The Business Magazine - South East - September 2024

10 COOL ENTREPRENEURS GREEN TECHNOLOGY, WHAT’S WORKING FOR THE WORLD? AMBITIOUS LEADERS ROUND TABLES

THE ELECTION’S DONE. NOW LET’S GET GOING

Businesses

want stability, and they’re relying on the new government for it

The new Labour government hit the ground running after winning July’s General Election.

Fast and furious came the announcements – the promise to launch a new skills body, called Skills England, to “bring together the fractured skills landscape”.

Then there are its proposed planning reforms to boost UK housebuilding, and the setting up of Great British Energy to invest in clean, home-grown energy. There’s a new trade strategy too.

Of note for businesses is a promise to support the country’s impressive science and technology sector. Just one announcement by Business and Trade Secretary Jonathan Reynolds was more than £100 million in funding for aerospace research and development projects, an important sector for this region.

The UK’s Science Secretary, Peter Kyle, also announced an action plan to identify how AI can drive economic growth, but then the government revealed plans to scrap £1.3 billion of funding for AI and technology projects which had been promised by the previous Conservative administration.

The Arundel bypass in West Sussex, Stonehenge road tunnel, 40 new hospitals and 45 new railway lines proposed under the Conservative are amongst the infrastructure projects that will also be scrapped

These cuts, says the Chancellor, will help plug the multi-billion pound funding gap left by the previous administration.

Whatever your politics, most people agree that fresh eyes on the British economy are no bad thing.

The South East’s Chambers of Commerce also agree.

Paul Britton, CEO, Thames Valley Chamber of Commerce said “The business community across the Thames Valley faces unique local challenges. We will work tirelessly with the Labour government, both locally and nationally, to ensure the voice of business is heard.”

Hampshire Chamber Chief Executive and Executive Chairman Ross McNally said: “After all the economic shocks we have gone through in recent years, we need to see an industrial strategy that restores confidence and creates the right conditions for employers and entrepreneurs to invest in skills, jobs and commercial success over the next decade and beyond.

Ian Girling, chief executive of Dorset Chamber, added: “As the voice of business in Dorset, we will be working closely with fellow members of the British Chambers of Commerce (BCC) to encourage the government to use this new start to rebuild economic confidence and tackle the myriad challenges holding business back.”

Stephen Emerson Managing Editor stephen.emerson@thebusinessmagazine.co.uk

John Lewis gets the green light for its first build-to-rent scheme in Bromley

With the new Labour government wasting little time in setting out its changes to the National Planning Policy Framework, local councils are following suit. John Lewis Partnership’s first flagship build-torent project, above a Waitrose store in Bromley South, has been given the green light by the local council.

The project will see 353 new build-torent homes constructed on a brownfield site in the town centre, all managed by JLP and prioritised for local people.

Also included in plans are a modernised Waitrose store, a cafe fronting the new public piazza, and three new pedestrian and cycling routes through the site.

The scheme, designed by Assael Architects, will reportedly provide a £70 million boost to the local economy in extra council tax and local spend over the first 10 years, once homes are occupied.

It will also see the provision of 200 construction jobs.

Amelia Hunt, of Savills planning team which secured the planning permission, said: “John Lewis Partnership’s flagship build-to-rent scheme is an important

project, delivering much-needed homes for local people on a highly accessible brownfield site in Bromley.”

Wesley Ankrah, head of social value at Savills Earth, added: “This is a positive and important result that primarily drew more local support than opposition.

“This isn’t just about the creation of homes, but also creating a diverse space that will benefit the local area. The basis of this sort of project is to ensure we create new communities, which is the kind of concept that councils should be championing up and down the country.”

Councillor Alexa Michael, Chairman of Bromley’s Development Control Committee, said: “While finely balanced with many factors to consider, the proposal represents a clear net benefit to the borough and enhances local housing supply.

It optimises land use on this highlyaccessible brownfield site at the edge of Bromley’s town centre.”

John Lewis is now calling on Chancellor Rachel Reeves to introduce tax breaks for developers that start building immediately.

Katherine Russell, the director of buildto-rent at the Partnership, is also asking for the government to cut red tape for builders to help the industry meet Labour’s goal of building 1.5 million new homes over this parliament.

Thames Valley’s £4.2bn turnover

IT distributor

Westcoast to merge with Swiss firm

IT distributor Westcoast looks set to merge with Swiss firm ALSO, pending regulatory approval.

Established in 1983, Westcoast is now the Thames Valley’s largest private company, with a turnover of £4.2 billion last year.

Joe Hemani, chair of Westcoast, said: “This is an alliance of two highly successful businesses.

“Over the last 42 years, our company went from strength to strength, and this is how it will remain in the future.

“The continuity of the business, which is paramount for vendors, customers, and our team alike, is secured with this move. I’m excited to play an active role during what I know will be a smooth transition and beyond.”

The deal will see Joe become a major shareholder in ALSO and maintain leadership over operations in Germany and the Netherlands under the Westcoast name.

Gustavo Möller-Hergt, chair of ALSO, added: “We already have a successful collaboration. This next level opens exciting opportunities for us to scale our business and benefit from the expertise of the UK team.

Horticultural innovators in Kent secure £500k funding

The results of the Growing Kent & Medway’s Prototyping and Demonstrator Fund have been revealed.

The research consortium, whose partners include the University of Kent and UK Research and Innovation (UKRI), put £500,000 towards four projects looking to commercialise new technological advancements in horticulture.

MiDeVa (Mites Demonstration and Validation), led by Saga Robotics, was awarded £113,000 to trial a robotic approach to pest and disease control in Kent’s commercial strawberry farms.

It marks the first ever deployment of Saga Robotics’ fully modular dispersal system for mites – beneficial insects used to control pests – during the strawberry growing season.

VineAI, a project from agri-tech firm Deep Planet in collaboration with vineyards across the South, received £144,500.

Deep Planet aims to use satellite imagery and AI to detect and predict the presence of diseases like downy mildew and botrytis, which threaten grapevines.

These methods could replace inefficient disease detection methods of monitoring with human scouts or drones.

Drytec Spray Drying in Tonbridge secured £149,500 to investigate the effectiveness of traditional spray drying in creating sustainable food ingredients from byproducts of Kent’s food and farming sectors – particularly spent brewery yeast and cereal crops.

The project will deliver industrial

prototypes of novel ingredients which could provide an alternative, non-animal protein source for food manufacturers and help reduce sugar levels in food products.

Finally, RePizza Ltd, a manufacturer of artisan pizza doughs, has received £149,000 to bring to market a new category of high-fibre, low-calorie, sustainable pizza bases for food service customers.

They’ll be making use of the latest innovation from Cambridge Glycoscience – Grain & Stalk (G&S) flour, which uses both the grain of wheat as well as the typically wasted or underused stalk.

G&S flour could enable wheat farms to double their food output without using more land and resources.

Saga Robotics’ Thorvald robot can disperse pest-controlling mites

Slough’s ByBox rolls out smart lockers to Central London EV charging hub

Slough-based software and supply chain company ByBox is working with electric vehicle charging provider ZevHub to roll out 35 smart lockers to an electric vehicle charging hub at Southwark in Central London,

And plans are already being made to expand the number of lockers to 120 this year.

ByBox has more than 45,000 smart lockers across 1,500 or so sites around the UK. They enable field service engineers to securely collect and return equipment and parts from places of maximum convenience near their points of service.

ZevHub provides charging for commercial vehicles in urban areas to ensure EV commercial vehicles have convenient access to charging stations wherever they go.

Andy Crees, Chief Operations Officer at ByBox said: “Our smart lockers users to pick up the essential parts they need for the day. This ultimately reduces unnecessary vehicle weight and increases electric vehicle range for customers looking to transition to an electric fleet.

“Customers can return used parts to the locker which ByBox will collect.”

George Cook, Fleet Operations Director at ZevHub added: “The introduction of ByBox smart lockers are a welcome and unique addition to our EV charging Hubs.

Jonathan White, Chief Executive Officer at LockerQuest, added: “Having ByBox operational at this ZevHub location makes perfect sense with many UK businesses making the transition to electric vehicles. This facility will only support their decision to transition even faster.”

ByBox’s model allows customers to minimise in-van inventory by adopting a ‘just in time’ approach, where customers can pick up the parts they need for the day and return waste parts to a locker once they have finished a job.

Operating in 31 countries, ByBox delivers 30 million items per year. ByBox has nine distribution centres including in Bristol, Coventry, London, Milton Keynes and Solihull.

Steer launches EV repair facility in Eastleigh

Buckinghamshire automotive repair business Steer has opened its first purpose-built electric vehicle repair location in Eastleigh, near the Southampton import docks.

Steer Electric Eastleigh spans more than 14,000 square feet, with full aluminium structural repair capabilities and advanced EV technology tooling.

Its technicians have undergone courses on EV safety, battery management and high-voltage systems in preparation for the launch.

Almost a million chargers installed across the UK

ChargeUK, the voice of the UK’s EV charging industry, has revealed that a public charge point is being installed every 25 minutes.

In a new report published by the organisation, it says there are nearly a million home, work and public charge points in the UK today, almost one for every fully electric vehicle (EV). Current infrastructure can provide enough power to enable every EV in the UK to drive 580 miles a day. If current growth continues, the rollout of public chargers will track ahead of EV adoption and there will be more than 300,000 public charge points in the UK by 2030.

Vicky Read, CEO of ChargeUK, said: “Convenient and affordable charging for all is key to the UK’s switch to EVs. This new analysis will give current and future EV drivers confidence that the charging infrastructure will be there for them.”

The Eastleigh site is equipped with solar panels to cover a portion of the site’s energy needs, and will aim to use ESGcompliant parts where applicable.

It also includes rapid EV chargers for staff and customers, as well as valet facilities, a customer consultation and meet and greet area, and a colleague lounge.

Steer Automotive Group operates 162 locations across the UK.

Andy Crees Chief Operations Officer

ByBox, Jonathan White Chief Executive Officer LockerQuest, George Cook Fleet Operations Director ZevHub

INVESTMENT IN UK’S AUTOMOTIVE INDUSTRY COULD DRIVE £50 BILLION OF GREEN GROWTH

The UK’s automotive industry is fundamental to this country’s future but it can’t do it alone

The UK automotive sector could fuel £50 billion of green growth over the next decade, according to the UK’s influential trade association for the automotive industry, the Society of Motor Manufacturers and Traders (SMMT).

That’s a serious claim – but the organisation warns: “Provided the right conditions are in place.”

Those include government policies and consumer incentives to help 17 million drivers switch to zero emission motoring by 2035, halving the number of fossil fuel cars in use.

The analysis forms the basis of the SMMT’s Vision 2035 which also includes a series of five pledges for the industry: Net zero mobility for all, Britain as global power in vehicle production, an upskilled workforce for the new automotive technologies, clean, cost-effective energy and a proper industrial transformation strategy (something the whole of the manufacturing sector has long been calling for).

The UK automotive industry has had a torrid few years, and it’s not back on the open road yet. While the country had been investing in developing electric vehicles (for a decade before Brexit, the UK’s departure from the European Union put the brakes on.

If the country’s focus is economic growth and net zero, you can't deliver that without decarbonising road transport, so the automotive industry will be central to the UK strategy

The country’s exit forced radical changes in supply chains. One of these was the Rules of Origin requirements within the UK and EU’s Trade and Co-operation Agreement. These are scheduled to come into force in 2027 and require that an increasing percentage of parts in an electric vehicle must be made in the UK or EU. If car manufacturers don’t meet these thresholds, exported cars in either direction will face a 10 per cent tariff.

With more than 70 per cent of all UK-made vehicles exported, and more than half of those going to the EU, these rules will be disproportionately felt in the UK.

Then there was Covid, which stalled car production. While the sector has somewhat recovered from the dark days of 2020,

things aren’t yet back to what they were. In the first six months of this year, UK car production fell 7.6 per cent. Despite manufacturing 416,074 vehicles, this was 34,000 fewer than in the same period last year.

This overall fall was driven by a significant decline in exports. While vehicles produced for the UK market increased by more than 17 per cent year-on-year to 106,157 in the first six months, those produced for export fell by just under 14 per cent to 309,917.

However, the decline in total vehicle exports had, to a certain extent been expected, said theSMMT, due to manufacturers retooling lines to make electrified models, following the announcement last year of some £23.7 billion of UK investment.

Delivering net zero road transport needs serious investment

Mike Hawes is the Chief Executive of SMMT. He says: “If the country’s focus is economic growth and net zero, you can’t deliver that without decarbonising road transport, so an automotive industry will be central to the UK strategy.”

The new Labour government has said it remains committed to the decarbonisation of road transport. But there could be an issue here. Last year the previous government said it would delay the UK ban on the sale of new petrol and diesel cars until 2035. It was previously set at 2030. The new Labour government has said it wants to move the date back to 2030.

“That will divide the industry”, said Mike. “And it’s not clear what it means. If we revert to the previous target, the last government’s definition was that would mean the end of conventional petrol and diesel engines.

“They never clearly defined what you could sell after 2030 until 2035. A vehicle has to have significant zero emission capability, but they didn’t define what that was. So it’s still an open issue.”

Last year Labour launched its automotive sector strategy. This addressed some of the issues around demand, infrastructure and competitiveness.

“Labour’s approach will result in a new industrial strategy for the country –something we’ve been calling for ever since

the one from the last government withered away on the vine,” said Mike.

“The new government understands that you must bring together not just policies but government departments, because the issue involves the Departments for Business, Transport, Energy Security and Net Zero. It also involves Trade and the Treasury – and when you look at the international perspectives, it will increasing involve the Foreign, Commonwealth and Development Office.”

The Labour government wants to encourage the market, especially for those less able to afford an electric vehicle and drive the roll-out of infrastructure – a critical enabler to achieve the strategy. It wants to encourage investment in automated manufacturing and gigafactories.

“They rightly want to focus on growing the UK automotive industry, but this will have to be done in an increasingly competitive global environment,” Mike said. “We want a good relationship with Europe – a better one than we’ve had before (which shouldn’t be difficult), but everyone has to take into account the protectionism that’s happening around the world.

“What can we do to make sure we have good and progressive relations with all markets when in some cases they are turning their back on international trade?”

Overseas competition could be challenging

There is concern across the UK that this country is being flooded by overseas automotive imports, with China often cited. Mike acknowledges that the market share of Chinese brands is growing.

“Currently their share of the UK market is between four and five per cent. A significant portion of that is MG.”

