHIEF EXECUTIVE

Business space and consultancy services

Education and training

0191 516 6200 donna.surtees@ne-bic.co.uk www.ne-bic.co.uk @northeastbic Wearfield, Sunderland Enterprise Park East, SR5 2TA

Martin Swales

BQNE YB Whos Who 2018 singles.indd 5

0191 511 6000 ellen.thinnesen@sunderlandcollege.ac.uk www.sunderlandcollege.ac.uk @sunderlandcol Bede Campus, Durham Road, Sunderland, SR3 4AH

Allison Thompson

25/10/2017 BQNE 12:21 YB Whos Who 2018 singles.indd 93

CHIEF EXECUTIVE, SOUTH TYNESIDE COUNCIL

DIRECTOR

Local authority

Marketing, HR, leadership development and business strategy

0191 4247010 martin.swales@southtyneside.gov.uk www.southtyneside.gov.uk Town Hall and Civic Offices, Westoe Road, South Shields NE33 2RL

Dan Sydes

BQNE YB Whos Who 2018 singles.indd 119

Hope Street Xchange, Hind Street, Sunderland, SR1 3QD

Holly Thompson

16/01/2018 BQNE 15:54 YB Whos Who 2018 singles.indd 112 DIRECTOR

Education

Learning and Development

Kiln Room 17, 2 Hoults Yard, NE6 2HL

03/01/2018 10:35

0191 500 8585 Allison.Thompson@ashmoreconsulting.co.uk www.ashmoreconsulting.co.uk @AshmoreConsult

PRINCIPAL

0191 917 9888 info@nefuturesutc.co.uk www.nefuturesutc.co.uk @nef_utc

01/11/2017 15:00

0191 691 1320 holly.thompson@futureskillsvision.co.uk www.futureskillsvision.co.uk @FSV_Ltd The Beacon, Westgate Road, Newcastle, NE4 9PQ

15/01/2018 14:30

118

WHO’S WHO

In association with

Bespoke Building and Roofing

Ian Thompson

Sarah Thorpe

CORPORATE DIRECTOR REGENERATION AND LOCAL SERVICES

AREA MANAGER

Finance and business premises

Business Support

01642 777888 sarah@ukse.co.uk www.ukse.co.uk @UKSteelEnt

03000 268 081 ian_thompson@durham.gov.uk www.durham.gov.uk

The Innovation Centre, Vienna Court, Kirkleatham Business Park, Redcar, TS10 5SH

Durham County Council, County Hall, Durham, DH1 5UL

Jane Thompson

BQNE YB Whos Who 2018 singles.indd 91

Dave Townsley

21/12/2017 BQNE 12:13 YB Whos Who 2018 singles.indd 23

DIRECTOR OF APPRENTICESHIPS AND COMMERCIAL DEVELOPMENT

Celebrating and inspiring entrepreneurship to help businesses succeed and grow 0191 389 8513 dave@bqlive.co.uk www.bqlive.co.uk @BQLive

Education and training 0191 511 6000 jane.thompson@sunderlandcollege.ac.uk www.sunderlandcollege.ac.uk @sunderlandcol Bede Campus, Durham Road, Sunderland, SR3 4AH

Stephanie Thompson

BQNE YB Whos Who 2018 singles.indd 95

Spectrum 6, Spectrum Business Park, Seaham, Co. Durham, SR7 7TT

03/01/2018 10:35

Tony Trapp

ASSOCIATE DIRECTOR EDUCATION SERVICES

EXECUTIVE CHAIRMAN

Learning and Development

Design & build of bespoke, offshore engineering systems 01434 682505 tony.trapp@osbit.com www.osbit.com @osbitltd

0191 691 1320 stephanie.thompson@futureskillsvision.co.uk www.futureskillsvision.co.uk @FSV_Ltd The Beacon, Westgate Road, Newcastle, NE4 9PQ

Brian Thorpe

BQNE YB Whos Who 2018 singles.indd 109 HEAD OF NORTH EAST

Corporate banking 07775 551330 brian.thorpe@barclays.com www.barclays.com @BarclaysCorp Barclays House, 5 St Ann’s Street, Quayside, Newcastle upon Tyne, NE1 3DX

08/11/2017 12:24

GROUP ACCOUNT DIRECTOR

Broomhaugh House, Riding Mill, Northumberland, NE44 6AW

Professor Jane Turner OBE

09/01/2018 BQNE 16:49 YB Whos Who 2018 singles.indd 105 PRO VICE-CHANCELLOR (ENTERPRISE & BUSINESS ENGAGEMENT)

Higher education 01642 342012 Jane.Turner@tees.ac.uk www.tees.ac.uk Teesside University, Middlesbrough, Tees Valley, TS1 3BX

08/01/2018 10:55

WHO’S WHO

In association with

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Bespoke Building and Roofing

Jason Wainwright

Joanne Warren

MANAGING PARTNER

R&D TAX SPECIALIST

Law firm/professional services

Accountant 01207 581717 Joanne.Warren@harland.co.uk www.harlandsaccountants.co.uk @HarlandsJoanne

0191 211 7951 jason.wainwright@muckle-llp.com www.muckle-llp.com @MuckleLLP

The Greenhouse, Amos Drive Greencroft Industrial Estate

Time Central, 32 Gallowgate, Newcastle upon Tyne, NE1 4BF

Catherine Walker

BQNE YB Whos Who 2018 singles.indd 135

16/01/2018 15:56

Jonathan Waters

INWARD INVESTMENT DIRECTOR

MANAGING PARTNER

Invest Newcastle is a service delivered by NewcastleGateshead Initiative on behalf of Newcastle, to attract and secure new investment and jobs for the city.

0191 440 5720 invest@ngi.org.uk www.investnewcastle.com @TynetoInvest

Legal

9th Floor, Baltic Place East, South Shore Road, Gateshead, NE8 3AE

James Walker

BQNE YB Whos Who 2018 singles.indd 29

0191 232 8345 jonathan.waters@hay-kilner.co.uk www.hay-kilner.co.uk @haykilner Merchant House, 30 Cloth Market, Newcastle upon Tyne, NE1 1EE

Professor Andrew Wathey CBE

13/11/2017 BQNE 09:34 YB Whos Who 2018 singles.indd 138

MANAGING DIRECTOR

VICE-CHANCELLOR AND CHIEF EXECUTIVE

General construction and design and build contracting

Higher Education

0191 2733311 info@surgo.co.uk www.surgo.co.uk Albany Court, Monarch Road, Newcastle Business Park, Newcastle upon Tyne, NE4 7YB

Keith Walker

BQNE YB Whos Who 2018 singles.indd 134

0191 227 4002 Andrew.wathey@northumbria.ac.uk www.northumbria.ac.uk @northumbriauni Sutherland Building, College Street, Newcastle upon Tyne, NE1 8ST

Pete Watson

16/01/2018 BQNE 14:05 YB Whos Who 2018 singles.indd 89

MANAGING DIRECTOR

CHIEF EXECUTIVE OFFICER

Manufacturing

IT services

+44 (0)1207 290266 info@martelinstruments.com www.martelvida.com @Martel_Inst Stanelaw Way, Tanfield Lea South Ind Est, County Durham, DH9 9XG

16/01/2018 16:00

0191 283 0191 pete.watson@atlascloud.co.uk www.atlascloud.co.uk @PeteWatson_CEO Atlas Cloud, Generator Studios, NE1 2LA

19/12/2017 16:34

120

WHO’S WHO

In association with

Bespoke Building and Roofing

Paul Wellstead

Lucy Winskell OBE

DEVELOPER, SPECTRUM BUSINESS PARK

PRO VICE-CHANCELLOR (EMPLOYABILITY AND PARTNERSHIPS)

Office space development paulw@hillford.co.uk www.spectrumbusinesspark.co.uk @spectrumbizpark Spectrum Business Park, Seaham, County Durham, SR7 7TT

Carole White

BQNE YB Whos Who 2018 singles.indd 140

Higher Education 0191 243 7200 lucy.winskell@northumbria.ac.uk www.northumbria.ac.uk @northumbriauni Sutherland Building, College Street, Newcastle upon Tyne, NE1 8ST

Ian Wolfendale

16/01/2018 BQNE 16:02 YB Whos Who 2018 singles.indd 94

CHIEF EXECUTIVE

CLIENT ENGAGEMENT MANAGER

Business support

Specialist R&D tax advisory firm

0191 5166105 cwhite@tedco.org www.tedco.org @tedcoltd North East Business and Innovation Centre (BIC), Wearfield, Enterprise Park East, Sunderland, SR5 2TA

Professor John Wilson

BQNE YB Whos Who 2018 singles.indd 61 FACULTY PRO VICE-CHANCELLOR, BUSINESS & LAW

19/12/2017 16:33

07531 448053 ian.wolfendale@jumpstartuk.co.uk www.jumpstartuk.co.uk @JumpstartRandD Spectrum 6, Spectrum Business Park, Seaham, SR7 7TT

Vanessa Wood

05/12/2017 BQNE 10:55 YB Whos Who 2018 singles.indd 132

15/01/2018 12:14

CENTRE MANAGER

Business space and consultancy services

Higher Education 0191 227 3368 john.f.wilson@northumbria.ac.uk www.northumbria.ac.uk @northumbria City Campus East

Peter Wilson

BQNE YB Whos Who 2018 singles.indd 92 MANAGING DIRECTOR OF NORTHERN SKILLS GROUP

Education and training 01642 333638 pj.wilson@mbro.ac.uk @northernskills_ Middlesbrough College Dock Street, Middlesbrough, TS2 1AD

01325 526 006 Vanessa.wood@businesscentraldarlington.co.uk www.businesscentraldarlington.co.uk @DarlingtonSpace 2 Union Square, Central Park, Darlington, DL1 1GL

Laura Woods

19/12/2017 BQNE 16:34 YB Whos Who 2018 singles.indd 146 DIRECTOR OF THE FORGE

University support for business 01642 384408 L.Woods@tees.ac.uk www.tees.ac.uk/theforge The Forge Teesside University Middlesbrough Tees Valley, TS1 3BX

16/01/2018 16:03

YE RBOOK

GIVING BACK/ SOCIAL ENTERPRISE The truly great businesess are those which support the communities in which they are based and upon which they rely

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A vital helping hand Grant-making is the lifeblood of the charity sector says Rob Williamson, chief executive of the Tyne and Wear Community Foundation.

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“We use our understanding and insight to make sure that generous people and businesses who give to local causes can do so effectively.”

The voluntary, community and social enterprise sector in North East England has been remarkably resilient in the face of 10 years of economic and political change. But many groups are having to run faster to stand still, with pressure higher on those in the poorest areas.

Philanthropy and charitable giving play a critical role in strengthening their hand and improving quality of life across our region.

Community foundations are independent charities dedicated to making a difference in a particular city, county or region.

We use our understanding and insight to make sure that generous people and businesses who give to local causes can do so effectively. That’s why the Community Foundation Tyne & Wear and Northumberland invests in research like the ground-breaking Third Sector Trends Study written by Durham University’s Professor Tony Chapman. Third Sector Trends gives the kind of detailed data on the charity sector which is taken for granted about businesses. We also publish Vital Signs North East, in collaboration with County Durham Community Foundation with support from the Garfield Weston and Esmee

Fairbairn Foundations. Vital Signs ‘takes the pulse’ of the region and informs better giving.

The main issue highlighted now is inequality.

Philanthropy has a critical role helping people and families experiencing poverty and disadvantage, and ensuring money gets to those parts of the region which are more affected by crime, unemployment and ill-health. It can also help to strengthen our cultural and environmental assets – both for their own sake, but also to encourage people to invest, live and work here.

Charitable grant-making needs to remain the life blood of the charity sector. Community foundations are committed to growing giving which can finance grants to groups now and for generations to come. But we are also looking to deploy a range of other resources to help groups we support to be really effective.

One example is the North East Social Investment Company (NESIC), in which we are a partner and investor.