This British brand was acquired by SAIC Motor Corp, the Chinese state-owned automotive company, in 2007. There are also newcomes such as BYD, but the difficulty in establishing a new brand overseas shouldn’t be underestimated.

Mike says: “A new entrant must convince consumers to invest considerable money in an unfamiliar brand. It will also need to build

a dealer network and aftermarket. That’s all expensive and takes time.

“Sometimes it’s a bit easier with a new technology like EV, and that’s why the Chinese in particular are doing better in the EV market than they are in the general market. Their EVs are perhaps priced more competitively, but they’re still not cheap, and there remains a good degree of brand loyalty among UK consumers who want to know the companies they’re buying from.”

But this country is in a good position. Last year more than £22 billion of automotive investment was announced, trumping the preceding seven years put together.

“The industry must now realise those investments – such as the gigafactories which have been announced,” said Mike. “I know the market is really tough for EVs at the moment, but the UK, EU and other markets are committed to the decarbonisation of road transport. That means that those who are making vehicles to fit that requirement, using batteries made locally, are in a good place.”

And now the UK is a free tradingnation, it can look at new markets. We have signed trade agreements with Japan, an important one, and with Australia and New Zealand, which are also useful but relatively small markets.

Where the UK government direction differs from the European Union is in tariffs. First the USA put 100 per cent tariffs on Chinese electric vehicles (more a symbolic gesture to reassure US automotive manufacturers, according to Mike, as China doesn’t sell many into the US market). More recently the EU has also announced increased tariffs on the import of Chinese EVs – which hasn’t been met with mass celebration in certain parts of the European automotive industry because of how their manufacturers have constructed supply chains.

“The UK government is taking a more nuanced view,” said Mike. “China is a critical trading partner and owns a number of UK automotive brands. This country wants free and fair trade with the world, but we will have to watch the market closely.”

Discussions are ongoing with other countries such as Mexico, Canada and potentially India to improve access to those markets.

Mike Hawes, Chief Executive at the Society of Motor Manufacturers and Traders

A big issue facing the UK is equipping the country’s automotive workforce with the skills needed to produce electric vehicles.

“While they are highly skilled in making cars with internal combustion engines, they will have to understand new electric vehicle technology,” said Mike. “These are high voltage systems so additional training will be needed for something like 80 per cent of the workforce.

“Then there’s the service repair aftermarket. And that’s where there is a massive skills gap because a mechanic will know the ins and the outs of an internal combustion engine, but an electric vehicle is very different.

However, this is an ongoing transition so there is time to invest in skills development – as long as companies have got the wherewithal to do so.”

The UK automotive supply chain

The next few years are going to be tough for the UK’s automotive sector, admits Mike.

Not just for big companies but for the supply chain too. Many are small or medium-sized businesses that don’t have deep pockets but will have to change what they make because it’s not needed for new electric vehicles. They’ll also need to reskill their workforce.

While our workforce is highly skilled in making cars with internal combustion engines, they will have to understand new electric vehicle technology

“Cars of the future will still have four wheels, a chassis, seats and so forth, but many of the parts will be different,” said Mike. “The need now is for power control technology. We need to make sure we’ve got a resilient, capable and innovative supply chain and a workforce fit for the future.”

It’s not all about electric vehicles or their cost

There is a misconception that competitiveness is all about the cost. It’s not says Mike. “It’s about making the right product well and at the price you make it.”

What about other technologies? The government has invested a lot of money

in researching the use of hydrogen in transport. Is it worthwhile?

“At the moment it's hard to see hydrogen being commercially viable to compete with batteries at the same cost by 2030, or even 2035,” said Mike.

“Looking longer term and at different use cases, including for off-road heavy-duty construction work, some manufacturers believe it could have a key role to play. Others are not so sure. There are certainly some cases where batteries won’t really be suitable – such as long-distance coaches where passengers won’t want to stop for two hours for their transport to recharge. The question will be – what will be the alternative? Could it be hydrogen fuel cells?”

The jury is still out on that.

What isn’t in dispute is that the UK’s automotive industry is fundamental to this country’s future. And the government is taking that seriously.

The country has a total budget of £4 billion being invested in automotive research and development. This is being undertaken in 22 centres across the country, many working with our universities – particularly the University of Warwick and Warwick Manufacturing Group, the MTC in Coventry, the Institute for Advanced Automotive Propulsion Systems in Bath and MIRA Technology Park near Nuneaton, Warwickshire.

The

E-CARGO BIKES – THE TUK TUKS OF THE WESTERN WORLD

Prodrive in Banbury has joined forces with Warwick-based Astheimer Design to develop what they say will be the most efficient last-mile electric vehicle.

The companies have launched a new joint venture, ELM Mobility Ltd, to launch the “Tuk-Tuk of the Western World”.

Astheimer Design is a world-class design studio which has worked on many major automotive projects including an allelectric long range concept car which it developed with a consortium of British companies. The project was funded by the Office for Zero Emissions. It also worked with a Swedish start-up on designing the world’s first, purpose-built, fully electric truck.

Prodrive has been designing, building and racing world championship-winning cars for 40 years, across both rally and track.

With a long history of successful collaborations, these industry leaders have developed a vehicle platform which they say will revolutionise last-mile logistics, offering an efficient commercial vehicle that will significantly impact our urban environment.

ELM Mobility unveiled its new electric vehicle at Cenex this month and will also present it at the Leaders in Logistics Summit in Twickenham in October.

Another Oxfordshire company is also on a mission to revolutionise green transport in urban environments.

Another Oxfordshire company is also on a mission to revolutionise green transport in urban environments

Electric Assisted Vehicles (EAV), which has just moved into larger accommodation at Wates Way in Banbury, has developed an award-winning e-cargo bike for this rapidlygrowing market segment. The company, which now has 25 employees, won its biggest order to date this summer.

More logistics companies are deploying e-cargo bikes across the UK. In June, delivery company Evri said it was investing a further £19 million in new plans to fast-

track the roll-out of electric cargo bikes. The move is expected to give Evri the UK’s biggest fleet of e-cargo bikes for parcel delivery, and grow its fleet from 33 to 99 and its electric vehicles from 168 to 270 within the next year.

The business plans to grow its fleet of electric cargo bikes to 3,000 over the next decade.

Evri operates electric cargo bikes in London, Bristol, Oxford and Cambridge and delivers 1.5 million parcels a year by bike or EV. It aims to triple that number to around four million over the next year.

Amazon is also using electric cargo bikes. It says millions of packages have been delivered in this way across some of the UK’s biggest cities using its “micromobility” hubs. These are physical centres within urban areas where packages are sorted before the final leg of their journey. Packages arrive from nearby Amazon fulfilment centres and loaded on to delivery vehicles, taking traditional delivery vans off city centre roads. Amazon says it’s planning to invest around £300 million in the electrification and decarbonisation of its transportation network in the UK.

CGI of the ELM Mobility e-cargo bike launched this month

VEHICLE MANUFACTURERS ACROSS THAMES VALLEY AND SOUTH OF ENGLAND

There are seven big premium and sports car manufacturers in the UK, four mainstream car manufacturers, four commercial vehicle manufacturers and more than 60 specialist car manufacturers. Many proud British car marques are now owned by foreign investors.

You could say it’s selling off the family silver, but it’s also a blessing, according to Mike Hawes, CEO of the Society of Motor Manufacturers and Traders.

“The challenge of transitioning an 100-yearold technology to a new one needs someone with deep pockets to fund it. In the case of Mini and Rolls-Royce, BMW bought them both and gives them access to technology and their supply chain.”

And such iconic marques might be foreignowned, but they retain their British identity and importantly their British manufacturing bases.

“The UK is also good at attracting research and development investment from all over the world, and many international brands have a British design centre. That’s why seven out of the 10 Formula 1 teams are

We want to keep our intellectual capability here and our links to UK universities, which is very important

based in the UK, even though they race under another flag,” said Mike.

“We want to keep our intellectual capability here and our links to UK universities, which is very important.”

And international links are also very important. “If you’re going to understand global markets, you need to understand the consumer in China and the USA as well as in Europe and you can only do that by having some exposure to them.”

Rolls-Royce Motor Cars, Goodwood, West Sussex

In 1997, BMW Group acquired Rolls-Royce Motor Cars. This was much more than just another business deal – Rolls-Royce is an institution going back to 1904.

BMW built a new manufacturing facility at Goodwood for its new prize,and it remains the only place in the world where Rolls-Royce motor cars are designed and built – still by hand.

It is also the global headquarters of a business that now operates in more than 50 countries worldwide. In 2016, the company opened its Technology and Logistics Centre in Bognor Regis, to support Goodwood’s fully integrated manufacturing processes. Rolls-Royce employs around 1,200 people at its Goodwood site in West Sussex.

Prodrive, Oxfordshire

Prodrive has been designing, building and racing world championship winning cars for 40 years, across both rally and track.

It has won dozens of international motorsport titles and grown into a world-leading independent motorsport company which designs and manufactures a wide range of technology across the mobility sector (not only in motor sport).

It has a composites factory in Milton Keynes which manufactures for leading original equipment manufacturers and where its designers are driving the development of recyclable and natural fibre composites.

Its engineering teams across the Prodrive Group already work alongside some of the most famous automotive marques to help them develop their own road cars. The company employs more than 500 people across its Banbury and Milton Keynes composite sites.

Rolls-Royce Spectre at the Hurlingham Club, London

In 1997 Prodrive debuted the two door Subaru Impreza World Rally Car. 25 years later it launched the Prodrive P25 - a modern interpretation of the rally icon

McLaren Group, Woking

Founded in 1963 by racer, engineer and entrepreneur Bruce McLaren, the Group is formed of McLaren Automotive, which hand-builds lightweight supercars; and a majority stake in McLaren Racing which competes in the Formula 1 World Championship, NTT IndyCar Series in the US, ABB FIA Formula E World

Championship, Extreme E and E-Sports.

McLaren is one of the UK’s largest independent companies and is globally headquartered at the iconic McLaren Technology Centre in Woking, Surrey. More than 2,500 people are employed at McLaren Automotive.

Gordon

Murray Automotive, Surrey

Gordon Murray spent 20 years as technical director to two Formula 1 teams. In 1990 he established McLaren Cars Ltd for McLaren Racing, His first project, the F1 road car, is still regarded as one of the world’s bestengineered cars.

Gordon left McLaren in 2005, and in 2007 set up Gordon Murray Group, of which he is Executive Chairman. Last year he sold Gordon Murray Technologies, part of the

group to CYVN Holdings, an Abu Dhabi government investment vehicle. Earlier this year Gordon Murray Automotive moved production of its T.50 supercar to newlybuilt headquarters at Highams Park, Surrey – an investment of more than £50 million.

The new campus, the Group’s global headquarters, is home to a purpose-built 4,300 sq m vehicle production centre, and the Gordon Murray Heritage collection.

Caterham Cars, Dartford, Kent

In 1957 the celebrated Formula 1 design engineer Colin Chapman built a little two-seater car designed to be “fit for purpose” – he wanted owners to experience the joy of building their own car and then take it on the track. In 1973 Caterham acquired the rights to build and develop the Seven.

In June, Caterham Cars relocated to a new factory in Dartford. The multimillion-pound investment from owner VT Holdings (one of Japan’s largest retailer groups which bought the business from Team Lotus in 2021), will increase production capacity by 50 per cent up to 750 units per annum. For the first time in the car’s 50-year history the production, engineering, motorsport and commercial teams will all be housed under one roof.

Williams, Oxfordshire

In April Williams F1 launched a new company that will apply the innovation and technologies of F1 to tackling clients’ engineering challenges in other sectors.

Drawing on lessons learned over almost 50 years at the top of motorsport, Williams Grand Prix Technologies will focus on solving clients’ problems using its worldleading engineering capabilities.

Sitting alongside Williams Racing, and also owned by Dorilton Capital, the new company will be based at the team’s technology campus in Grove.

Two-time Formula 1 World Champion Mika Häkkinen drives the McLaren Solus GT at the 2024 Goodwood Festival of Speed

In May this year, Caterham unveiled the Seven 485 and 485 CSR Final Edition (FE) for the European market

Gordon Murray with the T.33 Spider launch last year

BMW Mini, Cowley, Oxford

BMW acquired the iconic MINI brand in 1996. While the MINI is assembled at Cowley in Oxford, more than 350 different body parts are pressed for the MINI at its plant in Swindon. Engines come from Hams Hall in the West Midlands.

The MINI Plant Oxford currently produces the MINI 3-door, the MINI 5-door as well as its Clubman and the MINI vehicles. The plant is also producing the next generation MINI 3-door and MINI 5-door with combustion engines, as well as the new MINI Convertible, before they are joined by the new all-electric vehicles in 2026 – the MINI Cooper 3-door and the MINI Aceman.

Xtrac celebrates 40 years of high-performance engineering

A world leader in the design and manufacture of transmission systems has celebrated 40 years of high-performance engineering and customer service.

Xtrac’s Chief Executive, Adrian Moore, said: “Our commitment to engineering excellence, hard work and customer service has propelled us to become the world’s leading supplier of transmissions for top-level motorsport and high-performance road cars. It’s a testament to the collective effort that has brought us here and inspires us for the exciting future that awaits.”

Xtrac’s early success in the off-road and Group A rally categories led to collaborations with manufacturers such as Mazda, Mitsubishi, Opel and Toyota. In 1989 the company moved into Formula 1 when Onyx contracted Xtrac to develop a transverse gearbox. McLaren followed and within a few years, Xtrac was supplying most Formula 1 teams, including BAR, Minardi, Benetton, Jordan, McLaren, Tyrrell, and Williams, and it continues to supply high specification gearbox components to teams today.

In the 1990s, Xtrac expanded into various motorsport categories, supplying teams competing in the 24 Hours of Le Mans and British Touring Car Championship (BTCC). It introduced sequential gearboxes to rallying, enhancing vehicle performance with its reputation for reliability, a key selling point.

Xtrac also secured significant single-supply contracts, starting with IndyCar in 1999. This required rapid production of 100 gearboxes, leading to the construction of a new 88,00 sq ft factory in Thatcham in 2000. Three years later, Xtrac established its first American operation in Indianapolis to support US customers.

Beyond motorsport, Xtrac has built an exceptional reputation with

The plant at Cowley employs around 4,500 staff who build more than 1,000 MINIs each day.