NESIC oversees the £10.2m North East Social Investment Fund which provides loans and other forms of repayable finance to charities and social enterprises that make a positive impact on vital causes in our region.

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“But our key message remains that more people and businesses need to get involved in giving.”

The Fund, run by Northstar Ventures, offers investments from £100,000 to £1m for purposes including operational costs, working capital and asset purchases. A Sunderlandbased substance misuse recovery service, Achieve with NERAF, received £100,000 to help it deliver a new national government contract. The overall is to reduce crime, through work which prevents offenders falling back into drug and alcohol abuse.

We are also broadening our impact by providing groups with advice, training and connections to other funders.

Newcastle-based Liberdade works with people with learning disabilities and autism in the North East of England, running arts and social enterprises. As well as grants, Liberdade has benefitted from a range of training and consultancy programmes through the Community Foundation, developing its governance and income generation in preparation for taking on a building – Gosforth Civic Hall – via an asset transfer. This in turn led to them receiving investment from the Fresh Ideas Fund, a partnership between the Community Foundation and the Northstar Foundation.

But our key message remains that more people and businesses need to get involved in giving to enable the ambitions of our communities to be achieved. Community foundations start with where you are and the causes that inspire you. Because no two donors are alike, we offer options allowing you to give when and how you choose. It might be by starting a charitable fund for you, your family or your business – a hassle-free and enjoyable way to give

bqlive.co.uk

back. Or it might be by giving with others with shared interests, or planning a legacy to benefit the community you care about. Giving is also about your time. A great way for businesses to make a difference is to encourage and support employee volunteering. It helps build individual and team skills and retain talent, and can give a great boost for the company’s profile. The North East Charity Awards, now a well-established and high profile event in the region’s calendar, profiles many companies, large and small who are doing their bit. But, as well as volunteering for activities, charities and voluntary groups need people with good business skills to join their boards of trustees.

Community Foundations can advise you about all these options too. n

Rob Williamson, Chief Executive Community Foundation serving Tyne & Wear and Northumberland Communityfoundation.org.uk

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•

The Community Foundation Tyne & Wear and Northumberland and the County Durham Community Foundation have between them awarded over £150m in grants through more than 500 charitable funds set up by individuals, families and businesses.

•

The Community Foundation Tyne & Wear and Northumberland now holds an endowment fund of £80m. County Durham’s stands at over £13m.

•

Charities and voluntary organisations account for 3-4% of regional employment (bigger than the agriculture, fishing or energy sectors)

•

150,000 volunteers in North East England deliver nearly 11 million hours of work a year.

•

More than half of voluntary organisations in the region have received money from the private sector and 43% have benefitted from free facilities.

•

Nearly a quarter of voluntary organisations working in the region’s poorest areas are the most likely to be in a vulnerable financial position.

•

Grants remain the most important source of income for small and medium sized voluntary organisations.

Giving back/ Social enterprise Stats

In the last Financial Year Tees Valley Community Foundation awarded grants of £939,164 to beneficiaries

There are approximately 62,000 social enterprises in the UK with a combined turnover of at least £27 bn.

Social enterprises account for 5% of all businesses with employees, and contribute £8.4bn per year to the UK economy

Tyne and Wear Community Foundation has built an endowment of over £65m and has awarded more than £100m in grants

Between 1,000 and 2,000 social enterprises operate in the North East. These range from very large enterprises with turnovers of several million pounds to micro enterprises with no paid employees

County Durham and Darlington Community Foundation has an endowment pot of £13m and has issued £30m of grants to 12,000 groups over 20 years

YE RBOOK

MANUFACTURING & OFFSHORE Sectors in which the North East leads the UK’s export drive

In association with

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MANUFACTURING & OFFSHORE

Energised for the future Scott Duncan, North East Membership and External Affairs Manager for the EEF, reflects on how the region is involved in some pioneering initiatives.

This year has seen a raft of activity from Government on industrial strategy, energy policy and the low carbon transition. The North East continues to play its part in delivering the Government’s ambitions in this area by supporting the diverse energy mix today, as well as bringing together innovative businesses to

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“The region is now leading the way in the UK with EV charging networks, battery powered vehicles and a transport infrastructure that promotes reducing our carbon footprint.”

deliver leading-edge opportunities as the low carbon agenda grows.

So what were the big announcements for industry and energy in 2017?

January saw the launch of the Industrial Strategy green paper, which set out ‘Affordable energy and clean growth’ as one of its 10 pillars to deliver a thriving UK industry. In October, we finally saw the Clean Growth Strategy (CGS).

This will be built on further now the full Industrial Strategy has been launched in November, which saw the Government invest up to £360m of new investment to maximise the advantages for UK industry from the global shift to clean growth, through leading the world in the development, manufacture and use of low carbon technologies, systems and services that cost less than high carbon alternatives.

The long-awaited independent energy review by Professor Helm was also published, to get a grip on improving the affordability of energy for domestic and business consumers. Whilst dealing with current uncompetitive energy costs is a priority, government and energy regulator Ofgem is also looking to the future, by launching the ‘Smart, flexible energy plan’. This plan is a joint strategy to deliver the new opportunities that ‘smart energy’ can bring to UK homes and businesses, including to improve affordability. These initiatives are just the tip of the iceberg, and far more is going on under the water to support these high level ambitions.

Whilst these big announcements caught the headline, it’s worth reflecting on some of the pioneering initiatives that the North East is contributing to the UK’s industrial strategy and ambitions for the low carbon transition.

In much the same way that the North East led the world in the development of engineering innovation during the Industrial Revolution with Stephenson’s Rocket, Swan’s electric light bulb and Armstrong’s first hydro-electrically lit home, it is doing so again as a test bed for low carbon passenger vehicle technology. The region is now leading the way in the UK with EV charging networks, battery powered vehicles and a transport infrastructure that promotes reducing our carbon footprint and in doing so tackling one of the most significant environmental challenges.

Home to leading firms like Nissan, Europe’s most productive car plant, manufacturing the electric Nissan

LEAF with EV battery production also in Sunderland under the new ownership of GSR Capital following the sale by Nissan earlier this year; as well as Hitachi in Newton Aycliffe producing the next generation of electric and b-mode trains. The region is also home to significant academic research into low carbon vehicle and fuel cell technology, with all five of its universities carrying out research into LCV technology pushing the boundaries of knowledge and innovation. The FE sector also contributing, with Gateshead College training the next generation of skilled worker required to manufacture low carbon vehicles.

Outside of automotive, the energy sector is growing fast in the region, with businesses and supply chains tapping into opportunities and expertise in oil and gas, subsea and marine technology and engineering, and offshore renewables. The region reflects the diversity in energy supply that the government is trying to achieve, in baseload, intermittent renewable, and flexible generation.

In the Tees Valley, you can find Hartlepool nuclear power station, onshore and offshore wind farms as well as biomass and gas plants at Wilton.

Indeed the Combined Authority in the area is looking to develop a comprehensive Low Carbon Industrial Strategy for the Tees Valley – a long term plan for decarbonising industrial and related supply chain activity and to provide a carbon budget for the region which can be achieved over the short, medium and longer term.

There is already a Teesside Collective, a cluster of businesses looking to deploy Carbon Capture Utilisation and Storage (CCUS) technology for industrial applications in the region by 2030. The Clean Growth Strategy set out Government’s commitment to spend £100m from the BEIS Energy Innovation Programme to support Industry and CCUS innovation. This included £20m for a CCU demonstration programme. Government’s committed to creating a new Minister-led CCUS Council, indicating we hope a renewed commitment to deliver CCS as an affordable opportunity for decarbonisation, would help build the UK’s competitiveness, whilst supporting UK industry to contribute to the low carbon agenda.

There is clear interest in the North East, so is certainly an area to watch as the government’s decarbonisation plans progress. n

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Smart work Ann Watson, CEO of skills experts in advanced manufacturing and engineering the Semta Group, looks at how the region can benefit from the Fourth Industrial Revolution.

The North East is a region with a proud engineering heritage and, although it is no longer the world’s leading shipbuilder, engineering still plays a critical role in the North East’s sense of identity and in its economy. Indeed, exports from the automotive sector (thanks to Nissan and its supply chain) are a key reason that the region remains the only one in England outside of London and the South

East with a net positive balance of trade.

There’s no reason why engineering shouldn’t continue to be so important to the North East and there are good reasons to be optimistic about the region’s future as one of the United Kingdom’s engineering powerhouses. The Made Smarter Review, which Semta was part of, explores how UK manufacturing can maximise benefits from increasing adoption of digital technology and the Fourth Industrial Revolution. It proposes that a number of the new research centres underpinning the UK response to this revolution should be based here, which provides new opportunities for our region’s engineering companies to embrace digital engineering.

Significant investment in the region is also planned. The recently published Industrial Strategy white paper has an automotive sector Deal linked to it, meaning investment in new battery technology development in Sunderland. The Sunderland City Deal and Tees Valley Growth Deal prioritise advanced manufacturing as a sector for future growth. The government’s Northern Powerhouse initiative covers the North East and is seeing investment in the infrastructure employers will need in the digitalised future.

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“Any skills strategy to ensure the North East is ready for the future of engineering must focus on the needs of smaller employers too.”

This investment in new digital developments and infrastructure is great news for our region. But we cannot make a success of the Industrial Strategy if we do not underpin it with a comprehensive skills strategy. This becomes even more important in the context of the UK’s impending exit from the European Union. A recent IPPR report found that the North East is actually doing relatively well to meet the skills needs of its manufacturing sector, with a below average rate of skills shortage vacancies in skilled trades occupations. But what if it becomes harder to bring in skilled workers from the EU to the North East post-Brexit?

It follows that the North East will need to look to itself to meet more of its own engineering skills needs in future.

It is a concern that the region posted the steepest drop in GCSE passes in 2017, and this highlights a need for technical routes into work for those young people in the region who are not well-suited to academic learning. Several North East-based employers helped to shape Semta’s new Engineering a Qualified Workforce sector research report, making clear the value of technical qualifications in demonstrating their workforce’s competence.

The government, recognising the importance of technical qualifications, has announced the development of fifteen new T-Levels, which will be a technical equivalent to A-Levels; each will cover a broad occupational area. The new T-Level qualification in Engineering and Manufacturing, which Semta is helping to develop, is set to be introduced from 2021. The North East’s mayoral areas will benefit from having Skills Advisory Panels (their creation recently announced in the Budget) which will directly link employer need with T-Level training provision.

The running theme of government skills policy over recent years has been to encourage employers to take a leadership role. North East engineering employers have responded by getting involved in the development of new apprenticeship standards for the sector. But there is more for the region’s engineering employers to do if the North East is going to make the very most of its digital future – especially with the devolution deals in the region all having

a skills element, with control over the Adult Education Budget.

A quick search of the government’s online Find an Apprenticeship Service finds a number of household names such as Atkins, Rolls-Royce and Nissan offering engineering degree apprenticeships with a digital focus in the North East. But the North East’s engineering sector is not just made up of those household names; of 7,100 engineering employers in the region, just 45 are large (with 250 plus employees). The vast majority are micro-sized enterprises of 10 people or fewer.

So it follows that any skills strategy to ensure the North East is ready for the future of engineering must focus on the needs of smaller employers too. The apprenticeship levy being paid by employers with a paybill in excess of £3m will soon be transferable to other employers (up to 10% of the total). So this is one way the North East’s automotive, rail, renewables and other key engineering sub-sectors could support their regional supply chains to recruit and invest in apprentices. The T-Levels will include a high-quality three month work placement, and the region’s engineering supply chain could boost its pipeline of young potential recruits by offering some of these placements.

The skills system changes may seem daunting but they offer great opportunities to North East engineering employers. If you’re not sure where to start, our experts can help you every step of the way, from developing a skills strategy to recruiting and delivering apprenticeships.

Crucially, we can also help you to assess your future workforce skills needs based on how your business is expected to grow – and we can help you to prepare to meet the skills challenges of the Fourth Industrial Revolution head on. n For skills and apprenticeship support and guidance, contact Semta on 0845 643 9001 or email customerservices@semta.org.uk

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Manufacturing’s gateway to the world North Tyneside offers a fantastic infrastructure to growing companies with modern business parks and easy access to anywhere in the UK or abroad.

North Tyneside is home to a number of valuable industrial sites with extensive river-front access and a deep water port, attracting a range of businesses including Smulders, Fabricom Offshore Services, WD Close, Quick Hydraulics, Soil Machine Dynamics (SMD) and Barrier Group.

New sites currently being developed in the borough include the Swans Offshore Energy Park, which falls within the North Bank of the Tyne Enterprise Zone. This 17-hectare site is exceptionally well-positioned for the North Sea and within easy reach of key, offshore energy locations including Dogger Bank. The site offers maximum flexibility with bespoke advanced manufacturing units designed and built to meet the needs of individual occupiers.

North Tyneside Council is committed to making the Energy Park a huge success, with ÂŁ26m investment already spent on major works. This includes quay edge improvements, dredging to allow larger vessels to berth, building new access roads and upgrading existing ones.

Also located on the site, the Swans Centre for Innovation (CFI) is a modern office building which is home to a range of offshore energy, subsea and marine businesses, from start-ups to established companies.

Since its launch, the CFI has attracted a range of businesses including Bibby Offshore Ltd, M2Subsea Ltd and Jackson Hogg Recruitment.

Due to its success, the next phase of the CFI has now been approved and will include full refurbishment of the three

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upper floors of the office block to provide a range of offices, meeting rooms and break-out spaces.

The Swans and CFI projects are part financed by the European Regional Development Fund (ERDF), managed by the Department for Communities and Local Government.

Further along the river, the Port of Tyne’s Royal Quays Enterprise Park comprises a large development area of up to 30 hectares with Enterprise Zone status. Located less than 3km from open sea, the site offers a prime location with access to multiple riverside berths that accommodate both passenger and cargo vessels.

As part of the Port of Tyne estate, the Enterprise Park can benefit manufacturers immediately, as it is fully integrated into a mature logistics infrastructure. With container, RoRo, ferry, bulk cargo and road connectivity close by, the site offers a superb development opportunity.

In addition to river front sites, North Tyneside offers a range of industrial parks in urban locations including the Tyne Tunnel Trading Estate. This established commercial hub comprises industrial, distribution and office space, as well as two new developments offering bespoke Grade A industrial units.

Indigo Park is an 82-acre development site offering

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bespoke industrial, distribution and R&D premises. The site is one of the largest in the North and offers units ranging in size from 40,000 sq ft to 1.5 million sq ft. Improvement works around the site have recently been completed, creating a new access road and adding a signalised junction leading to the Park.

Complementing the borough’s excellent infrastructure and word-class property solutions, North Tyneside is also home to a cluster of training providers operating in the offshore industries.

Advanced Industrial Solutions (AIS) and Maersk Training provide world-class training in the renewable, maritime and subsea sectors. Since opening in the borough both companies have experienced significant growth and success, attracting trainees from across the globe. n

For further information on opportunities and support available in North Tyneside, please contact Sean Collier on (0191) 643 6409 or visit www.investnorthtyneside.co.uk.

Manufacturing & Offshore Stats

4,070 manufacturing businesses in the North East (SOURCE: EEF)

62,000 employed in advanced manufacturing and engineering

70% of oil and gas platforms operating in the North Sea were built in the North East

5,000 energy companies in the North East specialising in oil and gas, wind energy and renewables

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FINANCIAL/ BANKING A sector which is undergoing a revolution in which the North East is playing a major part

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SSAS - the Pension Scheme designed for SME’s For the SME owner, a pension need no longer be a burden but can become an aid to business growth.

In the past, the mere mention of pensions would have business owners yawning and wanting to change the subject quickly. However, with the advent of Auto Enrolment (workplace pensions) and recent legislative changes bringing flexibility to pensions, astute business owners are now considering all their pension options. This is because as well as providing retirement income, some pensions can offer great planning opportunities today.

The most flexible of all pensions is the Small Self Administered Scheme (SSAS). This pension was designed by the government specifically for small businesses. SSAS are HMRC approved, and have a host of features that make them attractive to businesses and their owners.

It is not possible to cover all aspects of SSAS in this article, but here are a few key features that are of interest to most business owners:

Loan Backs It is possible for a SSAS to lend up to 50% of its net assets back to the associated company. This means that business owners can make contributions into their pension, secure in the knowledge that if in future years their business requires cash flow then their pension is able to provide it.

Alternatively, many business owners also have pre-existing, more traditional pensions. By transferring that pension into a SSAS they could provide a simple form of flexible funding.

Contributions and Advanced Contributions As well as being able to take standard contributions (up to £40k per employee), with a SSAS the company can make a contribution that is an allowable expense for Corporation Tax purposes of up to £500k per year. This can be of great benefit to profitable business, and is a feature unique to SSAS. Commercial Property There are two main areas of benefit to having commercial property in a SSAS:

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“The most flexible of all pensions is the Small Self Administered Scheme (SSAS). This pension was designed by the government specifically for small businesses.”

1. Security – because the SSAS is a trust, if in future the company experiences financial difficulty then creditors could not take possession of this asset 2. Tax – there are many tax benefits from having commercial property in a SSAS, including: • Any growth in value is free from capital gains tax • Rent received is not subject to income tax • Rent paid is an allowable expense • Moving the property into a SSAS is an allowable expense SSAS also bring lots of simple planning opportunities for commercial property.

They can reduce the effective purchase price by 19%; quite simply, if a business contributes cash to a SSAS this is an allowable expense for corporation tax. When the SSAS has the funds it can then purchase the property.

N.B. it is also possible for a SSAS to borrow funds to help the purchase.

SSAS can produce significant tax reliefs - If a business currently owns commercial property, it can be contributed to the SSAS, and this will create corporation tax relief to the value of the property. If a business owner personally owns commercial property, this can also be contributed to the SSAS via their limited company; this produces both personal and corporate tax reliefs.

SSAS Advisers Hopefully, the details above highlight that SSAS are not only effective retirement plans, but when used effectively can enhance the financial position of a company and its owners.

SSAS Advisers offer a unique consultancy and implementation service that involves consultation followed by an underwritten advice note.

Our experienced team consists of consultants who interface with business owners and their Advisers. We also have an experienced back-room technical team that consists of pension experts, chartered tax advisers, pension lawyers, and a corporate trustee. n

Please note: All applications of SSAS have rules and conditions attached, please contact SSAS Advisers to discuss your specific requirements.

Terry Dunbar, Director SSAS Advisers Ltd terry@ssasadvisers.co.uk 0191 580 1286

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A family photo of the Atom bank team; the Atom pull brings a unique mix of talent and experience, including global talent too!

A talent magnet Everything about Atom bank is exceptional.

Behind the banking app is a uniquely human team, constructed of industry experts from academia to law to the civil service, living on the doorstep of Atom’s County Durham office or three hundred miles away, new to the industry or with decades of valuable experience behind them.

Bringing together this team of diverse, talented individuals has been no mean feat… but how do you find the very best the world has to offer? And how do you persuade them to come and work for your challenger bank?

Simple. You build it. Build it out of eco-mud walls and no dress code, with apple fences in the car park, and stotties in the local shops, next to a nature reserve, with fresh ideas, tenacity and an open mind – and they will come, as BQ’s Suzy Jackson discovered.

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Right people, right reasons There are some great benefits to working at Atom bank – but the primary perk is definitely the job itself.

Atom is a bank full of hoodie-wearers but it’s not like your dad, trying to be cool and hip and ‘down with the kids’… This bank is substance over style; the style element of Atom bank is what you see presented in the app and in their products, and they polish the boots of that to perfection.

But their people. Their people are authentic in every way. No one changes into their work persona on entering the building; instead they come to work as themselves.

Individuality and respect is key at Atom.

Sean Gilhome, resourcing manager at Atom bank, tells me that a strong team is a diverse team: “We’re about idea generation and doing things differently, to do this we need a diverse workforce, with different experiences and backgrounds to ensure we have well thought out suggestions,” he says.

“We’re trying to be at the forefront of technology but that doesn’t mean that we have a bunch of robots working for us,” adds Gareth Johnston, HR business partner. Individuality, creativity and personality are important; what they bring to a business is really valued here. “Maximising the range of demographics of our people within the business will only enhance the scope of experience, skills and insight that we can draw upon. We’re also trying to disrupt the industry and we’re not going to do that by employing a bunch of stereotypical bankers!”

“Some of the roles we recruit for are pretty niche and sometimes that means we need to delve into talent pools that are a little further afield but we continue to invest our time into initiatives such as Women in Finance and the Tech Talent Charter to try and develop our own talent pools more locally.”

“Let’s not forget the people we’ve got within the business already, we place a massive emphasis on self-development, sponsoring people through professional qualifications and other development to ensure we can promote internally.”

A diverse team is the only true way to engage with, serve, and represent the diverse customer base Atom are building.

Sean adds: “We look for individuals who are passionate about changing an industry, about creating something that we can all be proud of and making a difference.”

And in return, the package is good, with flexibility and long term rewards baked in. “This makes sure Atom has people who are here for the right reasons. This results in low attrition and a real family feel, an environment that encourages creativity, opinions and challenge,” he says. “This should reassure customers that everyone here at Atom wants to do a fantastic job for them, always putting customers first when making decisions and striving to make their lives better.”

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The All About Me Fund Every year, the Atom team gets help to learn something new that’s not job-related, but that’ll develop them as well-rounded, happy, human beings. Highlights of 2017 included:

Scuba Diving Lessons Guitar Lessons Ballet Dancing Learning Chess Cake Decorating

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Who works at a bank like this?

The Commuter

The Returner

Katy Ringsdore has been Atom’s head of PR for just more than two years. Her office is in Durham, and her house is in Bristol. Yes, that Bristol.

“It’s extremely exhausting,” she concedes. “I get the train to London on a Monday, work from London all day then get the train to Durham that evening.

I work in Durham until Thursday then fly to Bristol on a Thursday evening - this flight is nearly ALWAYS delayed.”

391 miles on the rails and around 280 by air each week, but Katy shrugs it off. “I love Atom!” Her enthusiasm is contagious as she adds: “It is an incredibly special place to work - I have never had a better job.”

Living through the week in Durham, Katy has learned the local love of the word ‘champion’ and credits the people she shares her work life with as being ‘100%’ the reason she adores her job so much.

Vincent Golding made the move back to the North East from near Leeds in early 2017, bringing his daughter back to be raised closer to his family. Having settled into a career in the banking sector already, Atom’s location allowed him to stop trawling through job sites as their advert for operations trainer was too good to resist!

“We’re building a bank! How many people get to say that,” he asks. “And we’re having a good time doing it. What more could anyone want from their job?”

His commute now is double what it was when he was based in Yorkshire, but it’s 100% worth it, he says… you could almost say it’s a ‘canny’ drive! “I’d stopped using that when I wasn’t living in the North East, but I’m so pleased it’s a regular part of my vocabulary.”

And after ten years in Yorkshire, he’s settling into his ‘fun, crazy and fast’ job at Atom by celebrating the fact that stottie cakes are available everywhere…

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Number of sessions delivered across two dedicated “learning weeks” in 2017

846*:

Fruit bowls distributed across the business.

An apple a day, and all that. *Figure correct at time of going to print!

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The Commuter

The Returning student

Kate Horwath, Copy Manager, has a lengthy commute from the wilds of Yorkshire. Why would she travel hundreds of miles just to go to work?

“Because it’s Atom!”, she exclaims. “Look, I realise it’s a cliché and people will think I’m only saying this because my boss might read it, but it’s absolutely, totally genuine.

“Atom cares from top to toe. From a smile and a chat with the Chairman and CEO, being human has trickled down the whole business. It’s a really unique place to work.”

Kate loves the humanity that she finds in her role. “At Atom, you can have an idea in the shower in the morning and discuss it with the chief marketing officer by lunch.

“I’m creating the personality for a bank, not many people can say they’ve done that!”