Since the launch of the first modern MINI in 2001, more than 4.4 million MINIs have been produced in Britain – including 150,000 MINI Electric models built between 2019 and 2023.

its high-performance automotive business. Since its first project for Tesla prototypes in 2006 and the Rolls-Royce 102EX Phantom Experimental Electric prototype in 2011, as well as providing transmissions for hypercars, Xtrac has expanded significantly into EV and hybrid transmissions. It also supplies transmissions for hydrogen combustion engine prototypes as the industry pursues alternative propulsion systems for reaching net zero emissions.

Today, Xtrac’s business is about 65 per cent motorsport and 35 per cent high-performance road cars. It provides transmissions across motorsport and high-performance automotive sectors for internal combustion, hybrid and electrically powered vehicles, producing more than a quarter of a million parts annually. The Thatcham plant includes the advanced machinery and equipment needed to manufacture gearbox components and complete systems in-house, high-security data systems, transmissions control system software and hardware development, and a dedicated R&D department. The Xtrac Academy trains apprentices and graduates. Many remain with the company long after completing their training, with well over 50 current staff members trained through this scheme.

Last year MiddleGround Capital, the private equity company acquired Xtrac. Speaking after the announcement was made, John Stewart, MiddleGround’s founding partner, said: ““We believe that under Adrian Moore’s leadership, Xtrac is well-positioned for longterm growth and leading the future transition of the motorsport and high-performance automotive industry to hybrid and EV drivetrains by delivering innovative products in a sustainable manner.”

MINI plant Oxford celebrated the start of the new Mini Cooper production in March

Xtrac employees celebrate 40 years in business this summer

Silverlake wins auto recycling contracts with Hants, Surrey and Sussex police

Silverlake Automotive Recycling, based in Shedfield, Hampshire, has secured two four-year police contracts following competitive tenders.

The company renewed its contract with Surrey and Sussex Police, which it’s held since 2014, as well as picking up a new one with Hampshire and Isle of Wight Constabulary.

On behalf of each police force, Silverlake will collect vehicles for disposal via recycling or auction, once they’re released from storage with the appointed recovery operators.

Silverlake works with recovery operators to minimise storage costs and aims to deliver strong returns via its auction site.

The contracts were awarded by Automobile Association Developments (AADL) Contractor Management.

Dan Bristow, contractor scheme manager at AADL, said: “This longstanding collaboration is testament to the hard work and dedication that the team at Silverlake have demonstrated over the years.

Steve Diaper, operations manager at Silverlake, added: “We’re really proud to have won these prestigious contracts.

“The fact that AADL and Surrey and Sussex Police have relied on our services for 10 years and have renewed our contract for a further four demonstrates great trust in our operations – that’s hugely rewarding for the team.

“To then go on to win the contract for Hampshire and Isle of Wight Constabulary as well is even further validation, reinforcing our credibility and helping to position us as the automotive recycling partner of choice in the market.”

Surrey’s Sunswap trials solar-powered mobile fridge with JS Davidson

A Leatherhead company is pioneering sustainable transport refrigeration using a battery and solar power.

Sunswap has successfully completed a trial of its battery and solar-powered transport refrigeration technology with JS Davidson, the temperature-controlled logistics specialist.

JS Davidson has set out a target to reach net zero by the end of 2025 at its Peterborough headquarters.

The successful two-week trial with Sunswap showcased the capabilities of the Surrey firm’s Endurance refrigeration unit running frozen delivery cycles.

The logistics company was able to integrate the Endurance unit into its fleet without disruption or special measures, treating it as ‘just another fridge’ in their operation.

The data collected during the trial suggests JS Davidson could remove 519 tonnes of CO2and 5 tonnes of NOx over the lifetime of five units, taking a substantial step towards a cleaner cold chain.

It would also see operational savings of 70 per cent compared to diesel.

John Davidson, managing director of JS Davidson, said: “Collaborating with Sunswap on this trial has been an eyeopening experience.

“The Endurance unit not only met but exceeded our expectations in terms of performance and reliability.”

Alastair Gough, head of business development at Sunswap, added: “Our partnership with JS Davidson is a testament to the viability and effectiveness of our battery and solar-powered refrigeration technology.

“The Endurance unit’s performance during this trial demonstrates that sustainable solutions can integrate into existing logistics operations, delivering tangible benefits for business and the environment.”

McLaren joins forces with MOD to drive defence projects

Woking-based McLaren Racing is collaborating with the Ministry of Defence on a variety of innovative defence projects.

The MOD will work with McLaren Racing’s accelerator team on initiatives like Project LURCHER – a push to electrify the Army’s armoured vehicle fleet.

Electrification could make military vehicles more operationally effective, cutting down the need to resupply and reducing the vulnerability of forces in the field.

Matt Dennington, Co-Chief Commercial Officer at McLaren Racing, said: “The partnership with the MOD provides a great opportunity to stretch and apply our innovation and technological know-how and a high-performance culture to improve operational efficiencies across a wide range of exciting projects.

“Under the multi-year partnership, the MOD will collaborate through McLaren Accelerator to apply motorsport innovation and insights to projects that are jointly selected by Defence and McLaren teams.”

JS Davidson trials Sunswap’s solar-powered transport refrigeration

AMAZON PRIME VIDEO ACQUIRES ICONIC BRAY FILM STUDIOS

The iconic studio is approximately 53,600 sq ft in total size and includes five sound stages, 77,400 sq ft of workshops, 39,400 sq ft of office space, 182,900 sq ft of backlot, all with plenty of parkinh.

Bray Film Studio has been the production home for the second season of the hit Prime Video series The Lord of the Rings: The Rings of Power since 2022.

The first Amazon MGM Studios production to be located at the studio after the acquistion will be the second season of the Russo Brothers’ spy series Citadel, starring Richard Madden and Priyanka Chopra Jonas, scheduled to begin filming this month.

This purchase is in addition to Amazon’s significant presence at the UK’s Shepperton Studios, where it has a longterm contract for the exclusive use of nine sound stages, workshops and office accommodation, totalling approximately 450,000 sq ft.

Mike Hopkins, Head of Prime Video and Amazon MGM Studios, said: “With Bray as our creative home in the UK, we are committed to deepening our relationships with the country’s creative community, which is rich with world-class storytellers and creative talent of all kinds.

“The acquisition of a studio with such a storied heritage not only empowers us to produce more film and television in the UK, but also unveils opportunities in the local community with respect to jobs and skills training at all levels of the production process.”

Culture Secretary, Lisa Nandy, said: “We are determined to support the huge potential for economic growth in our creative industries. We want to do all we can to help make sure career opportunities in these exciting sectors are available for people from all backgrounds right across the UK.”

Frank Burke, Chairman of Bray Film Studios Ltd, the previous owner of the site, added: “For more than 70 years, Bray Studios has held an important place in the history of British film-making.

“During our period of ownership, My family and team and I have witnessed the rebirth of this iconic facility and we are extremely proud of the part we have been able to play in bringing it to renewed prominence.

“We are now genuinely excited to be handing the studios over to Amazon, who we believe share our commitment to quality and excellence and are perfectly suited to preserving the character of the studio while enhancing the first-class creative production spaces for generations of filmmakers to come.”

Thames Valley emerges as UK data centre hub

The Thames Valley’s emergence as a data centre hub is continuing with Dutch operator Yondr Group revealing it has completed the first 20MW of a 30MW centre in Slough.

The centre will be the firm’s first data centre in the UK and is located on its planned 100+MW data centre campus, it was reported.

It comes after Slough Borough Council authorised property investor Segro to build two additional data centres in the area – in addition to the previously-approved Segro data centre development in Iver, Buckinghamshire.

And in March, Equinix revealed plans to transform a former paint factory industrial site in Slough into a data centre campus.

Close by in Maidenhead, managed services provider Iomart says it has installed 560 solar panels on its flagship data centre in the town.

The 2,800 sq m data centre in Maidenhead is the largest site across its UK estate of 13 data centres. It’s also the company’s main

self-managed infrastructure facility, powering more than 12,000 servers.

This investment is part of Iomart’s wider long-term sustainability strategy, which has seen a move to power all its data centres with 100 per cent renewable energy coming from sources including wind, hydro and solar.

Amazon Prime Video is acquiring the historic Bray Film Studios in Berkshire.

Amazon Prime’s The Lord of the Rings: The Rings of Power

OXYGEN ACTIVEPLAY TO OPEN ACTIVITY PARK IN READING

Fast-growing Indoor activity brand Oxygen Activeplay has taken over activity park Red Kangaroo Reading, with a complete refurbishment planned.

The venue will reopen as Oxygen Reading in time for October half-term, joining eight other Oxygen parks across the country.

It’s set to house around 32 trampolines – including five long bed trampolines, 26

single trampolines, and one long tumble track.

Oxygen Reading will also feature the brand’s signature Excite Tunnel, parkourstyle stunt areas, an interactive sports pitch and a large airbag and trapeze.

Stephen Wilson, CEO of London-based Oxygen Activeplay, said: “The plans for Reading are extremely exciting.

“The Red Kangaroo team has done a phenomenal job of becoming part of Reading’s community.”

Oxygen was acquired by Literacy Capital Plc in July 2021. The private equity company has provided growth capital which has resulted in a number of acquisitions, including Red Kangaroo in 2022. Last year Oxygen acquired Jump Evolution.

Waitrose to open up to 100 convenience shops over next five years

Waitrose is ramping up investment in its portfolio, with plans to open as many as 100 convenience stores across the UK in the coming five years.

The retailer is planning a record £1 billion investment over the next three years in new locations and improvements to 150 existing shops – including a makeover of its Maidenhead outlet, due this autumn.

New concepts will be trialled at Waitrose’s John Barnes shop on Finchley Road, London.

Works will include improvements to meat and fish counters, an expanded

selection of wines, greater flexibility to respond to local demand, more thirdparty collaborations, and more dedicated space for on-demand grocery orders via services like Deliveroo and Uber Eats.

The first new Waitrose store in six years will open in Hampton Hill, Richmondupon-Thames later this year, with a second following in Greater London.

Executive director James Bailey said: “The groundwork we’ve undertaken behind the scenes in recent years means we can now focus on growth through new shops and ensuring our existing ones are providing great shopping

experiences that match the quality of our products.

“In designing the store, we’ve taken time to understand how our customers like to shop and used this knowledge to introduce new concepts that will be tested and rolled out nationally as we continue to work towards the Waitrose of the future.”

Nish Kankiwala, CEO of the John Lewis Partnership, added: “As our retaildriven plan continues to gain traction, our growing number of shoppers and increasing customer satisfaction scores are clear indicators of its success.

ACQUISITION SET TO TAKE NEWBURY’S ABSOLUTE CASING TO NEW HEIGHTS

Newbury flight case manufacturer Absolute Casing has acquired Market Harboroughbased competitor Nomad Cases in a move that it says will create a market-leading flight case group.

The deal was negotiated and led by corporate finance specialist Watersheds.

Absolute Casing, now in its 25th year, supplies high quality, bespoke protective flight cases to a vast number of market sectors, including Formula 1, Premier League football, the Olympics, medical, television production and the oil and gas industry.

Managing director, Ed Franklin wanted to increase market share and in-house capability and acknowledged that an acquisition could help the strategy become reality.

Nomad Cases is already a well-known name in the industry, employing 29 people in Market Harborough.

Ed said: “There is a lot of synergy between Absolute Casing and Nomad Cases in terms of what we do and who we supply, so when Nomad’s owner was considering retirement, we were keen to explore the opportunity. We had worked together

before on certain projects and I knew Absolute Casing would be a good home for its customers and staff.”

Jessica Painter, partner at Watersheds, said: “A strategic acquisition like this can be an excellent growth plan for a business.

“The current funding landscape for small businesses is challenging at the moment and it can be difficult for business owners to navigate as well as find the best deals”

Thrings and Marriott Harrison provided legal advice on the transaction, with funding provided by HSBC Commercial Banking.

Chancerygate sells 165,000 sq ft Buckinghamshire logistics site

Chancerygate has sold Vantage 41, its 165,000 sq ft Grade A urban logistics scheme in Aston Clinton, to a private investor for an undisclosed sum.

Located four miles east of Aylesbury, the development comprises 16 units ranging from 4,800 sq ft to 43,600 sq ft.

Four units totalling 88,000 sq ft, which is over half of the available space at the development, were let by practical completion.

Matthew Connor, senior development director at develoepr Chancerygate, said: “The sale of Vantage 41 is testament to its strategic location and sustainable accommodation, which has proved attractive to both investors and occupiers.

“The deal is also the cumulation of our expertise and hard work to develop much-needed, flexibly sized Grade A urban

logistics units to satisfy the high demand for space across the Buckinghamshire region.”

Chancerygate currently has around 1.16 million sq ft of urban logistics space under construction or ready for development across 10 sites from Edinburgh to Croydon.

Jessica Painter, Watersheds, Ed Franklin Absolute Casing, Tom Drake-Pighini, Watersheds

Chancerygate has sold Vantage 41 urban logistics scheme in Aston Clinton near Aylesbury

HELPING FIRMS GET BACK ON THE RIGHT TRACK

How Graeme Lipman of Begbies Traynor draws on his experience to help companies out of trouble and achieve growth

Graeme Lipman’s experience in running his own printing and publishing and other businesses has equipped him with the tools to be a fixer for companies looking to get out of difficult situations or those that have their eye on growth.

Graeme established his own printing and publishing company at the age of 23 which he subsequently ran for 24 years and during that time saw it grow into a firm with a turnover of £7m+ and employing 52 staff before selling the business.

His specialist printing and publishing companies focused on producing marketing materials, magazines, periodicals and books and counted the BBC, Sotheby’s, John Lewis, Waitrose and the Metropolitan Police amongst its clients.

The move from printing and publishing to

insolvency is not a common career path. However, for Graeme, it was an approach by Begbies Traynor to work as a consultant that steered him away from retirement and onto his current career trajectory.

He said: “When I was approached, I said I didn’t know anything about insolvency at all. They said that if you have run your business for 24 years then you will have the experience, tools and knowledge to talk to all kinds of directors.”

Graeme after 24 years then went on to work as an advisory consultant for Begbies Traynor where he has been helping companies for over seven years and is now based at the firm’s Salisbury office within the South West region where he holds the post of Director.

He deals with companies from a range of sectors, including construction, automotive and printing, that are facing insolvency, business stress or are looking to grow.

Of the companies that contact him in a distressed situation, they all have one thing in common and this is a failure to keep upto-date accounts.

Graeme expanded: “Since COVID, companies don’t seem to have as up to date financials generally. Now when

information is requested it takes two or three times longer than pre COVID. If they are not aware of what is going on, then they are unable to plan a strategy going forward.

“If companies don’t know what their cashflow is going to be then they cannot reassure their backers of what their future prospects are and if the business is going to be stable and viable.”