George North, media specialist spent a year commuting from West Yorkshire before the pull of Newcastle became too strong for him, and he succumbed to the bright lights of the big city – again, having been here as a student at Northumbria University.

He’s halved his commute, but more importantly for him, he now car-shares with two colleagues; significantly important when, after falling in love with the Tyne Bridge on a visit, he now stares at ‘that bridge’ from a queue of stationary cars if he hits rush hour!

“Throughout education and growing up,” he says, “you are taught about this tough and strict expectation of what ‘the big wide world’ is like. Atom is nothing like that. It encourages uniqueness and personality like nowhere I’ve ever seen, and I couldn’t imagine there being anywhere like it.”

Relishing life back in the Toon, George particularly likes his constant proximity to a Greggs sausage roll, and being able to use the phrase ‘howay, man!’ to express disdain to – well, anyone, really.

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Toilet rolls given away at company meetings. A useful prize for anyone!

Too many to count: meltdowns due to milk shortages at head office.

Hey, nobody gets everything right.

Financial/Banking Stats

The North East has particular strengths in banking, mortgage lending, accountancy and legal services.

Newcastle is the leading financial and professional services centre in the region, accounting for over a quarter of regional employment in the sector

With 12,300 employed in the sector, Newcastle sits at the centre of a wider financial and related professional services industry in the region, which employs a total of 45,200 people and generates 8% of regional gross value added

Other cities in the North East with sizeable employment in financial and related professional services include Sunderland (6,500) and Stockton (3,900).

(SOURCE THECITY UK)

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LEGAL The region has a wide range of law firms, many of which have a national reputation and presence

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of change Adapting to change will bring opportunities for businesses in the North East region, says Kevin Robertson, Partner and Head of Newcastle Womble Bond Dickinson.

2017 has been a year characterised by uncertainty and the need to adapt to the unpredictable. Brexit negotiations have continued with a real possibility of no deal or a hard Brexit concerning business leaders in the North East and throughout the UK, we’ve seen a snap General Election with surprising results and the first interest rate rise for 10 years.

However, all change brings opportunities - the North East’s economy focuses highly on exports and has great trading links with Europe as we have seven ports facing directly towards us. It is extremely vital that, as a region, we take advantage of any opportunities outside of the UK and ensure we capitalise on our position post-referendum. As a firm, we already have European relationships through strategic partnerships in Germany and France to help clients who need legal support across these jurisdictions and it is these kinds of relationships that

all businesses must use to their advantage as we move through Brexit.

Our transatlantic combination this year has been a huge change and a really exciting time. Womble Bond Dickinson isn’t just the combination of a large UK and US law firm, it’s collaboration between an office in Newcastle and an office in Charlotte - it was borne out of a desire for each firm to better serve the regional business communities in which they are rooted and which are central to our new firm’s future.

With more than 400 partners and 1000 lawyers, the combination has increased our intellectual capital, allows us to innovate more readily and helps us to attract and retain the best talent in our local markets. This is good news not only for our clients who require a seamless transatlantic approach, but for those who we work closely with on purely

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“It’s a hugely positive step that will help to rebalance the local economy and provide more opportunities for those working and living in the region.”

domestic business.

The announcements from the Autumn Budget brought some welcome news for our North East region as it has given us a helping hand to building a stronger economy for 2018. The North of Tyne Devolution deal was announced which will bring much needed extra funding and powers from Westminster to the North East region and strengthen the North East’s role in the wider Northern Powerhouse. The Northern Powerhouse is a key asset for the North East, as it enables us to boost our local economy by investing in skills, innovation, transport and culture.

The Chancellor heeded calls from the North East to find the £337m needed to fund a new fleet of Metrocars for the Tyne and Wear Metro. Those of us who live in the North East know that this investment in infrastructure was desperately needed. It’s a hugely positive step that will help to rebalance the local economy and provide more opportunities for those working and living in the region.

The £123m funding also announced by the Chancellor will allow the transformation of the former Sahaviriya Steel Industry (SSI) site at Redcar which aims to create 20,000 jobs and add £1bn to the local economy over the next 25 years.

This development represents real investment into the region and is evidence of the big ambitions for the area shared by Tees Valley Mayor, the South

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“SMEs in the North East are making the most of the opportunities that corporate alliances can open up.”

Tees Development Corporation and the Tees Valley Combined Authority. We look forward to playing our part in this project - our manufacturing and construction team has been involved with the closure and restoration of several major plants and sites across the UK and our first-hand experience of these kinds of projects will be put to good use.

Adapting to a new way of doing business has also been highlighted by our Close Encounters report, published this year, on the power of collaborative innovation. The report shows that SMEs in the North East are making the most of the opportunities that corporate alliances can open up.

Coming second only to London in terms of volume of deals per SME, the report reflects the vibrancy of the region’s small businesses, particularly in a couple of key areas.

First, the North East has a particular strength in high end manufacturing and automotive, with US auto giant Lear Corporation’s recent decision to bring its European R&D activities to Sunderland adding a further vote of confidence. Cluster groups like the North East Automotive Alliance are helping to spark partnerships between businesses large and small.

“

The North East is also one of the UK’s fastest growing regions for tech start-ups. Collaboration with corporates will become increasingly important to these dynamic businesses, which are brilliant at proof of concept innovation but often lack the regulatory pathways, brand and finance to make the most of their intellectual property. Together they can be a powerful force.

2018 will bring many changes we can’t predict, however there are also legal changes coming in that businesses should be preparing for – General Data Protection Regulation (GDPR) and gender pay gap legislation to name just two. Any business unsure whether it will be affected by the legislation around these issues or what it should be doing now to prepare for them should speak to its legal advisers as soon as possible.

The North East has a lot to build on from 2017 and we are continuing to grow as a region. Womble Bond Dickinson have a proud heritage in the North East and as a successful and growing business, we’re committed to supporting our local community and to continue investing in Newcastle, where our largest UK office is based. If we continue to get the support we need, the North East will grow stronger together. n

“The North East has a lot to build on from 2017 and we are continuing to grow as a region.”

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Legal Stats

Analysis found that 8,000 new jobs are created and ÂŁ379m is added to the economy for every 1% growth in the UK legal services sector

Law has been taught at Newcastle upon Tyne since 1923, where it was taught at Armstrong College, part of the federal University of Durham

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TRAINING & RECRUITMENT Our prosperity depends on increased productivity and for that we must attract, retain and train the right people

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Championing ‘All and Every’ – upskilling the North East workforce Michelle Rainbow’s role at the North East Local Enterprise Partnership (LEP) is a complex one but at its heart is a very simple goal: to ensure skills are available to all and everyone. To make this happen, the North East LEP has adopted a cradle to grave approach working with schools right through to the over 50s.

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When skills director Michelle Rainbow joined the North East LEP, she was already passionate about raising aspirations and improving social mobility.

She knew the role would place her in the driving seat and enable her to work with key partners to make strategic, long-term changes that would positively affect the labour force for years to come.

Michelle was well aware that as a region, the North East had historically had a poor skills pipeline into the local labour market, coupled with high levels of worklessness and a consistent brain drain of graduate talent.

With skills identified by the North East LEP as a priority area and a variety of interventions already in place, the numbers of those Not in Employment, Education or Training (NEETs) had started to drop. However inactivity amongst the over 50s was still rising.

“Prioritising employability across two programme strands – Skills and Inclusivity - within the Strategic Economic Plan, has been a big step forward to major change,” said Michelle.

“Within the team we knew we needed to do more than just tackle our goal of creating more and better jobs, which is a challenge in itself. The data was clearly telling us that parts of the North East’s population were consistently out of work and disenfranchised.

“It made the North East LEP’s role pretty clear: we needed to target this harder to reach audience and through our partners, provide access to information, skills and employment opportunities.

“Using ‘All and Every’ as our mantra, that is now what we are striving to do. We want to raise ambitions from the very earliest age and help people maintain that enthusiasm for work and continue to reskill, until their retirement.”

Lifelong learning is a critical step Underpinning all the North East LEP’s work in this area is a focus on lifelong learning. Within the team is a recognition that changing industries have seen certain skills fall into obsolescence and this can’t be allowed to happen again.

Michelle said: “We have to show people and employers how many options there are now to suit personal

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preferences and capabilities. No longer does one size have to fit all and that applies whatever your age and background.”

Culture change required A great example of this is the North East LEP’s Fuller Working Lives programme, which aims to reduce inactivity levels in the over 50s by helping older workers develop their skills and make in-work transitions as the labour market changes.

It requires culture change in organisations which may not have positively discriminated towards older workers in the past but who can benefit from the expanding ageing workforce. By 2020, over 50s will make up almost a third of the working age population.

“Fuller Working Lives is a fantastic initiative already making a huge difference to North East businesses. It follows the Government’s retain, retrain and regain focus which sets down an expectation that organisations look at how they can accommodate older workers, provide the training they need and bring those out of work back into employment,” explained Michelle.

“It’s an approach we really want to embed here in the North East.”

Growing North East Ambition It’s not just at the later end of the career spectrum that the North East LEP is making a difference.

The North East LEP’s groundbreaking work has influenced the Government’s new Careers Strategy centred around the eight Gatsby Good Career Guidance Benchmarks piloted in the region.

“To achieve the Benchmarks, which are a framework for career guidance, every school has to ensure 97% of pupils secure a work placement or meaningful interaction within the business community,” said Michelle.

“This means they have to work hard to get less engaged pupils involved – no mean feat. The North East has done incredibly well in this respect and we’re proud to have contributed to national policy in this critical area.” n

For more information, please visit www.nelep.co.uk/improving-skills.

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r e v o l l a Grad

Michaela Reaney spotted a gap in the market and developed a business to support both individuals and companies to make the most of graduate talent. She tells Paul Robertson how it is going nationwide from its base in the North East of England and now incorporates training and development at all levels.

While at school, Michaela Reaney formed a plan to one day start her own business – the only issue being, what would that be? She was encouraged by both family and her teachers at Teesside High School in Eaglescliffe to believe it was possible. So, when it came to the choice of higher education, she deliberately chose a path that would prepare her for the challenges ahead, then took early career decisions to support her ambition.

Now 31, Reaney is owner and managing director of Gradvert, a business in its fifth year, supporting organisations to design market-leading graduate schemes, recruit top-calibre candidates and develop industry-leading and accredited training programmes. Turnover will exceed £500,000 in 2017 with a growth trajectory expected to take it through the £1m barrier in 2019 thanks to recent expansion into the Midlands, with the North West of England next on the agenda.

We meet in Gradvert’s headquarters in Newcastleupon-Tyne’s Hoults Yard. Reaney talks passionately about the business, which now has seven full-time employees, two part-time and a small team of associate consultants delivering everything people-focused.

“Engaging with graduates at university level gives us the edge and gets us into companies that otherwise might have been reluctant to see us,” she says. “My aim is to ensure Gradvert is the best in market – the go-to provider for anything to do with people development.

“Our clients see us as an extension of their learning and development. We will always help people grow their own talent but then make sure we support them in all aspects of people development.

“We are small and agile, which means we can react quicker than some of the other agencies out there. People are so fundamental to the success of the business and we are passionate about what we do.

“When a client meets the team, they see that and want to be part of it rather than the traditional off-the-shelf, transactional approach. We go in, analyse the business needs and design something bespoke to them.”

Gradvert is the only provider of a full 360-degree approach to graduate attraction and development. It has been a steep learning curve but one Reaney was more than prepared for.

“I am lucky that I come from a family of hard-working women and entrepreneurial spirit,” she says. “Several of my family have their own businesses so I have seen the highs and lows and understood it wasn’t a glamorous lifestyle but could be very rewarding.

“I went to Northumbria University to study law because it was the done thing. I knew I didn’t want to practice law but I thought it would be a good foundation to launch a business, understanding the legal obligations. I did my dissertation on the Companies Act (2006).”

On graduating, Reaney travelled to South Africa, working for the Red Cross before securing a position on her return with recruitment agency Nigel Wright, looking after IT contractors on the company’s international graduate programme.