The trend of a growing number of companies failing to keep on top of the books, Graeme argues, can be attributed to the sluggish economy since the pandemic with many firms forced to cut back on staff.

He said: “Directors are probably having to multitask where they probably weren’t so much pre COVID and they’re asking their accountants to do less and asking their inexperienced internal accounts department to do more.”

Alongside failing to keep track of finances, over-trading is also a key cause of financial difficulties.

Graeme explained: “It’s ironic that after COVID, where some businesses were closed, others are now grabbing everything they can. This means they can swing straight into over-trading. If they haven’t got the right credit lines with their suppliers and

If you are interested in speaking to Graeme, he can be contacted through email via graeme.lipman@btguk.com www.begbies-traynorgroup.com

Graeme Lipman

full backing from their funders. Suddenly, their working capital is tight. They might have plenty of orders coming but if they haven’t got working capital sorted then their business can be brought to a grinding halt.”

The direction of travel for all business is rarely linear with many pivots and U-turns along the way which is why having back up strategies can help keep a company on course for the financial year and beyond.

Graeme said: “It is important that companies have a second back up strategy or even a third if their first plan doesn’t work. So that they are positioned to act if their sales revenues are say 15 per cent lower than expected or their gross margins are down compared to their forecasts. This helps with communicating your position with shareholders, funders and backers as you are able to come up with a strategy if your original path doesn’t work out.”

With his role focused on helping companies grow out of difficulty and also helping grow firms, he also assists companies in a semistressed position.

He said: “A lot of companies are not aware of their true financial position and only act when creditors start knocking at the door. The frustration in our job is that people are not coming to us as early as possible

and only do so when they are forced to respond. They may be in denial where they think they are a great company that just needs one or two orders, and everything will be fine. We make sure that people are aware of what the next few days or weeks hold for them cashflow wise and what threats they are likely to encounter given their position.”

One of the most satisfying parts of the job, says Graeme, is achieving a turnaround for a company with every situation requiring a different approach. He has worked on a number of business rescues which have retained as many staff as possible and kept the business intact. He highlights the work he did for a film industry logistics company where the Managing Director had a heart attack, and he helped the staff achieve a management buyout.

Graeme also worked with a family printing business that had run into difficulty after the father had passed the business to his sons. With a tight timeframe, due to the business running out of cash, he was able to help secure a buyer for the business with most of the staff retained.

When helping companies to grow, Graeme draws on the lessons of his publishing business to help owners overcome growth obstacles and also utilises his wider contact

If companies don’t know what their cash flow is going to be then they cannot reassure their backers of what their future prospects are

network to help firms gain funding and win orders. As any CEO knows, company survival depends on growing areas of the business to balance the books.

Graeme urges firms that he advises to seek out pockets of growth in connected sectors. He said: “The printing sector has been eroding for the last two or three decades because the demand of print generally has dropped. But there are still pockets of growth and the sector is still a multi-billion pound industry. There is growth in the packaging side and in promotional material. There is also growth in the travel sector. People like to see glossy brochures and magazines apart from just the internet.”

A good team can put a firm on the road to growth and this is one of the core areas that Graeme will work on with teams. He said: “I have always said that it is important to look after your clients but looking after your staff is even more important. If you can get the right team in place then you can tackle anything. You do need clients, as you do need the revenue that they bring in, but clients come and go, but good key members of staff need retaining.”

The importance of an exit strategy is a cornerstone of advice that Graeme gives to company founders. He said: “A lot of owners run into problems when they come to sell as they find that the value of their business is nowhere near what they thought it would be. Also, too many businesses come to the point where they want to sell and find that too much is reliant on the founder.

“Having an effective business plan that is aligned with your exit strategy is vital.”

2024 THAMES VALLEY SME GROWTH 100 TOP ACHIEVERS HONOURED

Six of the most impressive businesses in the Thames Valley SME Growth 100 ranking were recognised at an annual awards event hosted at Maserati Ascot.

The programme is an annual campaign highlighting and celebrating the top 100 SMEs with turnover under £25m that have grown significantly in the past year. The TV SME Growth 100 sponsors are Herrington Carmichael, Hicks Baker and Crowe UK

Jo Whittle, Operations Director at The Business Magazine, said: “The ranking encompasses companies of all kinds and is a substantial list of diverse and exciting businesses which are driving innovation and growth.”

She added: “Thank you to all our finalists for your willingness to get involved and for

readily opening your doors and sharing your stories. Your passion and enthusiasm made for a long and difficult judging meeting.”

Welcoming guests to its showroom, Paul Eaton, General Manager, Maserati Ascot, gave a brief history of the worldfamous automotive brand. He pointed out Maserati’s long history in motorsport, from touring cars and endurance racing to the Formula E World Championships.

He said Sytner-owned Maserati Ascot was looking forward to “turning electric” and that the company had enjoyed the first six months at its showroom in the town.

The networking event culminated in winners being announced across six business categories.

Host Jo Whittle, Operations Director, The Business Magazine

SME GROWTH AWARD (UNDER £10M)

WINNER: TC Communications

FINALISTS: Carless + Adams • Mediafleet • Workbooks CRM

EMPLOYER OF THE YEAR

WINNER: CleanEvent Services

FINALISTS: Bridewell • Business Moves Group • Gekko • Hazlemere

Paul Eaton, General Manager, Maserati Ascot

SME GROWTH AWARD (OVER £10M)

WINNER: Redstor

FINALISTS: Bridewell • Juice • Naturetrek • Perspectum

SME IMPACT AWARD

Juice

FINALISTS: Francis Construction • Intralink • Naturetrek • Redstor

JOINT WINNER:

TECH COMPANY OF THE YEAR

WINNER: Perspectum

FINALISTS: Bridewell • FullCircl • Gekko • Redstor

RESILIENCE AWARD

WINNER: Naturetrek

FINALISTS: Carless + Adams • Gekko • Juice • Perspectum

Making ‘green’ claims – what you need to consider

Are you thinking of making a ‘green’ claim when advertising your products and/or services?

Regulators such as the Competition and Markets Authority (CMA) and the Advertising Standards Authority (ASA) are reviewing ‘green’ claims made by businesses when advertising their products and services. For example, the CMA carried out an investigation into fashion retailers ASOS, Boohoo and George at Asda over their ‘green’ claims. This year, the CMA published undertakings from the retailers, which have committed to promises on how they will make ‘green’ claims moving forward.

If you are thinking of making a ‘green’ claim to highlight environmental merits of your products and/or services, it is important to be on the right side of the rules. B P Collins’ corporate and commercial team discusses the guidance you need to consider when making ‘green’ claims.

What is a ‘green’ claim and what is ‘greenwashing’?

‘Green’ claims are those that state a particular product, service, process, brand or business is better for the environment, such as advertising a service as carbon neutral or claiming that a product is ecofriendly or recyclable. ‘Greenwashing’ is when a business provides misleading information about its environmental merits and credentials.

What does the law and guidance say about ‘green’ claims?

There are no specific laws for ‘green’ claims as a whole and the relevant laws depend on whether you sell to businesses or consumers. It is important to check if there is any relevant sector-specific guidance that may apply. Also, certain areas such as automotive, cleaning

products and household appliances have their own rules on ‘green’ claims.

However, the CMA has put together the Green Claims Code, which provides six key principles to help businesses comply with the law:

• Claims must be truthful and accurate

• Claims must be clear and unambiguous

• Claims must not omit or hide relevant information

• Comparisons must be fair and meaningful

• Claims must consider the full life cycle of the product

• Claims must be substantiated.

Whilst the Green Claims Code is helpful guidance, it is not a substitute for the law and other regulations must be considered. In terms of consumer protection law, the relevant rules come from the Consumer Protection and Unfair Trading Regulations 2008 (CPRs), which prohibit unfair commercial practices.

Business protection law is also relevant, and the applicable rules are in the Business Protection from Misleading Marketing Regulations 2008 (the BPRs).

The BPRs are similar to the CPRs but apply to relationships between businesses.

What are the sanctions if you get it wrong?

The sanctions include criminal sanctions punishable by an unlimited fine and/or imprisonment for up to two years as well as civil proceedings. A business may also suffer reputational risks and may have to withdraw greenwashing adverts – for example, in July 2024, the ASA ordered that Wessex Water Services Ltd had to withdraw an advert as it omitted material information about the company’s environmental impact.

For businesses that sell to consumers, the Digital Markets, Communications and Consumer Act 2024 has recently expanded the powers of the CMA. The CMA can now impose fines of up to 10% of a business’s annual turnover or £300,000 for non-compliance (whichever is higher). The CMA can also impose an additional daily penalty for continued non-compliance, require businesses to offer consumers compensation and/or give consumers the option to terminate a contract early.

If you are thinking about making ‘green’ claims when advertising your products and/or services and would like advice as to how the rules may apply to you, you can contact us on enquiries@bpcollins.co.uk or call 01753 889995.

DRIVING AMBITION KEY TO CAMPER FIRM’S EARLY SUCCESS

The husband and wife team behind Sugoi Campers says past lessons have equipped them for the road ahead

by Stephen Emerson, Managing Editor

Bravery, courage and determination are just some of the qualities needed when stepping out of the corporate world and into your own small business.

Emma Ward and her husband John have these qualities in abundance and have used their skills and experience, along with a passion for travel, to create a fast-growing campervan business that is seeking to smash down the barriers of ownership.

Sugoi Campers has a staff of eight and, despite beginning trading only in 2020, it is on track for a turnover of £750,000 this year.

Emma and John focus on the vehicle conversion market, importing vans from Japan then converting them to each individual customer’s specification.

They also work with vans that people bring to them.

The company began in a small unit near Southampton docks before moving to premises in Fareham.

This year the firm moved to nearby premises which doubled its floor space.

Emma said: “I’m really proud of where we’ve got to as a business.

“I would say to anybody out there who is thinking of starting their own business that

Emma and John Ward (centre and second right) of Sugoi Campers with their team at the 2023 Hampshire Business Awards

I would say to anybody out there who is thinking of starting their own business that you don’t have to have a degree, you don’t have to have the best education, but you do need to be determined

you don’t have to have a degree, you don’t have to have the best education, but you do need to be determined.

“If you want something then it is your hard work that is going to get it for you.”

Emma left school with few qualifications and, at aged 18, worked as a buyer for kitchenware firm Kenwood, negotiating the price of raw materials in what was then a tough male-dominated industry.

She then joined the Kingfisher Group and was part of a team that set up the Trade Depot before internal restructuring led to redundancy.

Emma then moved on to Fareham B2B mobile phone provider Onecom, where her husband also worked, and headed up the purchasing department as it embarked on a period of strong growth.

Lightbulb moment

The concept of Sugoi Campers was born when Emma and her family visited Malaysia to visit John’s terminally ill mother.

The couple travelled around Malaysia and

Singapore in a Nissan Grand when John had the lightbulb moment that their hire van would make an excellent camper van if converted.

Emma said: “We came back from that trip and his mum sadly passed away. After that John began to really think about what he wanted to do with his life.

“He didn’t want to stay in the corporate world anymore and he had an opportunity to take redundancy.”

Sugoi Campers was born in September 2020 and Emma joined the business in March 2021.

The couple, who had always had an interest in camping, received investment from an independent investor in early 2021 that enabled them to buy eight vans and move into larger offices.

Emma said: “We felt that if we’re going to do this, we’re going to plough every bit of our redundancy into this project and we’re going to really go for it.

“We had our first few vans on display for our first day of trading which was when lockdown was lifted in 2021.”

Lessons from previous business

Emma says that the experience of the couple’s previous business has shaped their outlook in their latest venture.

John owned a company called In Car Solutions which would work primarily with dealers to add electronic devices to cars including parking sensors, heated seats and Bluetooth car kits.

The business began to suffer when manufacturers started putting these same electrical devices directly into vehicles.

Emma said: “When we had our previous business, we didn’t diversify it quickly enough and I think for us this time round, we are looking at every opportunity we possibly can.

“We’ve also made the leap into much bigger premises and our overheads have gone up.

“We now need to make this work and we’re literally working seven days a week at the minute to make sure that we do deliver that.”

Sugoi’s camper conversions

The team’s work on the TECH:TRUCK project is an example, Emma says, of the firm diversifying and going out of the comfort zone of its employees.

TECH:TRUCK is a modified vehicle that travels around schools in Hampshire promoting non-vocational qualifications such as modern apprenticeships and championing causes such as women in engineering.

Sugoi Campers worked with nine colleges across the county on the project and was recognised for its efforts at last year’s Hampshire Business Awards, organised by The Business Magazine.

Tech to inspire students

The TECH:TRUCK is a converted NHS truck kitted out with technology to inspire students and even has a drone landing pad on its roof.

Emma said: “My initial reaction was no because it was a huge project.

“We then had subsequent chats with Fareham College, they supported us and we have created what is a very important vehicle for all of the colleges.”

Standing out in the market

Campervans have exploded in popularity since lockdown with an increasing number of people discovering the freedom that they offer.

However, with this expanding market comes competition and for Emma and her husband, their aim from the start was to create a bespoke offering that would open the campervan world up to people who felt excluded due to cost.

Emma said: “When we set the business up, what we didn’t want to do is be another VW converter as there’s hundreds of them out there.

“We wanted to be affordable and it was about creating a product that was a bespoke conversion.

“Every conversion that we have done since we started has been different and the customer is able to choose everything that goes into their van.”

What type of customer is attracted to the campervan lifestyle?

Emma says her biggest market is newly

retired people that love travelling but don’t want to stay in hotels all the time.

Sugoi Campers is also popular with cost-conscious outdoor enthusiasts, with vehicles starting from £20,000.

She said: “People will always come to us saying they wanted to get a VW but they were £70,000.

“They come to us and see the product and realise that what they are getting is actually a better product.”

With two apprentices on board and new premises, the future looks bright for the Sugio Campers team.

Sugoi’s TECH:TRUCK exterior and inside

Emma and John Ward, Sugoi Campers

BUILDING A GREENER FUTURE: LAKESIDE NORTH HARBOUR’S COMMITMENT TO SUSTAINABILITY AND COMMUNITY

Lakeside North Harbour’s partnership with Hampshire & Isle of Wight Wildlife Trust

Since 2015, Lakeside North Harbour has partnered with Hampshire & Isle of Wight Wildlife Trust (HIWWT) to advance a shared vision for a sustainable future, where wildlife conservation and community engagement are at the forefront. The partnership is due to the fact that commitment to environmental sustainability and community connection is at the heart of everything done at Lakeside.