“It was a brilliant grounding for me,” she says. “It felt like running your own business within the organisation.

I was soon making a lot of money for the company and commission so they progressed me quite quickly.

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“Their approach to building long-term partnerships with clients helped me formulate the structure I have within Gradvert – it is a recurring revenue model that is built into a programme of activity for a client.”

Reaney’s next move came out of the blue, the result of a journey to London – a trip that was to put her on track to set up the business she had always dreamed of.

“I am one of those irritating people that speaks to everyone on a train and I have met some fascinating people over the years – it is how I got my next job,” she explains. “We were just talking about what each other was doing and a few days later they approached me.”

Management consultancy Blackswan had a contract with mining giant Rio Tinto to deliver its leadership programme and executive coaching. The conversation on the train saw Reaney appointed and effectively seconded to Rio Tinto for three-and-half years – covering the operations in London, Asia and North America.

“It was doing everything from selling in the leadership and development opportunities that existed and the executive programmes to project managing and making them work – managing the consultants and the client relationships,” she says. “It was a great experience, working in every region of the world, speaking to lots of interesting people and a great grounding with some fantastic mentors to help my personal development.”

It was at Blackswan that she met Lisa Bean, who had an idea about coaching graduates after they leave university and support them into employment. It was the lightbulb moment.

“I looked at how to scale it – we all know you leave uni with no money getting pressure from your parents to get a job, so then to go cap in hand to them for more money for coaching is unlikely,” Reaney says. “We flipped it and looked at how we could get employers and universities to pay for the service.”

The pair, along with another colleague, saved up to launch Gradvert. Reaney is now sole owner having bought out Bean – an amicable parting.

“I was very clear the direction I wanted to take the business in,” says Reaney. “It has never been a lifestyle business – had I wanted that I would have done something very different.

“I wanted to move down the development programme route, having seen the benefit of a clear holistic development plan at Rio Tinto for both apprentices and graduates, which was innovative and helped retain talent within the businesses – that was the model I wanted to replicate.

“In work, it was not always clear where the progression was for me and I felt people would have to retire or move on for me to get on. It inspired me to develop a transparent, clear progression route with a lot of accountability on the graduate to work hard and meet their objectives, but be rewarded accordingly.”

Gradvert’s growing list of clients, from small businesses to FTSE 100 companies, includes Go Ahead Group, Sharps Bedrooms and Veolia. “Business is all about people and long-term relationships,” she says.

“We tend to work best with organisations where

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there is an ageing workforce, considering succession planning, brands needing help to attract and retain talent in challenging and changing times, with a smaller human resources (HR) and learning and development function.

“We really get to know an organisation and the customer experience is so important. We are scaling the business rather than always focusing on bringing in new clients – it is the bit that keeps me awake at night. You live and die by your reputation and it is important we are on top of it through our communication and relationships.”

Gradvert is enjoying strong growth. An office in London provides space for meetings and training activities to service clients in the South East but opening in the Midlands and looking to launch next year into the North West is where Reaney sees the real opportunity.

“Those areas are similar to the North East in many ways,” she says. “There are a lot of manufacturing, distribution and logistics companies that fit our model. I think these areas have a lot of growth potential, more than London, and are easier to service.”

Having previously secured investment from the JEREMIE (1) Fund, Gradvert’s intention is to raise equity finance and look to expand further to accelerate the growth of the business by bringing in the right people. However, Reaney has no intentions of handing over the reins.

“It is all about getting the right people to support me to develop the strategic direction of the business,” she says.

“I want to get a board in place as, in my mind, we are still a start-up looking to scale, so we need that expertise to develop.

“I would rather own a smaller percentage of a bigger business than 100% of a small business. We are ready to go to the next stage and we need more people to know about us.”

One area that Reaney believes provides opportunities for businesses to invest is the apprenticeship levy, though she worries about the images being used to promote the reforms. “You search online for information and it’s back to the 80s – the images are still of a young man in a boiler suit fixing something mentored by a grey-haired white male: it’s not like that,” she argues.

“We position graduate programmes to be appealing across genders, ethnicity and age to make sure we attract the talent from all backgrounds, but there is a long way to go.

“We are very proud of the fact the projects we worked on with Go Ahead Group saw us achieve a 50-50 split of males and females across its graduate programme. The bus industry is not seen as glamorous, it’s challenging with

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shift work and they learn to drive the bus – we needed to reframe it as an exciting opportunity and raise the profile of the progression they can achieve.

“It is all about quality. The bit I love is when someone who starts a development programme, arms crossed, cynical and feeling they know it all, by the end of the training is saying, ‘It is changing my life’.

“Organisations can look at their people strategy and maximise the reforms – engineers can be upskilled or supported in other areas around leadership and management to allow them to progress. Graduates can do apprenticeships to become managers and leaders – the reforms are no longer just about school leavers but the whole workforce, including existing employees.”

Reaney’s own experiences have shaped how she runs her business – she cites her Teesside High headteacher Hilary French and her staff as being a very positive influence. “I always felt they allowed me to achieve what I wanted to and to believe I was more than capable of starting my own business if that’s what I wanted to do,” she says.

“They were like that with everyone, very supportive in helping you think how it works in practice. Paul Victor, my manager at Blackswan, opened my eyes to opportunities.

He was very supportive when I left and we are now doing a project with him.”

Away from the office, Reaney is renovating a 1970s bungalow with her partner, Russell – “It is very satisfying knocking down walls” – they travel a lot and she is part of a book club.

“It is an excuse to have a drink and catch up with friends but forces me to relax and read a book then talk about it,” she says. “Keeping fit is also important. You get to the point of burn out and not looking after yourself – if I am not on top form the business won’t be.”

So, what advice does she have for other budding entrepreneurs? “Don’t let other people’s lack of understanding of what you want to achieve put you off – if you think you have a good idea do your research and make sure you have a great case that you can comfortably and happily present to anyone as your business – the simpler the better. Make sure you have your house in order, you may be small but make sure you have the fundamentals in place which will allow you to scale up and grow.”

Reaney’s approach and vision mean Gradvert, which started as a bridge between university and employment, is now bringing together the worlds of education and business to deliver programmes and people with the skills to sustain the future workforce. n Interview first appeared in BQ magazine Autumn 2017.

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A clear vision for success Holly Thompson, founder and director of Future Skills Vision Limited (FSV) talks about her passion for developing people and helping North East businesses to harness their people power, which led her to set up her own training and development company in 2016.

0191 691 1320 info@futureskillsvision.co.uk

With so much change happening within organisations these days, it’s crucial that training providers stay ahead of the curve when it comes to helping businesses succeed. Learning experience customisation, closing the digital skills gap and keeping up with rapidly developing technology represent just some of the issues that face training and development providers in 2018. So are Holly Thompson and her team at FSV ready for challenges that the year ahead will bring?

Holly’s background is in tech and education. Working in tech she became passionate about the development of the digital skills agenda, then in the education sector she gained valuable apprenticeships experience where she led and managed teams. As a result she developed a passion for helping people to reach their potential which became the foundation of FSV. So what led her to take the leap and start her own training company? “Whilst I was working in education a number of government reforms affected the sector,” Holly explains. “Then 2016 saw the creation of the apprenticeship levy, which came into effect in April 2017. I recognised that new challenges were being created for both businesses and education providers, and saw the need to

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“New challenges were being created for both businesses and education providers.”

create a business which provides companies with impartial, practical advice and support to navigate their way through these changes.”

Fast forward to January 2018. Since setting up FSV in August 2016, Holly and her dedicated team have expanded their services, mainly by listening to the needs of their clients and challenging themselves to think outside the box. FSV offers a range of learning and development services for businesses, which includes creating people development strategies, personal development planning and leadership/ management training. Their bespoke education services are aimed at education and training providers spanning from primary to higher education (including apprenticeships) to help organisations to focus on what’s important - educating. FSV can provide teaching and training staff, curricula and course content and new educational

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“At FSV we truly believe people are the foundation of business success. With our recent new appointments and growing client base we look forward to the exciting challenges ahead as we drive the business forward.”

systems to improve teaching and learning.

In less than eighteen months, FSV has gone from strength to strength, taking on five members of staff and building on an impressive client base. As you would expect, they are investing in young people by hiring a digital marketing apprentice and offering placements to local students.

So what’s next for Holly and FSV in 2018? They will soon be launching a People Consultancy Subscription Service which will be offered to a wide variety of businesses and

education providers.

Holly has also been shortlisted for a Start-up business award in recognition of her work in the sector by the Federation of Small Businesses, and of course she’s feeling positive about the future. “At FSV we truly believe people are the foundation of business success. With our recent new appointments and growing client base we look forward to the exciting challenges ahead as we drive the business forward.” n

Training & Recruitment Stats

The proportion of the population in the North East qualified to level 4 has risen from 22% to 31% in the last 10 years, a faster growth rate than the UK overall

The growth in demand will be at higher qualification levels as modernisation of production removes a proportion of the lower skilled roles although there will be demand across the level of skills required

For the North East region as a whole, the replacement demand as a result of jobs becoming vacant is projected to be 450,000 between 2012 and 2022

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IT & TELECOMS Developments in digital technology are transforming the global economy and the North East is at the forefront of this revolution

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Building a culture of tech legacy to thrive Simon Yellowley, Regional Chair of BT in the North East tells us how BT is committed to using the power of communications to make a better world and make a positive impact on the communities and environment in which we operate.

From large Government departments, big household names and public service organisations right through to small businesses and new start-ups, we help organisations use the power of technology to create possibilities. We understand the importance of connectivity to economic growth and social well-being and recognise that this is critical to how we work, rest and play. We continue to invest in our people, networks and products. We are one of the largest investors in research and development in the UK and this has underpinned a history of innovation. Our strategy of innovation and investment has helped, and will continue to help us, lead and shape the digital future in the years to come.

We also recognise the importance of ensuring people are fully engaged in terms of skills and knowledge. We are actively engaged in schemes that help people outside of the company develop skills that will help them in the world of work especially digital skills. The UK has enormous untapped tech potential, and its future prosperity depends on harnessing it. But our ability to do that and ensure that the tech revolution does make a better, more inclusive world, depends on having people who are tech literate.

And the reality is that we don’t have that yet. This is not just about a skilled workforce for high tech companies, it is about opportunities for young people in a world where their prospects will be shaped by tech. It’s more fundamental than just knowing how to use an app or

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upload an image, it means being fluent in tech thinking, computational thinking and problem solving.

Building a culture of tech literacy BT is convinced that the only answer to these challenges is to ensure everyone grows up with the know-how for the jobs of the future, and to shape a more inclusive society.

We have made a commitment to build a culture of tech literacy with our first target to reach five million kids by 2020. That means helping young people to become curious about how technology actually works, in control of it, and ultimately active creators with it. It’s all about preparing the next generation to thrive in a digital world. Doing this can help create more open governments and more active citizens, and provide the basis for prosperous economies, competitive business, and improved life chances for individuals.

We need to start with the next generation, that’s why we’ve designed our tech literacy programme around the goal of supporting young people. We see three crunch-

points where we should focus our collective efforts to build that culture of tech literacy: • Early education and primary school, where we must harness the enthusiasm of young minds, and embed it as a foundation skill that’s as important as English and maths • Teenage years, where we must inspire young people to want to build the tech skills they’ll need in a digital world, and empower them to be confident in navigating it • Transition to work, where we must show young people that tech will be in every job, and is the new way to get ahead.

Tech literacy is a shared challenge, which can only be tackled by working together across sectors. Many organisations are now devoting effort to this, we need to join up those initiatives, to scale up what’s working well, to make sure each intervention is responding to real needs, and to share learning. We’ve taken that collaborative approach in everything we’ve done so far.

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Here in the North East, Openreach, the business responsible for Britain’s largest phone and broadband network, is continuing to rollout a fibre network, connecting homes, mobile phone masts, schools, shops, banks, hospitals, libraries, broadcasters, governments and businesses – large and small – to the world. Their mission is to build the best possible network with the highest quality service, and make sure that everyone in the region can be connected. More than 1.3 million North East homes and businesses can now access fibre broadband technology via the Openreach network.