Wilder Conference & Awards

Last year in September, Lakeside hosted the Wilder Conference & Awards ceremony at the campus, a significant event that underscored its longstanding partnership with the Trust. This event marked a significant milestone in the collective journey, recognising the progress made under the Wilder 2030 strategy, an initiative led by the Trust to drive nature’s recovery.

To tip the balance in favour of nature’s recovery, the trust needs one in four people to take action for nature by 2024. Through Team Wilder, the Trust is supporting others to make changes, educating people about the natural world and building a people powered movement of individuals, communities, and businesses standing up for nature. This initiative has empowered individuals in and around Portsmouth to actively enhance local wild spaces, demonstrating the impact of communitydriven conservation.

Lakeside’s wildlife walks

As part of Lakeside’s ongoing commitment to fostering a deeper connection with nature, weekly Wildlife Walks for all occupiers are hosted at the Campus. Every Wednesday, interested participants join a guided 45-minute walk around the picturesque Lakeside campus, led by experts from the Wildlife Trust. These walks offer a unique opportunity to learn about the diverse flora and fauna that thrive here, making each outing both educational and refreshing.

Family day event: a summer celebration of wildlife

This summer, Lakeside North Harbour celebrated its partnership with the Trust by hosting a special Family Day event. Held in early August, this event was designed to engage families in wildlife conservation and exploration. Occupiers were encouraged to bring their children to work, allowing them to participate in a variety of fun and educational activities.

Children enjoyed building and decorating bug houses, participating in bug hunts, and planting pollinator pots to attract beneficial insects like bees and butterflies. These hands-on workshops not only provided a memorable day but also helped instil a love for nature in the younger generation, emphasising the importance of conservation from an early age.

Looking

forward

Lakeside North Harbour remains dedicated to promoting environmental sustainability. Its partnership with Hampshire & Isle of Wight Wildlife Trust will continue to drive meaningful impact on conservation while fostering a strong sense of community around these vital initiatives in a sustainable environment for all who visit, work, and live around Lakeside North Harbour.

If you’re looking for a prime location for your business and would like to take your place among our thriving community in a stunning and sustainable environment, come to Lakeside, the south coast’s premier business campus with flexible room to grow. With space available from 500 sq ft up to 100,000 sq ft, Lakeside extends beyond the office.

Visit www.lakesidenorthharbour.com for more information.

HOW THE CENTRAL SOUTH’S SUCCESS STORIES ARE DRIVING GROWTH

In the second of a series of articles from accountants and business advisors, BDO LLP, we look at the growth strategies being deployed by Central South businesses.

Given the backdrop of rising costs, high inflation and geopolitical instability, growth has been more difficult to achieve in recent years. Even though this has eased, businesses striving for growth in the current economic environment need to be specific about their strategy and what might provide the catalyst to unlock expansion.

In our most recent Economic Engine survey of 500 mid-market businesses, 35% of Central South companies said they are planning to explore private equity (PE) or VC investment to scale-up in the next one-tothree years.

Helen O’Kane, Deal Advisory Partner –M&A, considers how private equity could be the catalyst to supercharge growth. The Central South is an exciting region to do business and has many young and ambitious businesses looking to establish and grow here. We’re also home to a significant number of high-quality multi-

generational companies which reach a point when they want to go through the next growth phase and achieve scale.

The key to successfully achieving a business’ ambitions is navigating the funding process to find the right match in an investor. The first step towards a successful PE partnership is understanding what it means for you and your business. A PE investment will often also involve an element of debt funding.

It will stand a business in good stead to get ahead on the timeline and be as ‘deal-ready’ as possible when having early-stage meetings with investors. It’s also a gamechanger to put a well-rounded management team in place and give them the mandate to lead the business so PE is backing that team and their appetite to grow beyond a deal. The Central South benefits from an ability to attract high-quality people given our location, proximity to

London and being a great place to live. Investors are typically looking for a track record of growth, as well as a future expansion thesis to get behind, so having high-quality management information is valuable. If a business is in a sector which is ever-changing, such as tech or compliance, the future growth opportunity may be clear. For some businesses, buy and build can also be a good growth thesis for PE to get behind if a focused acquisition strategy is deliverable. International expansion may also be part of a growth strategy and could be very attractive to private equity if it is possible to do the necessary due diligence.

Overall, if PE is the route you’d like to take, it is about finding the right fit investor as you will need to deliver against shared growth ambitions in future. Get advice from people who have been on the journey and talk to an adviser who can help you manage the steps to success.

Helen O’Kane, Deal Advisory Partner – M&A

Arbinder Chatwal, partner at BDO in Southampton, looks at where Central South companies can find international expansion.

BDO’s most recent Economic Engine research revealed a third of companies will look to scale-up through organic international growth and 55% of Central South businesses are attracted by opportunities in emerging markets, which is higher than any other UK region.

Michael Colebourn, CFO at success story Mar-Key Group, shares how the business has achieved growth. As the demand for modular, aluminium buildings continues to increase, so does the appetite for a British-made quality solution. We are the only UK structure manufacturer and have experienced significant growth in recent years.

We’ve developed a bigger, more durable product range in addition to our event product that historically provided structures for our prestigious event clients. Our new range is suitable for long-term use for warehousing, distribution centres, education facilities and allowed us to diversify.

We’ve continued improving our product range, relocated to a much larger manufacturing facility and secured private equity investment from Alcuin Capital Partners to enable us to continue our growth trajectory. We’ve started to export and have secured our second Australian project, having delivered the first last year.

Our growth couldn’t have happened

While the reason for why the Central South bucks this trend isn’t entirely clear, there is a palpable ambition in the region to do business with the rest of the world. Historically, UK businesses have looked towards the US for growth and indeed we’ve seen some significant US private equity investment into businesses in the Central South.

The US is always going to be a consideration because of the scale of opportunity, the common language and cultural relativity. However, it’s a difficult market to crack. Success balances on a business’ ability to be able to invest in an on-the-ground presence to meet suppliers, customers and show a commitment to the US market.

It’s interesting to see that more than half of businesses are attracted by opportunities in emerging markets which can often feel further outside of a company’s comfort zone. However, the agenda is being forced. Tariffs associated with doing business in the EU Zone and the additional red tape cost have made European expansion less attractive.

There is a limitation to UK growth and global supply chains are moving to the

likes of India and Indonesia, driven by the scale of opportunity as opposed to cost savings. India has a growing economy with political stability, and more than half of India’s population will soon be middle class. We’re also moving closer to an IndiaUK Free Trade Agreement.

The Central South is well-placed with support from globally networked banks, advisers, and strong universities that have wider initiatives to forge global links. The University of Southampton’s India Centre for Inclusive Growth and Sustainable Development unlocks opportunities for policy change and sustainable development in India, the UK and globally. All of this helps to facilitate international trade from our region.

Businesses looking overseas for growth know they can’t stand still but an investment of working capital must be well-considered. We don’t know what the medium term looks like and there’s plenty of support available from the DIT and advisers to help with insight and research to pinpoint where the greatest opportunity is, so businesses can feel well-equipped to invest and go for growth.

without our team. Our CEO calls it a ‘wintogether, lose-together’ mentality. Our staff retention is down to the culture we’ve maintained during growth. We encourage internal promotions, with many members of our senior leadership and board having started in junior roles.

The Central South is a great place to do business. We’re part of the Dorset Chamber and Made in Britain networks. As we scale our export activity, we’ve got great shipping links nearby, so we’re ideally located to ensure our British product reaches overseas clients.

We have UK manufacturing capabilities – a differentiator to our competitors. We can reduce lead times and make structures bespoke to our clients’ needs. When

we invite people for a tour around our manufacturing facility, a trip to the beach makes it very appealing.

The growth potential in our business and within circular construction, is phenomenal because there’s no limit to who could be a potential customer. There’s a huge amount of education needed around the capability of our buildings. The assumption is that they’re a short-term fix, but our structures can stay in-situ for over thirty years. Modular builds are a fantastic alternative to brickand-mortar, delivered in a fraction of the time, and at a lower cost. When they’re no longer needed, they can be dismantled, repurposed or recycled. We’re only on the cusp of uncovering the potential opportunities...so watch this space!

Arbinder Chatwal, partner at BDO

FARNBOROUGH AIRSHOW 2024 SOARS TO £81.5BN IN DEALS

July’s 2024 Farnborough International Airshow concluded with a recordbreaking £81.5 billion in deals signed and 260 firm commercial aircraft orders placed within the first four days. Of this, £13 billion worth of deals were secured for the UK.

Deals included orders for more than 250

First zero-emissions high-speed vessel launched

between

South Coast and Isle of Wight

South of England ferry company Red Funnel has launched a new partnership with maritime technology company, Artemis Technologies,

This will introduce the first zero-emissions commercial service between the South Coast and the Isle of Wight.

Red Funnel’s Southampton to West Cowes route will be improved with the addition of an electric e-foiling Artemis EF-24 passenger ferry.

The vessel will save up to 3,700 tonnes of CO2e per year. Using electricity from

aircraft and 800 engines, valued at £6.5 billion and £1.21 billion respectively for the UK.

In the last decade, the airshow has facilitated more than £392 billion in deals.

Aimie Stone Chief Economist at ADS, the UK trade association for the aerospace, defence, security and space sectors,

which organises the Farnborough Air Show, said: “With record industry attendance, the heightened attention towards the world’s aerospace and aviation ecosystem is largely behind this mammoth show of commitment to our sector. The firm commitment to 260 new aircraft highlights the industry’s confidence, resilience and buoyancy.”

renewable sources will increase annual emissions savings to approximately 4,150 tonnes of CO2e.

The passenger ferry will also use hydrofoil propulsion technology to lift the vessel out of the water, reducing drag and providing a smoother ride

Red Funnel CEO, Fran Collins, said: “We have been working with Artemis Technologies for several months and we are delighted to reach this milestone to decarbonise our fleet.

Dr Iain Percy OBE, double Olympic and

multiple world champion sailor and Chief Executive of Artemis Technologies, added:

“Air pollution impacts our health, damages quality of life and harms our environment and oceans.

“The electric propulsion of our ferry eliminates air and water pollution and reduces noise and wake, providing a smoother ride for passengers and minimising impact on shorelines.”

The Artemis EF-24 Passenger will be ready for passenger service in late 2025.

Farnborough International Airshow 2024

Red Funnel will launch zero-emissions commercial service

DORSET ACCOMMODATION BID DELAYS TOURIST LEVY BILLING FOLLOWING APPEAL

The Bournemouth, Christchurch and Poole Accommodation BID has delayed collection of its tourist levy until an appeal against it has been resolved.

In May it was reported that the vote to form a Bournemouth, Christchurch and Poole Accommodation BID (ABID) had passed, which would lead to the introduction of a tourist levy.

Dubbed by some a “tourist tax”, the initiative would see 75 hotels in the region paying £2 per room, per night, with the proceeds raised being used to market and promote the region.

In June, a group of 42 hotels in the region launched an appeal against the levy, which is to be reviewed by the Secretary of State.

MDL Marinas invests £2.2m in upgrades at Ocean Village Marina

Work is now complete following a £2.2 million investment from MDL Marinas in its flagship Ocean Village Marina in Southampton.

The investment has enabled the complete replacement of all pontoons along the south side of the marina, as teams worked from last October to remove, dredge and reinstate the piles before installing new pontoons.

Smart meters have also been installed across the marina, giving customers control of their electricity accounts and notifications should the power supply be interrupted.

Meanwhile, the marina’s five superyacht berths, which can accommodate boats from 25 metres to 50 metres, have been upgraded with new concrete pontoons, decking and smart meters supplying three-phase electricity.

MDL also invested in wave attenuation at the entrance to the marina, helping to dissipate waves and give visitors a more comfortable stay.

“Our commitment to investing in our marinas is crucial to ensure we are always delivering the highest level of excellence that our berth holders, visitors and tenants have come to expect,” said Lauren McCann, manager of Ocean Village Marina.

“The team has done an amazing job managing logistics during the works, which included hosting a successful South Coast and Green Tech Boat Show without a hitch.”

Rosie Radwell, Chair of Bournemouth Christchurch and Poole Accommodation BID, said: “This decision reflects our responsiveness to the accommodation providers in the area.

“Once resolved, we will ensure all processes are in place to make the Accommodation BID a driving force for positive change in our area.”

Silverlake’s inaugural motor show raises £20k for Eastleigh FC community work

Moto Fest 24, a new motoring extravaganza held at Eastleigh Football Club, attracted more than 5,100 visitors.

Funds raised through ticket sales, sponsorship, exhibitor fees, raffles and sales of food and drink amounted to more than £20,000.

The money will be used to support Eastleigh FC’s community activities including the club’s charity which makes football kit and training accessible to disadvantaged young people and supports pan-disability football in the region.

Allen Prebble, managing director at Silverlake Automotive Recycling, event founder and organiser said: “MotoFest 24 was all about bringing people in the region together.

“We wanted to connect local businesses with each other and their regional customers and provide a fun day out for families all while supporting the community with the funds raised.

“I am absolutely over the moon with the reaction to the event and the number of people that came along and enjoyed themselves.”

FARNBOROUGH AIRPORT OPENS £55M DOMUS III HANGAR

Farnborough Airport has officially opened Domus III, a new 175,000 sq ft hangar.

In August 2022, the airport embarked on a £55 million investment programme to develop the 300-metre-long, four-bay hangar facility, boosting its overall hangar capacity by more than 70 per cent.

After 18 months of work, Domus III was delivered on time and within budget.

Farnborough Airport CEO Simon Geere said: “Domus III represents a monumental leap forward in aviation hangar technology.

“It’s a state-of-the-art facility that not only cements Farnborough Airport’s position as London and the South East’s premier hub for air connectivity, but also reflects our commitment to drive environmental performance across every part of our business.

“This is an incredibly proud moment for us and marks an extraordinary milestone in the history of the airport and the local area.

“We eagerly anticipate the positive impact it will have on attracting increased economic activity to the region.”

Christchurch school pupils gain from work experience at local firm REIDsteel

Two pupils from Christchurch, Dorset, have been given practical work experience at local structural steel firm REIDsteel.

The Year 10 pupils Milo and Tyler spent time in a structured programme at the firm’s design and production departments.

The family-owned steel firm, which has exported to 140 countries, was founded in 1919 and designs, manufactures and puts up all types of structures, including cladding, glazing, roofing and doors.

Tyler spent time in the pre-fabrication,

sheet metal, glazing and fabrication workshops and also worked in the yard and had a chance to try his hand at welding.