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BT is also one of the biggest private sectors employers in the North East with a workforce of more than 8,500.

Some of our biggest contact centre sites are in the North East including Consumer in Newcastle and EE in Darlington.

We also have a major presence in Sunderland, South Shields and in North Tyneside. BT spends over £70m with suppliers in the region and has a total Gross Value Add (GVA) impact (including direct and induced effects) of over £1.16bn.* n *The Social Study 2016 – the Economic Impact of BT & EE in the UK

“Tech literacy is a shared challenge, which can only be tackled by working together across sectors. Many organisations are now devoting effort to this, we need to join up those initiatives.”

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Cloud UC and Team Workspaces It’s time to seriously consider using the cloud to create, share, and get work done together.

In 2018, we will again see the two market leaders, Cisco and Microsoft, go head-to-head in the world of Unified Communications (UC), only this year we’ll see a change in the way it’s promoted, and for some, the way it’s deployed and adopted.

Last year the two technology giants jostled for first place in Gartner’s Magic Quadrant, placing emphasis on UC clients and mobility; Cisco promoted Jabber (and WebEx), whereas Microsoft championed Skype for Business (SfB).

According to the big two, Team Workspaces will begin to replace mobile UC clients and email, in favour of more fluid methods of communication including persistentchat, offering open APIs and an array of PlugIns to

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maximise customisation possibilities and cross-platform interoperability.

Essentially, we will see Cisco promote Spark over Jabber, and over time Microsoft SfB will likely morph into Teams.

So, perhaps real collaboration tools have arrived, now offering features such as intelligent assistants, filtering, bots, @mentions and one touch conferencing via proximity detection.

Cisco Spark or Microsoft Teams?

For those looking to leverage Team Workspaces in a secure corporate environment, there are two main vendor choices: Cisco Spark or Microsoft Teams. That said, most organisations will end up running both at least in the short term: primarily, to facilitate migration from one platform to another, but also to offer company departments and users choice until a final decision is made.

Unlike with traditional UC clients (Jabber and SfB), if you expect a seamless and fully integrated collaboration experience using team workspaces, it’s strongly recommended that one vendor cloud is chosen over the other; however, it may not always be possible or desirable due to operational and/or financial constraints.

Before making any decisions, it’s imperative that you’re aware of the myriad of pitfalls associated with feature and function interoperability, including voice (specifically dial plan) and video, as well as the more critical, wider cultural and educational challenges. Migration to a new way of UC working today requires infinitely more thought than it did in the past.

Partner Engagement Ahead of embracing cloud and engaging with a partner to help guide you through a well-considered migration process, it is recommended that the following four points are considered, as they will all likely play a significant part in your journey to cloud:

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• Business drivers – keep in mind that this is a business decision; avoid getting side tracked by buzz words and cloud hype to ensure migration to cloud is right for you.

Do not underestimate the challenges associated with cultural change and education.

• Validation – carefully consider and evaluate features, functions, methods of communication and information work-flow and test drive ahead of purchase. This will help steer your thinking and confirm restrictions/limitations early in the process.

• Spark or Teams usage – determine the extent of expected usage across different user groups and profiles before making a buying decision. It’s important that all interoperability challenges associated with hybrid deployment are considered.

• Service levels – ensure that service level agreements align properly with those you aspire to achieve internally; don’t leave anything to chance. Also keep in mind that Quality of Service (QoS) must be deployed on all network touch points, and that service must be guaranteed from the perimeter.

It’s important that you seek advice and guidance from an experienced and appropriately qualified systems integrator, one which is both vendor agnostic and that has deployed Cisco and Microsoft on-premise, cloud and hybrid solutions (inc. Spark and Teams). When engaging with your chosen partner, it’s also worth bearing in mind their end-to-end capabilities, including exposure to directory services, file sharing, CRM and any other application that will likely need to be integrated in the future to take full advantage of open API’s.

At Forfusion we have dedicated Cisco (CCIE) and Microsoft (MCSE) developers, engineers and consultants, as well as vendor agnostic strategists; they all have demonstrable experience helping others on their journey to Cloud. We’d be delighted to hear from you. n

Email: hello@forfusion.com Twitter: @forfusion Phone: +44(0) 191 500 9100

IT & Telecoms Stats

Across the North East more than one million premises can now get fibre broadband via Openreach, BT’s local network business

EE pioneered the UK’s first superfast 4G mobile service, with coverage today reaching more than 95% of the UK population

For the period 2015/16 BT’s total Gross Value Added (GVA) to the North East economy was estimated to be £1.16bn

BT supports employment across every part of the region through its direct workforce which numbers over 8,500

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TRANSPORT & INFRASTRUCTURE Our ability to move goods and people maintains the region’s vital connections to the rest of the UK and the wider world

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Flying the flag as a business and for business Graeme Mason, Planning and Corporate Affairs Director, Newcastle International Airport on the role it plays in North East life.

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“Over five million passengers travelled to and from the airport last year, the highest number seen in a decade.”

2017 was another strong year for Newcastle International.

The airport continues to play an important role within the North East, providing excellent year-round connectivity for both business and leisure travellers and for the seventh year in a row we saw passenger numbers grow. Over five million passengers travelled to and from the airport last year, the highest number seen in a decade – and passengers can now choose from more than 80 direct destinations or one of several global hub connections, such as Paris, Amsterdam, London Heathrow or Dubai.

Contributing over £1.16bn to the regional economy each year, the airport is an important asset for the North East.

Not only does it employ more than 3,400 people directly onsite, it supports over 15,000 jobs across the region, and North East businesses rely on the freight and passenger links the airport provides. Our relationship with the North

East business community is very important to us and we work extremely closely with businesses, the business organisations, and other stakeholders and the community to ensure that we do the best possible job in serving their needs.

Daily flights to Dubai by Emirates were hailed as a game changer for the region when they began over 10 years ago.

Since then, Emirates has gone on to play an even bigger role in the region with the likes of the sponsorship of Emirates Riverside, the home of Durham County Cricket Club. Before the Emirates flights were introduced, the value of flown exports stood at less than £20m per year. By 2016, the value had increased to over £350m per year – a huge achievement.

The strategy for the last 12 months has focussed on expanding the route offering from low cost carriers, as well

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as offering a range of year-round sunshine destinations.

This has resulted in a 25% growth in low cost bookings and our winter sun destinations, such as the Canaries and Balearics, recorded their busiest 12 months on record.

The airport is a successful public-private partnership.

Seven local authorities own 51% of the airport and the remaining 49% is owned by AMP capital, an Australian investment group. This strong partnership has been very important to its success in recent years. Being able to invest in the airport has allowed continuous improvement of the customer experience and growth of passenger numbers.

Two of the larger recent investments aren’t directly seen by passengers – state of the art air traffic control radars

situated on the roof of the terminal and a brand new hold baggage screening system down in the basement, both of which have helped to greatly improve operational effectiveness and offer an even better experience to customers. This winter, we have commenced an investment of over £3m to expand the UK Border Hall by 4,800 sq. ft., which will speed up arrivals for passengers when they land into the airport. This will be ready for summer 2018 and I hope customers will be pleased with the end result.

The customer experience is extremely important and passengers are always at the forefront of any decisions that are made. Feedback has played an integral role in the strategy in 2017 and will continue to do so as we move

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“The customer experience is extremely important and passengers are always at the forefront of any decisions that are made.�

forward into 2018. This year, regular customer satisfaction monitoring has been carried out using a variety of channels meaning quick action can be taken on any potential issues that arise, further enhancing the experience at Newcastle Airport.

As we now move forward into 2018, the airport is working towards another successful year with further growth in passenger numbers and will continue to lobby

the Government on matters such as Air Passenger Duty (APD) and on the continued success of aviation as the UK leaves the EU. Despite these challenges, we will continue to put our passengers in the North East at the heart of our decision making and we hope they will continue to make us their airport of choice, helping us play our part in building a truly global North East England. n

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The road ahead Some significant projects and policies will put transport at the heart of regional discussions and decisions in 2018.

Plans to give the North’s transport body legal powers and duties are seen by many as a game-changer.

The Government has published legislation which will turn Transport for the North into a statutory body responsible for drawing up a transport strategy for the region and more.

It covers the North East , North West and Yorkshire, and becomes the first regional transport authority of its kind.

Transport for the North, overseen by local council leaders and business groups, was formed in 2015 but the

Government has now published legislation known as a Statutory Instrument which will give it official powers and responsibilities.

They include preparing a transport strategy, and a 30-year plan for the North will be published in 2018.

Transport for the North will also co-ordinate transport work currently carried out by local councils, create a smart ticketing scheme for the region and work with local councils on new road projects.

And it will be consulted about future rail franchises in the area.

The body has funding of £260m, earmarked for specific schemes. There is £150m to create a smart ticketing system, allowing passengers to use a single smart-card for different services, and the plan is to introduce a smart-card season ticket for Northern passengers by the end of 2018.

Another £60m has been allocated for drawing up a “Northern Powerhouse” rail project, creating a new line

Photography: Copyright © Nexus

linking the North West and North East. This is likely to be a high speed line and the final cost will run into billions of pounds.

The final £50m is to run Northern Powerhouse rail itself.

Other significant developments to begin in 2018 include a new fleet of modernised trains on the Tyne and Wear Metro following a £337m grant announced in the Budget.

Nexus say it will take two to three years for the entire fleet of 84 trains to be delivered.

The new trains are expected to be running by late 2021, with old carriages being phased out over time.

Hammond also announced a £59m transport fund has been devolved to Teesside to improve public transport.

Tees Valley Combined Authority is set to publish its own strategic transport plan in 2018 while one of its biggest assets, Teesport, continues boosted by a new arrival in 2017- a £6m ship-to-shore crane.

The crane marks the latest phase of Teesport’s recent multi million pound investment in quayside facilities and technology including a dedicated rail terminal and the Navis terminal operating system.

The Port of Tyne has broken its record for its largest ever shipment of wood pellets.

The bulk cargo vessel St Dimitrios has delivered 62,000 tonnes of wood pellets to the port, with the shipment set

to take five days to be unloaded before being delivered to the Drax power station in North Yorkshire.

The 229m long vessel has sailed almost 8,846 nautical miles over 44 days from Vancouver, Canada, before docking on the Tyne. The Port is increasingly changing its operations to handle wood pellets as they start to replace coal as a major source of fuel for power stations in the UK. On the roads, spring 2018 will see the opening of the £117m bridge over the River Wear – named the Northern Spire. The bridge is the first to be built across the River Wear for more than 40 years. It is Phase 2 of the Sunderland Strategic Transport Corridor, which will improve links between the A19 and Sunderland city centre and the Port of Sunderland.

Work continues at Silverlink on the A19/A1058 while 2018 will see work to improve the A1 north of Ellingham get underway as well as start dates agreed for major schemes across the region, to be overseen by Transport for the North.

Transport and infrastructure is key to the region’s future and much needs to be done – we now await to see how the devolved administrations and other local authorities work together with Government and business to accelerate the necessary investment to support the regional economy. n

Transport & Infrastructure Stats

Port of Tyne covers 613 acres of land with 78,000 sq m of warehousing and 3,095m of potential berth space. It is the UK’s number one for car exports

Teesport is the second largest container port in the north at over 780 acres, handling 36m tonnes and welcoming 4,600 vessels every year

Newcastle International Airport has a turnover of £64m contributing GVA of £580m.

Emirates carries £300m worth of exports pushing Newcastle towards the top 10 airports for international trade

The A19 at Silverlink, North Tyneside is being reconstructed and re-routed at a cost of between £66m-£86m to help cut journey times and relieve congestion

Port of Blyth attracted 500,000 vistors to the Tall Ships Regatta in 2016 boosting the local economy by £13.5m

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EXPORTING The North East is one of the UK’s greatest exporting regions with its goods and services being sold all over the world

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Now is the time to look overseas Julie Underwood, director of International Trade, North East England Chamber of Commerce on the huge opportunities available for exporters in 2018 despite the uncertainty of Brexit.