“I know what a variety of jobs options there are within the industry now and I’m pretty sure that it’s something I want to pursue for the future,” he said.

Milo, based in design, added: “My favourite part was learning so many things. I was able to take away an understanding of what it’s like to be in a work environment.”

The new Domus III hangar at Farnborough Airport

Students Milo and Tyler from Christchurch completed work experience at REIDsteel

CrowdStrike Outage: A Wake-Up Call for the IT Industry

I’ve seen my fair share of challenges and innovations in my three decades in the IT sector. However, the recent global IT outage caused by a software update from the New York Stock Exchange listed, CrowdStrike, was unprecedented. This incident, which disrupted national infrastructure, healthcare services, and parts of the travel infrastructure, is typically associated with cybersecurity attacks or hacks, not routine software updates.

Tim Walker, MD, Aura Technology

The Unfolding of an Unusual Event

It’s rare for such a large, well-established company to release a software update that caused such widespread disruption. Most organisations of CrowdStrike’s size have stringent processes to test updates before deployment, ensuring they don’t cause significant issues. The CEO quickly clarified that it was not a security hack but an internal error. Unfortunately, this explanation might further damage the firm’s credibility, highlighting a significant lapse in its internal processes.

The Magnitude of the Impact

The scale of the incident was enormous. Updates are a necessary evil, primarily aimed at plugging security holes, or enhancing features, but careful deployment is essential. While individual customers may not have been directly affected, businesses and government infrastructures bore the brunt of the outage. It included travellers, stock market users, and healthcare services like the NHS app.

For many, updates are a source of frustration. They can disrupt workflows and cause temporary inconveniences. However, in this case, the consequences were far more severe. The outage affected critical services, highlighting the interconnected nature of modern infrastructure and the potential ripple effects of IT failures. Microsoft confirmed that over 8.5 million devices were impacted globally.

The Response and Recovery

CrowdStrike acted swiftly to release an update to fix the bug they created. Most infrastructures applied the update, and systems gradually returned online. However, some systems

may have taken longer to recover due to internal configuration issues. By the first Monday after the event, most organisations using CrowdStrike were operational again. However, this incident has likely prompted many businesses to reconsider their IT service providers and the products they use for security.

Lessons Learned and Moving Forward

This incident is a stark reminder of the importance of robust testing and quality assurance processes. Consulting with a reputable IT service provider is crucial for businesses that still may be experiencing issues as a knock-on effect of the disruption. Managing IT internally can be limiting; external experts can provide the necessary support to navigate such crises.

Moreover, the event underscores the need for continuous improvement in IT practices. Companies such as CrowdStrike must invest in better testing protocols and ensure that updates are thoroughly vetted for use on operating systems such as Microsoft’s before deployment. The goal should be to minimise the risk of such widespread disruptions in the future, and to quickly remediate/roll back in the event of an issue.

Conclusion

The CrowdStrike outage was a wake-up call for the IT industry. It highlights the vulnerabilities in our interconnected world and the critical role that IT plays in maintaining the smooth functioning of essential services. As we move forward, companies must learn from this incident and take proactive steps to prevent similar occurrences. The stakes are high, and the cost of failure is too great to ignore.

Energising the agenda of economic growth and supporting Solent innovation

Paula Swain, partner at national law firm Shakespeare Martineau and non-executive director at Solent LEP and Solent Freeport, highlights some of the innovations happening in the region that are fuelling national economic growth.

If you read the July edition, you’ll know that I recently joined national law firm Shakespeare Martineau to help open its new Southampton office. While the region might be new to Shakespeare Martineau, it’s been home to me for decades and throughout that time I’ve had the honour of working with some of the most innovative and brilliant people in the region.

Here I showcase just a handful of the many whose hard work, ingenuity and leadership are helping put the Central South firmly on the map.

Healthcare – Professor David Bream, Faculty of Medicine at the University of Southampton

Working alongside clinical and academic colleagues, David’s work looks to improve treatments for patients. Not only does David’s team conduct research and develop innovative technology, but they also work with entrepreneurs and investors to create the companies needed to bring new technologies to market, bringing investment, jobs and economic development to the region.

David is also leading an initiative called the Connected Healthcare Incubator Accelerator (CHIA), coordinating the many first-rate regional resources we already have to create a world-leading healthcare innovation cluster.

Collaboration – Robin Chave, University of Southampton Science Park CEO

Did you know that the science park delivers an estimated £500m GVA to the Central South economy? The mixture of tech startups and multinationals that form the park’s innovation ecosystem make it a vibrant and exciting place to work; somewhere biologists and chemists can rub shoulders with engineers and technologists to spark new ideas and collaborations.

The support provided to nascent technology businesses through the catalyst business acceleration programme – of which Robin has been a long-term member of the judging panel – helps business to grow and prosper, challenging their value propositions and prompting them to address a key requirement of the start-up journey: making sure you don’t just have a solution to real-world problems, but that somebody is prepared to pay you for it.

Public/Private Partnerships –

Jane Lamer, Head of Economic Development and Skills, Portsmouth City Council

Every city should have an advocate like Jane. Her team organises inward investment promotion and works with entrepreneurs. The Portsmouth Business Support Service is delivered in partnership with Shaping Portsmouth. If you have experienced the Southsea Food Festival, then you will have benefitted from some of this work; the free to access festival attracted over 47,000 people this year and welcomed over 60 traders. For some such as Spice Island Chilli, the festival has acted as a springboard to success. Having started at the festival, the company is now trading in over 170 stores nationwide.

Jane’s team has also helped put Portsmouth and the Central South region on the global map through their work with UKREiiF and MIPIM, while planned activity with Halifax, Nova Scotia, Canada, aims to promote business from both sides of the Atlantic.

Closer to home, the council’s master planning work around city centre north will help investment in housing and new business communities as we rethink the role of our high streets.

Change – Rachael Randall, outgoing Chair of the Solent Local Enterprise Partnership and founder of HTP Apprenticeship College

Rachael will become the inaugural Chair of the Solent Growth Partnership Business Representative Board. The Solent Growth Partnership (SGP), which will be replacing the Solent LEP, is the new partnership of the upper tier local authorities of Southampton, Portsmouth and the Isle of Wight taking on the responsibility for promoting prosperity in their region.

The business representative board will bring together private and public sector representatives to support business growth, develop local skills and innovation, and help to promote investment. The new board will also benefit from some of the non-executive business directors who have supported the outgoing Solent LEP for many years.

Supporting the region

When I qualified as a solicitor my sole focus

was on becoming an expert litigator and a trusted advisor to my corporate clients. Now, almost 25 years later, I’ve found that not only am I a leader in a substantial firm, but I also play a part in the development of the region in my role as non-executive director of both the Solent LEP (soon to be SGP) and Solent Freeport.

Why? Because I recognise that I am a stakeholder in a wider societal, environmental, economic, and spiritual world. I have a community, and that community in our Central South has helped to lift me up –through education, social and professional networks and with other support. The health of that community relies heavily on the strength of our economy and it’s important that I give time to the organisations that are at the forefront of that growth.

As a director of the Solent LEP, and working closely with board colleagues from local authorities, the business community and our universities, it was a pleasure to approve and to see the benefits of locally focused investments for and including: the Stubbington bypass, Southampton’s Centenary Quarter, University of Southampton’s Centre for Cancer Immunology, Southampton’s new Horizon Cruise terminal, the University of Portsmouth’s Centre for Enzyme Innovation (helping manage our use of plastics) and a rural employment hub on the Isle of Wight, to name just a few.

As part of the LEP board, I had the opportunity to join a taskforce bidding to win freeport status for the Solent and am now a non-executive director on the board helping to deliver Solent Freeport, including the management of investment funds, project oversight and interactions with Government and local partners.

I’ve also proudly served on the South-East board for Business in the Community (BITC). BITC inspires, engages and challenges purposeful leaders to take practical action to mobilise their collective strength as a force for good in society, an attitude shared by my firm, Shakespeare Martineau.

Committed to changing business for good, Shakespeare Martineau is a full-service law firm for life and business, supporting clients to unlock their potential. Working with organisations of all sizes, we deliver a broad range of specialist legal services, and our 1,200-strong team has expertise across multiple areas, including

but not limited to: energy, education, banking and finance, healthcare, family business, housing, charities and private client matters.

The names in this article are just the tip of the iceberg when it comes to those championing the region’s cause – if this has inspired you, please get in touch: paula.swain@shma.co.uk

SOLAR SIXES – UTILITA BOWL KICKS OFF GREEN ENERGY PLAN

Utilita Bowl, the home of Hampshire Cricket, has unveiled a major plan to boost its sustainable credentials.

Work began this summer to install 1,044 rooftop solar panels throughout the ground, generating 400,000 kWh a year – enough to power 130 homes – and reducing carbon emissions by around 80 tonnes.

David Mann, chief executive at the Utilita Bowl, said: “We’ve tried over the years to be a venue that does things our own way.

“We were the first privately owned cricket club and the first to have a hotel on site. The first T20 game was here, as was the first international T20 game.

Meachers makes million-pound investment

Southampton logistics firm Meachers has bought 10 new trailers and six tractors for its fleet, coming to a cost of more than £1 million.

Several are dual branded with local Meachers client Prysmian Cables and Systems, formerly Pirelli Cables.

Gary Whittle, who recently took over from Rob Lewis as operations director, said: “We’re investing in our assets to be bigger and better in the future. That means supporting the infrastructure of the organisation, with training, promotions and new faces joining us.

“This new initiative is really exciting – it’s a tangible part of our aspiration to be the greenest cricket stadium in the world.”

The former Ageas Bowl took on the new name in January after partnering with Southampton-based Utilita Group – the UK’s ninth largest energy supplier, ranked second place in this year’s Solent 250.

Archie Lasseter, the group’s head of sustainability, added: “Projects like these are vital if the UK is to reach its net zero targets.

“I hope other businesses will see this project and think, ‘I want a piece of that’. This technology really is a no-brainer.”

Recent hires have included general manager Mark Lee, who now heads up freight forwarding, and Emma Newman who as warehouse operations manager.

Meachers, ranked 110th in this year’s Solent 250, also plays a key role in the Maritime Transport Careers Programme, which has been reaching out to schools across the region to help bring in a new wave of talent.

New HQ for Hughes & Salvidge

Hughes & Salvidge has marked its 60th anniversary with a move to a new headquarters.

The demolition business, placed 181st in this year’s Solent 250, has taken space at Leroux House – a detached 6,209 sq ft office on Cams Estate, Fareham.

Previously based at Portsmouth Port and with an annual turnover of £42 million, Hughes & Salvidge employs more than 130 staff.

Clients range from blue chips, developers, main contractors and local authorities to government bodies, health trusts and utility companies.

A spokesperson for the firm said: “After a record 2023 for us, Leroux House will serve as our new headquarters at an important time of strategic expansion – not only regionally and throughout the UK, but internationally as well, with projects in Europe and the Middle East.

“It enables us to have staff under one roof from our associated companies, K&B Crushers, H&S Metals and H&S Asbestos.”

Property consultancy Vail Williams acted for the seller, Heaton Property Investments, in the freehold deal.

Gary Whittle, operations director at Meachers, with the new trailers

Thomas Hickey (Utilita), David Mann (Utilita Bowl) and George Walters (Utilita).

HOW CAN HOUSEBUILDERS HELP THE UK ACHIEVE NET ZERO?

BARRATT DEVELOPMENTS HELPS SOUTH COAST POLICYMAKERS UNDERSTAND THE EFFECTS OF CLIMATE CHANGE ON THE BUILT ENVIRONMENT.

The UK’s leading housebuilder, Barratt Developments, is committed to making the homes of the future as planet friendly as possible. On a recent trip to the cutting-edge Energy House project at the University of Salford, the housebuilder’s Southampton division showed politicians and business leaders from the south coast how it’s assessing the impact of extreme weather on the built environment.

BUILDING COMMITMENTS

With the new Labour government promising to build 1.5m new homes during the coming parliament as part of its commitment to rebuild Britain through major planning reforms, Barratt, through its Future Homes Hub, is working with the government and other housebuilders and suppliers to ensure that the built environment can help the UK achieve net zero.

This summer, Barratt’s Southampton division invited a group of local councillors and business leaders to visit a unique project called Energy House 2.0 to see how Barratt will use the project’s findings and how policymakers can play their part in ensuring the homes of the future are fit for purpose.

Among the guests were some of Southampton’s key influential stakeholders, including Councillor John Savage from Southampton City Council, Cabinet Member for Green City and Net Zero, along with Business South’s Group CEO Leigh-Sara Timberlake and Head of Strategy Kate Peace, Alex Rennie, former

leader of Havant Borough Council and his colleague, Parliamentary Assistant and Hampshire County Councillor, Imogen Payter, and Councillor Martin Lury, Leader of Arun District Council.

As part of its mission to become the UK’s leading sustainable housebuilder, Barratt Developments has collaborated with Bellway Homes, product manufacturer, Saint-Gobain, and the University of Salford to create a £16m industry-leading project that is looking at ways that the homes of the future can withstand more extreme weather conditions. Known as Energy

House 2.0, the project uses learnings from Barratt’s first net zero home, known as ‘Zed House’.

The detached houses at Energy House 2.0 have been constructed in specially built climate chambers that recreate temperatures ranging from -20°C to +40°C, as well as simulating wind, rain, snow and solar radiation to replicate the climate in 95% of the earth’s environments.

CHANGING HABITS, CHALLENGING PERCEPTIONS

The built environment accounts for 40% of

Zed House

the UK’s carbon footprint and achieving the government’s carbon reduction targets will require a step-change in the design of new homes. Energy House 2.0 is researching, in tightly controlled conditions, new ways of powering, heating and insulating homes, while also cutting water usage. This will inform the sector about achieving a significant reduction in carbon emissions for new-build homes from 2025.

During the visit, guests heard from Oliver Novakovic, Technical and Innovation Director at Barratt Developments, about ways in which Barratt is collaborating with innovative companies to introduce

additional sustainable solutions. This could result in improvements that will be costeffective for the construction industry, while delivering significant savings on energy bills for customers.

He explained that some of the challenges Barratt faces in futureproofing our housing stock are unique to the UK. “Most houses in Europe are built with a timber frame, but in the UK there is still a perception that ‘brick is best’,” said Oliver. “So, to keep things aesthetically pleasing for our customers while ensuring our homes are sustainably built, we have developed a brick ‘cladding’ which is effectively a render that goes over the top of the timber.”