I often get asked by businesses why should I export? The answer is simple. There are huge benefits to trading overseas. By spreading your marketplace widely you can automatically spread your business risk. The current situation with Brexit is a case in point, those companies which trade all over the globe are more protected against any change in their European sales position.

We also find our exporters become more innovative as they learn about a host of different practices by travelling overseas and seeing how other enterprises and business cultures operate.

Here in the North East we have a proud tradition of exporting and many companies sell to the far corners of the globe. Our role is to encourage more businesses to

explore overseas trade and to take away the fear that some people have. Yes, it can be a challenge, but it is also potentially very rewarding financially and, dare I say it, can even provide a good deal of fun along the way.

We recently helped 13 North East beverage specialist companies including Camerons Brewery, (who took their Motorhead beer) and Poetic Licence to attend China’s largest food and beverage trade show, FHC in Shanghai.

There is a massive publicity opportunity for these firms as there was live streaming of the conference throughout China, reaching billions of consumers. The exporters also attended a Meet the Buyer event where they all showcased their products.

Feedback to date has been excellent. The firms who

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went to China, both large and small enterprises, reported it was useful for them and a number plan to go back to follow up strong business contacts with agents and distributors.

Many people who export start small and local, then develop their confidence and feel ambitious to try and trade further afield. We have a whole range of sectors and countries’ trade shows lined up in the coming year, which give our North East businesses the chance to grow their client base.

With our Northern Powerhouse partners, for example, we are taking a mission to the Paris Maison and Object exhibition and then life science companies are going to UAE for the Arab Health Fair. There is also a new to export mission to Berlin in February with a focus on digital and creative businesses.

We have specialist advisers who support companies to attend these events at every step of the way.

I think many people don’t probably appreciate the scale

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“Exporting growth value for the year up to June was up over 6%.”

of our exporting businesses. Here at the Chamber we help most of the region’s major exporters as well as SMEs with practical help with all their documentation needs, whether that is certificates of origin or what currency to be paid in.

The value of these documents equates to around £500m worth of shipped goods every four months. So you can see the real boost international trade gives to our North East economy.

The statistics available for 2017 show our exporting is growing as well. Exporting growth value for the year up to June was up over 6%. There are over 3,700 exporters in the North East, selling exports around £6,316m – which is the highest exporting figures have been for the past four years.

The EU is the main destination for our goods with 58%

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going there, followed by Asia. In terms of goods, transport and machinery made up 57% with chemical in second place at 21.2%.

However, despite this growth it is of concern that so much of our trade lies within the European Union.

In November 2017 the Chamber presented a detailed report to the Government’s Public Accounts Committee on the proposed Customs Bill. The comments were based on round table sessions with a number of our members with HMRC and HMT. The findings do not make comfortable reading. During our research it was clear many businesses are not prepared for a different trading regime with the EU. Indeed for many of our companies, they have never traded with a different area of the world where detailed documents are required. It is a case of ‘you don’t know what you don’t know’.”

The actual logistics of getting firms ready to go through new procedures and paperwork to do what they had previously done easily, is not only going to be a challenge

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for them practically, it could also lead to problems in speed of delivery of goods and extra costs, in terms of tariffs.

We are campaigning to get clarity from the Government on Brexit so that businesses can prepare properly for what is to come. There has been some details released but there is still massive uncertainty for companies.

Through our work we also see such great opportunities for growth which might be lost. The sums available to support exporters need to be increased, so more firms can take their first step to expanding beyond the North Sea. We need to get out of the Little Englander view some firms have and grab the chance to sell to the world.

One particular success story is a Darlington company, Beanies, the flavoured coffee business, exporting to 20 countries and selling into 110 stores in Denmark.

Brexit does present challenges for the North East but those companies that prepare and look further afield will undoubtedly thrive and give our local economy a boost along the way. n

Exporting Stats

£54.6m Food and live animals

£5.4m Beverages and tobacco

£18m Crude materials

£11.5m Mineral fuels

£3.33bn Machinery and transport

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UNIVERSITIES & COLLEGES The North East boasts some world beating universities and colleges turning out highly skilled students and doing invaluable research

In association with

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Tees Valley is in business During 2018, Teesside University Business School will be at the forefront of Teesside University’s role in building skills and knowledge in our region, says Professor Jane Turner OBE, Pro-Vice Chancellor for Enterprise and Business Engagement.

The government’s new industrial strategy pinpoints the critical role that innovation and skills must play in securing future economic growth for our country, together with the importance of building prosperous communities and the extent to which universities are key to making that happen.

At Teesside University, we have long understood how deeply these two key drivers of prosperity can influence the fortunes of the Tees Valley and the wider region. That’s why one of our core strategic goals is to provide organisations with the knowledge and tools they need to succeed as they start up, grow and adapt to the change and disruption that characterise our global economy.

We are bolstering this capability even further by making Teesside University Business School a focal point for the way we work with individuals and employers. We’re not only investing £21m to create a 21st century home for the School, but we have also brought in a fresh leadership

team, new programmes and new ways of working with employers.

Leadership for the future For our new Dean, Dr Susan Laing, who is leading the Business School, a central part of her work is to deliver on our mission to transform lives and economies.

This means ensuring that all learners on all courses don’t only acquire knowledge about business, but also develop the behaviours and skills they need to apply that knowledge and to be successful in the workplace.

Our approach is based on our core Business School philosophy: that if we are truly to make a difference, we must develop people who are enterprising in attitude, collaborative in action, global in outlook and civic in thinking.

Dr Laing’s background in entrepreneurship and her knowledge of innovation in learning and assessment are

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already helping us reshape the courses we offer to meet the needs of today’s workplace, for managers and leaders at all levels in all organisations.

A New MBA – beyond the academic credits In early 2018, our new MBA will launch both as a full-time course and in a flexible / blended mode for local, national and international leaders.

Our programme is aimed at leaders with experience in management and the workplace, who appreciate that to lead teams and stay ahead in our turbulent fast-paced global economy, they need new tools and skills. Chief among these is the ability to be an entrepreneurial leader.

To get the best ideas for our MBA, we have looked to Babson College in the United States, an institution that we consider to be among the leaders in this field, working with Babson’s Professor Danna Greenberg in the creation of our innovative programme.

The MBA incorporates the Business School philosophy of enterprise, by exposing students to complex business issues in differing geographical and economic landscapes.

Each cohort will undertake an international learning journey involving study alongside MBA students in a host University – we plan to partner with universities in Dubai, Singapore and Shanghai in the first instance.

Closer to home, organisations who pay the apprenticeship levy will be able to take advantage of the new MBA through the Level 7 Professional Manager Degree Apprenticeship, incorporating Chartered Manager Institute competences.

The Chartered Manager Degree Apprenticeship Our Business School also has to work for the wider needs of employers in the Tees Valley for learning in the workplace.

In early 2018 we will see a third wave of new entrants onto the University’s growing portfolio of degree apprenticeships, which provide an opportunity to combine employment with study to achieve a work-based higher education level qualification.

Our Chartered Manager Degree Apprenticeship (CMDA), which launched in 2017, is a unique work-based degree, aligned to the standards laid out by professional bodies and driven by industry. It combines excellent business education, learning in the workplace and professional development to support the growth of graduate-level managers.

As with our MBA, we expect every learner to develop the skills to identify organisational problems, assimilate new knowledge, and collaborate to find solutions. Each

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assessment provides our students with the opportunity to apply knowledge and learning directly to the workplace.

On completing the CMDA, successful apprentices will also achieve the accolade of Chartered Manager, an award underpinned by the Chartered Management Institute (CMI).

Levy-payers can make use of their training “pot” to cover costs, while employers with annual wage bills under £3m can take advantage of at least 90% government funding for the course.

Tees Valley Scale-Up Programme A third major focus for the Business School this year will be the delivery of a new initiative to identify and support “Scale-Ups”: the companies in the Tees Valley with the capability to grow.

Partnering with Tees Valley Combined Authority, we have created this programme based on the insight from the 2016 Scale-Up Review on Economic Growth, which found that Tees Valley has a higher than average number of these businesses who have the potential to make significant impact to our employment and the economy.

Our Scale-Up programme will provide the support these firms need to reach their growth potential through mentoring, support in getting access to finance and new markets, leadership programmes, skills and knowledge transfer.

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“In the people and businesses of our region we have the talent, creativity and the will for economic success.”

Never just “business as usual” The direction, ambition and innovative new products of the Business School in 2018 are at the heart of a longstanding University-wide strategy to help businesses innovate and grow. This strategy means we are continually developing new approaches and partnerships to strengthen the University’s economic anchor role and keep it at the forefront of driving business growth. From our groundbreaking DigitalCity programme, creating and supporting tech companies and embedding digital technologies in other sectors, to the National Horizons Centre now under construction at our Darlington campus, aimed at providing UK bioscience businesses with the skills, knowledge and innovation for growth, we’re focused on helping organisations of all sizes realise their potential.

This ambitious agenda is borne out of the recognition that in the people and businesses of our region we have the talent, creativity and the will for economic success.

Our role at Teesside University is to be the driving force in ensuring we achieve it. n

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Why work with a university?

Knowledge Exchange can be a powerful driver for growth and innovation. Professor Steven Kyffin, Pro Vice Chancellor (Business and Enterprise) at Northumbria University, Newcastle, believes a culture of two-way sharing between businesses and the higher education sector is key.

Creativity happens when business organisations and universities collaborate in an equal exchange of ideas, knowledge and skills. Partnerships with universities can help businesses innovate, develop their people, support growth and productivity, and manage change. At the same time, businesses can inspire universities with real-world experience, help fund relevant research, and enrich the student experience through placements and ultimately good employment opportunities. Successful relationships lead to new and better ways of doing things, creating wealth, jobs and greater economic and social prosperity – all to the benefit of society as a whole.

At Northumbria, we have a strong record of knowledge exchange, with partnerships extending to national and local government, social, public, private and cultural sector organisations. We collaborate in areas including research and development (R&D), innovation, enterprise and

entrepreneurship, people management and skills. Many years of engaging with businesses have also taught us how to make working with a university easy and accessible.

R&D is a one of a few key cornerstones that underpin sustainable growth for the nation. Without it, we fail to address the productivity agenda and lose competiveness in a global market – something which is focusing minds right now. Budget pressures can of course limit investment in R&D, slowing progress and leaving companies at a disadvantage to their rivals. Knowledge exchange and talent development programmes with business-focused and research-rich universities like Northumbria can address these challenges – again value to both parties. Practical help with, for example, research-funding applications can also be provided.

To ensure our research is as ground-breaking and focused as possible Northumbria has invested in a number

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“Partnerships with universities can help businesses innovate, develop their people, support growth and productivity, and manage change.”

of multi-disciplinary research themes, which draw together areas of disciplinary strength to tackle problems of global significance. As well as attracting top researchers from around the world, the development of these themes has also delivered major increases in grant awards – all of which can have a direct benefit for our partners. The themes cover a broad range of disciplines including health and life sciences, social sciences, engineering, environment, humanities, innovation, digital and creative disciplines. An interesting example is the Environmental and Global Justice theme – good stewardship of the Earth, including how best to manage the triple bottom line for sustainability; profits, planet and people.

Innovation and knowledge exchange can also be facilitated though our consultancy programme by offering organisations analysis, interpretation and advice on both current and future issues, by academic colleagues and their teams. Available as individual subject specialists or multi-disciplinary groups, their expertise can cover everything from business strategy to complex technical

issues. We have worked closely with organisations in the Fast Moving Consumer Goods sector or the increasingly important Internet of Things. Our academic colleagues have collaborated in the financial services sector, helping providers respond to challenges such as life planning, especially for the vulnerable. Nutrition researchers have focused on the early years, vitality and active life, and ageing, helping organisations develop interventions around preventative and curative care. Knowledge Transfer Partnerships also allow businesses to innovate and grow by linking them with a leading university academic and a high quality graduate to work with them on a specific project or problem.