When it comes to saving water, Oliver admits our love of baths is a concern for housebuilders. “Ideally the houses of the future would only have showers but at present market demand is very much for baths in bathrooms – it’s difficult to sell houses without them.”

The use of rainwater, also known as ‘grey water’, could help with water consumption, but it’s a practice that still meets with resistance, as Oliver explains. “Grey water is perfectly OK to use in homes to flush toilets, or in the washing machine, but a lot of customers are put off by this, because it isn’t the clean water we are used to seeing in our homes. However, these are just a few of the things we can test at Energy House for future developments and trials with customers to address and change attitudes.”

The houses of the future will undoubtedly be smarter, and as electric vehicles take over from those powered by fossil fuel, Barratt is looking at how our cars and houses can have a reciprocal arrangement for fuel exchange. “We think it won’t be long until our homes can actually take energy from our EV car’s battery when needed, and vice versa,” said Oliver.

ACCELERATING INNOVATION

Guests found that the visit to this innovative project gave them much food for thought. Leader of Arun District Council, Cllr Martin Lury, said: “The trip to Energy House 2.0 was a really positive experience. Seeing the innovation that’s being worked on for the future of house building is exciting. As a local authority we are always on the lookout for forward-thinking solutions and strive to ensure homes built in our area are in line with the latest sustainability credentials.”

Emphasising Barratt’s commitment to the Energy House 2.0 project, James Dunne, Managing Director of Barratt Homes Southampton Division, said: “At Barratt Homes, we do more than build modern homes and beautiful developments. We also design sustainable and energy-efficient places to live that enhance and support the environment.

“The Energy House project is a bold statement about how we as housebuilders are taking climate change more seriously, as well as how innovations can help to improve the sustainable footprint of the housebuilding sector.

“Usually, it would take years to collect the data needed to evaluate the performance of a new design or technology, as we would need to wait for different climates. Because researchers can precisely control the environment to within half a degree at Energy House, they can gather that data in months.

“This means that accurate results can be achieved quickly, accelerating the innovation process. It also means that we’ll be able to understand the impact of multiple innovations in Barratt and SaintGobain’s eHome2, which will give us a better understanding of how they will perform in the real world.

“Barratt is committed to making the homes of the future as planet friendly as possible, which is why being part of the Energy House project is so important.”

Oliver Novakovic demonstrating brick ‘cladding’

Barratt Homes Energy House

Green light for Glass Courtyard at Chapel House Estate

Chapel House Estate in Kent has gained approval for a new oak-framed Glass Courtyard – a versatile venue space to complement its No 9 restaurant and lounge bar.

Construction is set to begin this winter, using local builders and suppliers.

The venue will host weddings, birthdays and other special occasions, offering an al fresco dining experience in all weather conditions.

“We’re thrilled to have received planning permission,” said Darren Ellis, owner and custodian of the Chapel House Estate.

“This new development reflects our dedication to continually enhancing our couples’ and clients’ experience.

“The modern elegance of the Glass Courtyard will seamlessly blend with the historic charm of the ancient estate, gardens and farm vernacular.”

Launched in July 2022, Chapel House Estate is situated in the heart of Minster, Thanet, between Canterbury and Ramsgate.

It’s home to a wild apple orchard, arts and crafts garden, meadows, historic buildings – including a chapel built in 1290 – and accommodation for guests.

Jockey Club puts Crawley EV firm in the saddle

EVC in Crawley has partnered with the UK’s largest commercial horse racing organisation to provide electric vehicle charging at each of its 14 locations.

The firm will be installing more than 100 charge points across The Jockey Club’s venues.

Installations were made recently at Epsom Downs, Haydock Park, Exeter and Newmarket Rowley Mile, while the remaining venues will have new chargers before the end of 2024.

The Jockey Club owns some of Britain’s most famous sporting venues such as Cheltenham and Ascot. The Club aims to be carbon neutral by 2027.

In February 2023, EVC secured a £165 million investment from Denham Sustainable Infrastructure, an arm of global energy transition investment firm Denham Capital, to help the company deliver up to 100,000 EV charge points across the UK.

To date the funding has enabled the installation and securing of thousands of chargers across hospitality, leisure and retail venues, workplaces, and multi-dwelling residential units.

Surrey-made rig keeps ITV’s election coverage moving

A new robotic arm from Surrey’s Mark Roberts Motion Control (MRMC) made its live television debut in July as part of ITV’s overnight coverage of the general election.

The arm was used for bridging shots between the two main ITV studios on the night.

Scheduled for release at this year’s International Broadcasting Convention, the StudioBot LT is the most compact model yet in MRMC Broadcast’s range of robotic arm solutions.

It supports up to 10kg and can be mounted on the floor, ceiling or a track.

Jenny King is head of technical production at ITN, the company behind ITV’s election programming.

“The StudioBot LT was a really exciting addition to the election coverage,” she said.

“It’s a product we’ve seen demonstrated to us at a couple of recent trade shows, as the size and flexibility is very

appealing for use across some of our bigger productions. It was a great talking point among staff and special guests as they walked past it on their way to the newsroom and studio for rehearsals.”

Mark Roberts Motion Control is among the latest recipients of the King’s Awards for Enterprise in the international trade category.

The company previously won a Queen’s Award in 2017.

The Glass Courtyard will host weddings, birthdays and celebrations

Inaugural ‘meet the buyer’ Kent event goes down a treat

County trade group Produced in Kent has heralded the success of its first ‘meet the buyer’ event in Faversham.

The event was part of a new membership package for the region’s producers, growers and crafters, offering them access to retailers, distributors and branding experts.

Members heard from industry wholesale buyers and pitched their products and network with key players.

“Our latest member event is helping buyers and distributors already committed to local sourcing and reducing food miles to connect with great Kent products,” said Susie Warran-Smith CBE, chair of Produced in Kent.

“I think it’s disgraceful when I go to a restaurant, pub or venue and they’re dishing out French champagne instead of beautiful sparkling wine from Kent, or a cheese from another country when we have the best cheese in the world now. Consumers are keen to support local, so I want to see the industry respond.”

The panel of buyers included Steve Clarke of Q Catering, Laura Bounds MBE of Curd & Cure, and Steve Oram of Kent Veg Box.

The next ‘meet the expert’ event takes place on September 18, with a panel of tasting experts who’ll provide feedback on the visual appeal, aroma, mouth feel and flavour of members’ products.

Sussex Cancer Research Centre to connect region’s top experts

A new centre for cancer treatment and improving patient outcomes has opened in Sussex.

The Sussex Cancer Research Centre draws on the research of experts at Brighton and Sussex Medical School, the universities of Brighton and Sussex and the NHS.

It will provide an environment where researchers, clinicians and patients can share resources and expertise to improve cancer treatments and patient outcomes.

The team behind the centre say the venture represents a once-in-a-lifetime opportunity to deliver significant improvements in care for cancer patients and the life chances of those diagnosed with cancer.

“From day one, this will be a true collaboration,” said co-founder Dr Simon Mitchell.

“Cancer doesn’t recognise institutional boundaries and to beat cancer we must cross those boundaries too.”

By connecting researchers, patients and clinical partners, it’s hoped that resources like patient samples will be more readily available.

And researchers will be able to trial newly discovered treatments in collaboration with NHS colleagues and the Brighton and Sussex Medical SchoolClinical Trials Unit.

The centre is also set to host undergraduate and postgraduate students from its three participating institutions, offering mentoring programmes and PhD studentships

New mega-volt implanter could spark business growth

A new 1.25-million-volt implanter is set to drive innovation in semiconductor and quantum technologies, say scientists at the University of Surrey.

Surrey’s Ion Beam Centre secured the specialised device thanks to a £2.2 million grant from the Engineering and Physical Sciences Research Council’s strategic equipment initiative.

The implanter can insert tiny ion particles into silicon wafers, the building blocks of computer chips.

This alters the electrical properties of the silicon, ultimately enabling manufacturers to create faster and more efficient circuits.

Scientists also believe that perfecting this process could be key to future

breakthroughs in semiconductor fabrication.

“Our Ion Beam Centre has supported over £100 million in funding for more than 30 universities and UK businesses,” said Professor Max Lu, president and vicechancellor of the University of Surrey.

“The new implanter is the latest upgrade to our cutting-edge centre, helping UK universities and industry accelerate research and development in semiconductor and quantum technologies.”

The Surrey Ion Beam Centre is the main site for the UK National Ion Beam Centre (UKNIBC).

It supports a variety of research projects using advanced techniques to study and modify materials with ion beams.

Kristina Boulden of Romney Marsh Wools with Steve Oram of Kent Veg Box Image: Stepstone Imaging

SCRC co-founders, from left – Dr Duncan Gilbert, Prof Timothy Humphrey, Prof Melanie Flint and Dr Simon Mitchell

Brighton

SUSSEX’S TOP FIRMS EXCEED £10BN IN TURNOVER LAST YEAR

Sussex’s top businesses increased overall turnover last year by 26 per cent to reach £10.98 billion despite the economic backdrop, according to a report released by Grant Thornton.

The latter’s inaugural “Sussex Limited’ report analysed privately-owned companies and highlighted the top 40 companies.

It found that alongside turnover growth, overall profits also increased. The combined EBITDA of the county’s 40 most profitable privately-owned businesses rose by 18 per cent compared to the previous year, totalling £393 million.

Gatwick Airport-based hotel developer, owner and operator Bloc Hotel Group Ltd ranked number one in the report by turnover growth.

And by average EBITDA margin, the leading business was identified as Hove-based exhibition organiser Regent Exhibitions, which was also second in the list for turnover growth.

The county’s business support services sector contributed the highest proportion of overall revenue compared to any other.

It achieved a total turnover of £2.16 billion, a 29 per cent increase on the previous year. This included a significant amount of profit, with EBITDA growing by 18 per cent to hit £141 million. In this sector, the aviation

component services provider Avtrade from Sayers Common was the county’s best performing business by turnover.

The real estate and construction market was a close second by overall revenue, with a seven per cent increase in turnover last year to achieve a combined revenue of £2.08 billion.

Based on the 40 businesses analysed, the consumer sector is the biggest employer in the county, with a combined headcount of 5,000 people.

The sector with the fastest growing headcount is healthcare, which recorded a 61 per cent increase in employees to 1,590.

Martin Verrall, Practice Leader for Grant Thornton in the South East, said it was “great to see the county’s businesses post such record levels of revenue and profit growth, especially in the face of what’s been a very challenging economic environment”.

Businesses in Sussex from every sector need to be nurturing the right talent and skills while thinking hard about where they are on their AI and automation journey, he added.

“Fortunately, as the Sussex Limited report shows, the county is home to many creative and ambitious companies with a lot of potential for further growth.”

No

hanging around for lanyard makers

as it’s

snapped up by new owners

A Surrey-based lanyard maker has been bought by Swedish industrial group Teqnion – the latter’s fifth acquisition aided by adviser KBS Corporate since May last year.

Directors Kevin and Jennifer Kingham of UK Lanyard Makers have built a flourishing company, which over the last three years has delivered around £1.3 million in revenues per year with robust margins.

The pair will continue to lead the company under Teqnion’s ownership. Johan Steene, CEO of Teqnion, said of the Dunsfold based company: “This is like Santa’s workshop. A remarkable team with absolute efficiency and a true passion for delivering customer value.”

UK Lanyard Makers says it makes up to 5,000 lanyards a day from its factory with “no hanging around”.

MILTON PARK CELEBRATES 100 YEARS OF HUMAN ENDEAVOUR

Past and present members of Milton Park’s business community gathered for a demolition ceremony to celebrate the science and technology that has spun-out of its wartime buildings.

The event was an opportunity to say farewell to 57 and 59 Jubilee Avenue, Milton Park’s last two remaining single-storey (and also now uninhabitable) wartime buildings prior to demolition, and to recognise their contribution to life-changing endeavours over the years.

From their time as an RAF depot with early punch card machines and radio wireless technology, to life science companies using them for cancer research and Covid vaccines, the buildings have played host to a wide range of innovation over the years.

During the First World War, The Royal Flying Corps used Milton’s strategic location on the Great Western Mainline as a supply depot in the early days of aviation. RAF Milton Depot then played a key role during the Second World War’s pivotal moments by supplying equipment and essential parts to keep planes flying, with more than 800,000-line items in stock, from Spitfire wings to buttons for uniforms.

After the war, Milton Depot, which became known as Milton Trading Estate, continued to be a hub for logistics and enterprise. In 1985 it was bought by MEPC. The management team tasked with its development decided to focus on providing accommodation and support for spin-out companies, a bold move as many landlords wanted iron clad financials and long lease terms at the time, neither of which entrepreneurial companies nor Oxford University spin-outs could provide.

Numbers 57 and 59 Jubilee Avenue were adapted to provide vital incubator space for pioneering science companies, which included early Oxford University spin-outs such as Oxford Asymmetry International, acquired by Evotec in 2000 and Avidex, which evolved into cancer biotechs Immunocore and Adaptimmune. Representatives from these drug discovery multi-nationals attended the event to commemorate their origins in the buildings.

The move was instrumental in shaping the innovation community that Milton Park has now become.

Today, the organisations which are still based on the park collectively employ thousands of people across the globe and are among Milton Park’s largest occupiers. Oxford Immunotec (now Revvity), Oxitec and Glide Pharma (now Enesi Pharma) all resided in the buildings and have subsequently stayed and spun-out into larger buildings on Milton Park.

Overseen by David Horton Contractors, a family-owned company that demolished Milton Park’s other wartime buildings, the event gave former occupiers of the unassuming wartime buildings a chance to reminisce.

Kathryn Wilkes, Vice-President – Human Resources for park resident bio tech company Evotec, said: “The ceremony was a fitting reminder of just how far Evotec has come.

“I can remember working in the buildings in the nineties with just one computer between us and when it was cold, our chemicals would freeze. Without building 57 and without Milton Park being so flexible, Evotec wouldn’t exist as it does today.”

Jo Brewer, Chief Scientific Officer at park resident, Adaptimmune, added: “In the early days, the buildings’ cheaper rent played a big part in enabling us to scale rapidly and invest more money into the science.

“I fondly recall seeing Helen Tayton-Martin, Adaptimmune’s founder, signing documents to start the business with one hand, while changing her newborn daughter’s nappy with the other. It’s amazing to think just how far we’ve come.”

Milton Park today

Park residents and management come together to celebrate Milton Park’s history

Eynsham Range Rover restorer celebrates new ownership

Classic Range Rover restorer Kingsley Re-Engineered, which also restores Land Rovers, is under new ownership.

Marking a transition in the company’s second decade of operations, John Sawbridge has taken on the business.