Along with investment in R&D, the success of any organisation depends on the quality and skills of the people who work there, how motivated and engaged they are and whether they feel valued. This is why people development and talent management is another key aspect of our collaboration. Support includes a wide range of short courses, continual professional development (CPD)

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opportunities, executive coaching and specialist training.

Grounded in practice and informed by research, the courses are taught by academics who are experts in their field and have extensive industry experience. They are also innovative. In just one example, a fast track nursing scheme introduced recently for those with healthcare experience was a first for a UK university.

Northumbria was among the first universities to offer higher and degree apprenticeships, investing up to £240,000 to develop our programme. Degree apprenticeships are a key strand in the Government’s skills strategy, and are open to new recruits and existing staff.

All businesses have access to degree apprenticeships, but larger organisations with an annual payroll of more than £3m are required to pay an annual levy set at 0.5% of the payroll. The introduction of higher and degree apprenticeships, and the levy, has caused many if not all organisations to look again at their people development strategy. Our approach has been to collaborate closely with our partners to ensure the best possible outcomes.

Universities are of course also there to provide organisations with a pool of talented recruits. Partnerships help us understand what employers are looking for and we work hard to ensure graduates are work ready with the relevant skills. Student internships and placements, and

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graduate internships, can play an important role in this. In many cases funding is available to help recruit new employees – something we know can make all the difference for smaller businesses and start-ups.

I have touched on some of the core ways universities like ours can work together with businesses and support their growth and development plans. Universities also have a role to play in social engagement. This can include how universities communicate the results and value of their research to communities around them, and to wider society, rather than just with academic peers. The focus on making sure research has a positive impact is central.

Moreover, social engagement means involving communities around universities to help us prioritise the areas of research our academics undertake. If universities have been viewed as remote from wider society in the past, this is much less so today. Research can cover many areas, but the need for it to be relevant, valuable and to take on real-world issues is paramount. This is certainly the case at Northumbria. We are ready to work with our partners, our communities and with wider society on the issues which matter and in a mutually beneficial way. n

For more information on how to work with Northumbria, please visit www.Northumbria.ac.uk/business

Universities & Colleges Stats

The North East has over 100,000 university students per annum (Source: fDi Intelligence based on Higher Education Statistical Agency: Students in Higher Education Institutes 2013/14)

Nearly 50,000 STEM students (Source: Higher Education Statistical Agency: Students in Higher Education Institutes 2013/14)

Over 2,000 university undergraduate and postgraduate courses are offered by the region’s five universities

YE RBOOK

TOURISM The North East has great cities, countryside and coastline. What’s not to like?

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Getting ship-shape for four day festival When Tall Ships sail into Sunderland this summer they will herald a four day party.

It’s set to bring 1.5m visitors to the region in a four-day festival which will be the largest free event of its kind in the UK. The Tall Ships Races Sunderland 2018 will float into the city on Wednesday 11 July 2018, and with it will come four days of family fun and entertainment, culminating in the start of the iconic race across the North Sea. Steering the event is Michelle Daurat, one of the country’s most respected project managers.

Michelle will be the driving force behind everything that happens in Sunderland before the ships set sail for Denmark, bringing with her a wealth of previous experience.

Eight years ago, Michelle – who is also head of business and operations at Sunderland’s National Glass Centre – project managed the race when Hartlepool was chosen as the host port in 2010.

That event, which later won gold at the Visit England Awards for Excellence, attracted more than a million visitors to the town and gave a £26m boost to the region’s economy.

This time, Michelle and her team of four are confident the event can be even more successful.

“As the UK’s largest free family festival, we expect to welcome around 1.5million people into Sunderland over the course of the four days, and we believe we will be looking at an economic impact in excess of £35m,” she said.

“This will be a huge boost not only to Sunderland, but also to the region as a whole as we welcome visitors from all over the country to see these fine vessels and sample four days of exciting entertainment.”

The festival will begin on Wednesday 11 July, when the ships will sail into the city and allow visitors on board, while

the crews will take part in inter-ship sporting activities.

The festival continues across four different event zones around the city over the following three days with street theatre, a crew parade, live music and displays before the young people taking part in the race join their ships on Friday 13 July.

On Saturday 14 July, the ships will parade along the coast as they set off for the first leg of the race to Esbjerg, Denmark, and even after they have disappeared into the sunset, the onshore entertainment will continue into the evening.

“It’s going to be a packed four days, and we are all working hard to get everything organised and finalised,” explained Michelle. “To the people of Sunderland and the surrounding areas, this is going to be a huge, fun event but there is a lot to be done.”

The ships will be crewed by young people aged 15 and over, and Michelle and her team are currently seeking youngsters to take part.

“Our sail trainees will be able to enjoy the experience of a lifetime by acting as crew members on some of these incredible vessels. They will spend seven nights on board, taking part in the race and then spending a few days in Esbjerg taking part in the Danish celebrations, before flying home to the UK,” she said.

“It will be the experience of a lifetime, as they get the chance to be part of the team, learning the ropes, building their leadership skills and self- confidence and being part of a massive international event which they will remember their whole lives.”

But it’s not just about the youngsters. Michelle and the team are also keen to recruit some 350 volunteers from across the area to help stage the event.

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Not only will these volunteers enjoy the opportunity to be part of this huge festival, they will be given the chance to take part in an accredited course which will potentially help their employability after the event.

There’s certainly a huge appetite from the public at large to be involved, with a flood of applications from people wanting to take part.

“We want TheTall Ships Races Sunderland 2018 to be an event which everyone can get involved with. This could be as a young person joining one of the ships, or as a volunteer on the ground, or even as a spectator,” she said.

“Everyone is working very hard to pull together an event programme which will really put Sunderland on the map, and hopefully boost trade and tourism by attracting visitors from all over the UK. “Logistically, it’s a massive operation, bringing together a vast number of participants from across the city and further afield.

“Sunderland was once the biggest shipbuilding town in the world with a maritime heritage second to none and I think this event gives a nod to that history.

“And, of course, it is also my home town, so I am incredibly proud to be involved and I am determined to do it justice.” n

For further information about The Tall Ships Races Sunderland 2018 visit www.tallshipssunderland.com.

Photography: Sail Training International

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Why visitors will ‘Get North’ to NewcastleGateshead in 2018

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Sarah Stewart, chief executive of NewcastleGateshead Initiative, explains how the region will positively make an exhibition of itself.

NewcastleGateshead has hosted its fair share of major cultural and sporting events over the years. From the London 2012 Olympic and Paralympic Games and Rugby World Cup 2015, to Turner Prize 2011 and the International Print Biennale, the destination is well versed in presenting

world-class events that attract audiences from all over the world.

2018 is set to build on this reputation with the arrival of Great Exhibition of the North (www.getnorth2018.com); the biggest event in England next year.

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“Already, tourism is the fourth largest sector in the North East and collectively across the wider region it is worth billions to the UK economy.”

A celebration of the North of England’s achievements in arts and culture, design and innovation, Great Exhibition of the North is free and family friendly. It takes place from 22 June to 9 September and is expected to engage with an audience of three million people. The scale and ambition of the Exhibition provides a fantastic opportunity for tourism businesses to showcase their offers and experiences to a brand-new audience of visitors.

With the United Kingdom an increasingly affordable destination, particularly for international visitors, events like Great Exhibition of the North have the potential to attract visitors from across the world.

Already, tourism is the fourth largest sector in the North East and collectively across the wider region it is worth billions to the UK economy. Great Exhibition will put the North of England on the map, change perceptions and help to further grow the visitor economy as a result.

NewcastleGateshead Initiative, the lead delivery partner, is currently implementing a marketing and communications campaign that targets regional, national and international visitors. Focussing on family audiences, the campaign showcases the cultural and economic powerhouse that is the North of England.

As well as promoting the Exhibition itself, the campaign also focuses on tackling outdated stereotypes and presenting the ground-breaking developments born out of the North that are changing the way we live our lives; both now and in the future. Great Exhibition of the North will show why the North isn’t just an amazing place to visit, but a dynamic place to live and do business.

The Exhibition programme brings together artists, performers and creatives working collaboratively with innovative Northern businesses to create an outstanding summer of amazing exhibits, inspired technology, vibrant

street performance, cutting edge culture and magical experiences.

Some of the early announcements include a showcase of the best in Northern contemporary art at BALTIC Centre for Contemporary Art, a landmark display at Great North Museum celebrating iconic objects from across the North – including the space suit worn by Briton’s first astronaut, Sheffield-born Helen Sharman, and John Lennon’s famous Record Plant Piano. Stephenson’s iconic Rocket locomotive will also return to its birthplace in Newcastle where it will be on display at the Discovery Museum.

The full 80-day programme will be unveiled in early 2018.

Tourism businesses across NewcastleGateshead and the wider North will undoubtedly benefit from the Exhibition – with international visitors encouraged to venture beyond the London to enjoy pan-Northern itineraries packed with fantastic experiences and the Great Exhibition as a focal point.

Virgin Trains, who will launch their new Azuma train in the same year – are the Exhibition’s official travel partner and will help to bring people from both the North and South to the destination this summer. Internationally, Newcastle Airport is the Exhibition’s international gateway, working with NGI to attract visitors from key European markets and further afield.

Pumping an additional £180m into the regional economy, the event provides a significant opportunity to grow tourism and leave a legacy that sees visitors continue to visit for many years to come.

A toolkit will also be available for business looking to show their support for the Exhibition. n

To sign up to the newsletter, and for more information, visit www.getnorth2018.com

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North East tourism superstars celebrated at awards Tourism businesses from across the North East were celebrated as the winners of the 2017 North East England Tourism Awards were announced at a ceremony held at The Boiler Shop in partnership with Crowne Plaza Newcastle in the Stephenson Quarter in November.

The awards play a key role in showcasing the range of high quality tourism businesses and experiences on offer to visitors across the North East. All winners now have the chance to enter the VisitEngland Awards for Excellence 2018.

Sarah Stewart, chief executive at destination management and marketing organisation NewcastleGateshead Initiative, said: “Huge congratulations to all of tonight’s winners. It’s been another brilliant year for entries and we received a high standard of entrants across all categories.

“The tourism sector in the North East of England

continues to thrive, from our buzzing city centres to our beautiful coastline and varied countryside. Next year promises to be another exciting one for the region as we welcome the Great Exhibition of the North which will have a major impact on our visitor, and wider, economy.”

The Northern Tourism Alliance is a collaboration of the region’s tourism bodies who work together on projects that will benefit the tourism industry across the region. The members of the alliance are NewcastleGateshead Initiative, Northumberland Tourism, Visit County Durham, The North East Hotels Association, South Tyneside Council and North Tyneside Council. n

The full list of Gold winners: Hotel of the Year - Battlesteads Hotel and Restaurant Boutique Guest Accommodation of the Year Newton Hall

Dog Friendly Business of the Year South Tynedale Railway Tourism Pub of the Year - The Apple Inn

Bed and Breakfast of the Year - St Cuthbert’s House

Taste of England Award - Block and Bottle

Self-Catering Holiday Provider of the Year Brunton House and Cottages

Sustainable Tourism Award - Laverock Law Cottages

Holiday Park/Holiday Village of the Year Seafield Caravan Park Small Visitor Attraction of the Year South Tynedale Railway Large Visitor Attraction of the Year Beamish, The Living Museum of the North Guided Tour of the Year - BBC Tours

Inclusive Tourism Award Seven Stories, The National Centre for Children’s Books Business Tourism Award Event Durham, Durham University Visitor Information Provider of the Year Durham Pointers

Tourism Stats Most visited free attractions

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2

3

4

5

Durham Cathedral

BALTIC Centre for Contemporary Art

Great North Museum: Hancock

Discovery Museum

Sunderland Museum and Winter Gardens

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8

9

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Laing Art Gallery

National Glass Centre

Locomotion The National Railway Museum at Shildon

Woodhorn, Museum and Northumberland Archives

South Shields Museum and Art Gallery

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