He plans to make a significant investment in the business to enhance the Range Rover Classic product offering, customer journey and bespoke specifications available. The investment and company overhaul, which is already under way, also extend to Kingsley’s branding, alongside the introduction of a new classic Land Rover Defender and Series product line, set to be announced soon.

John said: “Kingsley has been the absolute benchmark in Range Rover Classic

restorations since it was established in 2001. Several specialists have offered similar bespoke build processes, but none can match the level of quality of Kingsley. We’re here to maintain and build upon the legacy created by the incredible craftsmanship at Kingsley and with further investment, we will significantly improve the product offering and service demanded by our discerning clients.

“Our employees, who are at the core of Kingsley, are completely behind us in continuing to drive the next era of the company.”

Since it was set up in 2001, UK specialist Kingsley has been responsible for restoring, rebuilding and maintaining more than 500 classic Range Rovers and iconic Land Rovers.

Witney pub changes name on reopening

The former Chequers Inn at Witney has undergone a major refurbishment and reopened as The Fleece and Flagon.

Stonegate, the UK’s biggest pub company, opened its 600th pub under its Craft Union brand.

The Grade II listed building dates back to the 1700s and its new name plays homage to Witney’s long history in the production of weaving of blankets and gloves. In the late 1700s, more than 3,000 were employed in the town’s wool trade.

The Stonegate Pub Company was formed in 2010 following the acquisition of 333 pubs from Mitchell & Butlers. Over the next decade the company went on the acquisition trail, buying pub companies.

This culminated in 2020 with the purchase of Ei Group (formerly known as Enterprise Inns) for £1.27 billion, making it the largest pub company in the UK. However, Stonegate’s latest filings at Companies House reveal that it is carrying a significant amount of debt.

Expansion of Oxford Science Park continues

Construction firm Mace has been awarded a £184 million contract to deliver the next expansion phase at Oxford Science Park.

The Daubeny Project will see the construction of three new laboratory and office buildings.

The expansion will add 400,500 sq ft of premium laboratory and office space to the park, which is majority owned by Magdalen College, Oxford.

Rory Maw, CEO of Oxford Science Park, said: “Mace’s knowledge and expertise in large-scale construction projects will be crucial to helping us deliver

The Daubeny Project, our most ambitious development to date.

“These new high-performance laboratory and office buildings will offer much-needed space for life science and biotech companies to scale and allow them to benefit from being located at the heart of Oxford’s thriving innovation ecosystem.”

The project is scheduled for completion at the end of 2026.

The Kingsley Re-Engineered team

CGI of Oxford Science Park’s ‘most ambitious project to date’

Innovation awards for Oxford University science students

Oxford University Innovation (OUI) has announced winners of the third annual Jamie Ferguson Innovation Awards.

The awards honour the memory of Jamie, a muchloved colleague at OUI who sadly lost his life during the Covid-19 pandemic.

The winners, all students at Oxford’s Department of Chemistry and Department of Materials, have each received a £500 cash prize and trophy.

They’ll also benefit from OUI support to advance their ideas towards commercial success.

Among them this year was Maya Landis, whose Hydro-green-ation project aims to develop methods of using hydrogen more efficiently and sustainably in chemical manufacturing processes.

Rebecca Latter is working on agrochemical solutions to help crops withstand flooding.

Alexander Evans is pioneering new materials to make batteries safer, longer-lasting and more efficient.

And Jorin Riexinger has developed a therapeutic platform which uses 3D printing technology to deliver personalised treatments and improve patient care.

Cath Spence, one of the judges at OUI, said: “It has been an honour to again judge this year’s Jamie Ferguson Innovation Awards and witness the remarkable ingenuity of the participants.

“The winning projects are not only groundbreaking, but also have the potential to create real-world impact.

“We are excited to support these innovators as they take their ideas from concept to commercial reality.”

Oxford University Innovation Chief Executive Mairi Gibbs added: “We are very proud to celebrate the innovative achievements of this year’s winners.

“Each of these projects demonstrates the impact potential of Oxford research and showcases the incredible talent and dedication of our community.

“Jamie’s legacy of creativity and passion for science continues to inspire us and these awards are a testament to his enduring impact on Oxford University Innovation and the Department of Chemistry.”

City Council looks to maximise visitor economy

Oxford has appointed international place management company The Mosaic Partnership to help it explore funding that could contribute to a better experience for residents, visitors and providers.

The city has a successful visitor industry, but it’s often seasonal. This has implications for the city, especially when budgets and local services are stretched.

The study will talk to hotels, bed and breakfast and other leisure businesses to assess viable options for the city.

The Mosaic Partnership will also explore what can be done to encourage more visitors during the quieter months. This will support the local economy and people by providing stable and permanent jobs throughout the year, rather than just at peak times.

The council expects the report finalised by November.

Earlier this year Experience Oxfordshire, the county’s destination management organisation, revealed that 70 per cent of respondents to its annual business confidence survey, felt positive about trading conditions.

Summer is, not surprisingly, the busiest time of the year, with 55 per cent of operators saying they would expect trading during the period to account for up to half of their annual business. For 16 per cent it accounts for more than three -quarters. Autumn and spring are relatively busy, but there is an opportunity to attract more business during the winter months when 72 per cent of respondents said that they received less than a quarter of their business.

More than half of the total number of respondents to the survey were from Oxford city.

The latest annual figures available show overall that visitor economy in Oxfordshire was responsible for servicing more than 26 million visitor trips to the county, generating more than £2.27 billion for the local economy and supporting 37,000 jobs.

Oxford wants to make visiting the city better for all

CHARTERING A GROWTH CURVE IN TURBULENT TRAVEL SECTOR

Naturetrek’s Managing Director Andy Tucker says a focus on sustainability, people and technology has been key to the firm’s success

by Stephen Emerson, Managing Editor

The travel sector has been in the eye of the storm of digital disruption over the past four decades while pressure on the industry to become more sustainable has also provided difficult headwinds for operators.

Hampshire-based Naturetrek, however, has not only weathered this turbulence but drawn on these twin pressures to achieve substantial growth in recent years.

Naturetrek organises wildlife and naturefocused holidays around the world which includes wildlife holidays, birdwatching, photography, mammal and whale watching tours and other small group travel experiences.

The company’s brochure is a nature-lover’s bucket list featuring jaguar watching in Brazil, photo safaris in Kenya and bird watching in Cuba.

The Alton company is ranked number one in this year’s Thames Valley Growth SME 100 ranking, published by The Business Magazin.

It had a turnover of £17.7 million for the year ending 2022 and expects a turnover of £28 million this year.

Managing Director Andy Tucker said: “Running a travel business isn’t rocket science, but you do need to be a very

level-headed character, good under pressure, good at prioritising work and have a focus on customer service.

“Travel done right can be a force for good through sustainable local employment and investment in carefully chosen conservation projects around the world.

“As we evolve, we want to harness technology to make the customer journey smoother and easy for our customers. Fundamentally the business is all about people.”

Andy joined the company 25 years ago as an office junior and tour leader before taking up a leadership role in 2002.

The company has seen significant, stable, organic growth through this period.

Andy, who is married with four children, grew up with a keen love of mountains, sports and wildlife.

He studied aquatic biology at Aberystwyth University before working in fisheries ecology after graduation.

A placement in the Amazon rainforest as a naturalist guide was to be the start of a chain of events which led him into a career in the travel industry.

He said: “I had a wonderful year in South

The owners of Naturetrek remain committed to operating it as a family run business and investing capital in some exciting conservation projects, including land acquisition and reserve creation

East Peru from 1995 to 1996 running guided tours for three weeks at a time and then having a week off to travel around the continent and learn Spanish.

“I really wanted to make use of my newfound language skills and passion for travel around South America and get into the travel industry.

“I met Naturetrek founder David Mills at the Birdfair in Rutland and joined the company in September 1998.”

Sustainability pressures

Naturetrek was founded by David and Maryanne Mills in 1986. David was a trekking guide in the Himalayas and noticed there was a niche market for nature-focused walking and trekking tours.

The company remains family-owned with conservation at its heart.

Andy said: “The owners of Naturetrek remain committed to operating it as a family-run business and investing capital in some exciting conservation projects, including land acquisition and reserve creation.

“I hope the future of Naturetrek is secure as a family business with the majority of profits being invested in conservation.”

Andy Tucker with the trophy for ‘Best Wildlife tour operator’ at the 2023 British Travel Awards

Technological change

There was a time when the travel agents and glossy brochures were a portal to exotic destinations, but with the internet came the ability for holidaymakers to create their own trips.

This in turn put pressure on many small and medium-sized travel enterprises that have either merged or are no longer in business.

So what is Naturetrek’s secret to surviving this period of technological change but also thriving?

Andy says it comes down to the firm’s highly differentiated product and while it may have smaller competitors, none have managed to reach Naturetrek’s level of scale.

He said: “In the mid-nineties, many people could only book their holidays through a travel agent or teletext.

“Since then, the marketing strategy of a tour operator has fundamentally changed. Alongside a brochure, you need to do e-marketing, pay-per-click advertising, trade shows and social media.

“You have to have a finger in all of these different pies to be successful.”

Trust is becoming an increasingly important factor for travellers, said the Naturetrek managing director, and explains partly why consumers are keen to consult an operator like his rather than go it alone.

He said: “People appreciate good customer service and having the worry about their holiday planning taken away from them.

“When things go wrong, be it a cancellation or unforeseen circumstances, they know we will be in the background providing support and solutions.”

Mentoring and growing staff

Key to Naturetrek’s growth under Andy has been finding the right people and developing their careers.

He said: “I want people that will be good team players and that’s what we’ve managed to do successfully here in the team.

“It can be difficult when things go wrong, and you want people that will come in and do what it takes. You don’t want people with airs and graces who will refuse to do certain jobs.”

Covid brought the travel industry to a grinding halt and the stop-start nature of international lockdown measures meant that it was difficult for companies to gain traction again.

Andy says guiding Naturetrek through Covid has been his greatest achievement in his 26 years at the company with the firm only making a loss of £200,000 during lockdown-hit 2021.

He said: “We treated our clients right and keeping the goodwill was vital for when travelling started again.

“Our fellow tour operators burned through millions of capital keeping their business afloat.

Importance of feedback

As Managing Director, Andy reads every piece of customer feedback which helps signal if the firm is heading in the right direction.

He said: “When there’s constructive criticism, we take it on board but by and large it is mostly praise.

“You get a real sense of satisfaction when someone writes to you after a trip. They often say it has been a life-changing experience, that they have saved up a lifetime for this.

‘When you get this type of gratitude, it keeps me and the team going.”

With its continued growth, Naturetrek is very much on the right track.

Team Naturetrek at the Global Birdfair

Kenya safari Bird spotting in Cuba

LAUNCH OF THE SOLENT SME GROWTH 100

The Business Magazine’s annual Solent SME Growth 100 celebrates privately-owned small-to-medium sized enterprises based within the Solent region.

To qualify companies must be based in the region and have a turnover of no more than £25 million.

The ranking is compiled by The Business Magazine and sponsored by Evelyn Partners, Cobweb Solutions, Venture Recruitment Partners and peer2peer Boards.

Championing local business and fresh schools of thought, the Solent SME Growth 100 ranking encompasses companies of all kinds, from commercial vehicle bodyshops and marine engineers to exclusive hotel chains and Caribbean retailers. The list consists

Meet the Judges

of diverse and exciting companies which are driving innovation and growth in the South.

Cumulatively these 100 fast-growth companies have an annual turnover of more than £1,400 million and employ more than 12,000 people from the region.

The Business Magazine congratulates all companies that qualified for this year’s Solent SME 100 Growth Index. A networking dinner and award ceremony will take place in 2025 to celebrate the best of business growth in the region.

For more information please contact Laura.Clarke@thebusinessmagazine.co.uk

As a Top10 firm of business and tax advisors with a strong presence in the Solent region, we are very pleased to be sponsoring the Solent SME Growth 100 ranking. Working with ambitious businesses and supporting SMEs on their growth journey, over the years we have seen many local businesses grow from start-up to established businesses. We welcome the opportunity to support businesses and their leadership teams on this journey through our continued involvement in the ranking.

Cobweb Solutions is thrilled to sponsor the IT project of the Year award. As a top cloud solutions and cyber security provider on the South Coast, we understand the crucial role that technological innovation plays in driving economic growth and transforming the business environment. By highlighting and celebrating the outstanding achievements of companies which have challenged themselves in tech, we aim to inspire creativity, encourage entrepreneurship and ultimately promote a culture of collaboration.

Part of the Chilworth Partnership family, Venture Recruitment Partners is supporting the Solent SME 100 for a second year. Having recruited for finance and accounting teams in the region for 14 years, we are honoured to continue showcasing and supporting local SME growth. Through our partnership with The Business Magazine and sponsorship of the ‘Most Outstanding Finance Team of the Year’ award, we aim to recognise exceptional financial performance, whether through strategic planning, innovation, effective risk management, stakeholder engagement or ethical conduct.

We are thrilled to join the judging and co-sponsor The Business Magazine Solent SME 100 Growth awards this year. We are passionate about helping businesses accelerate their growth with the support of our peer Boards across the country. Together, they share challenges, celebrate success, innovate and problem-solve. Supporting the Entrepreneurial Business of the Year award resonates deeply with our mission. We look forward to honouring the outstanding achievements of these dynamic businesses and celebrating their success.

SEARCH IS ON FOR NEXT GENERATION OF AIR TRAFFIC CONTROLLERS

The UK’s air traffic service provider, NATS, has launched a nationwide recruitment campaign to recruit and train the next generation of air traffic controllers.

It comes at a time when there is a global shortage of air traffic controllers, according to The International Federation of Air Traffic Controllers’ Associations.

The Association says that the European Air Traffic Control System faces multiple challenges – a faster than predicted recovery of traffic post-COVID, high seasonal demand for holiday destinations, airspace restrictions due to security concerns, increased demand for staff availability and flexibility, an aging air traffic workforce and an ongoing training wave of the new generation of air traffic control officers.

Claire Burton, Head of Operational Excellence and Transformation at NATS, said: “Air traffic controllers are the

foundation of the aviation industry and with travel booming again, there’s never been a better time to join our teams across the country for what is a hugely fulfilling and rewarding career.”

Candidates don’t need any specific qualifications beyond five GCSEs at Grade 4, including English and Maths. According to NATS, being successful is much more about aptitude, with teamwork, good situational awareness and adaptability all cited as important qualities.

Successful candidates will go through around 12 months of initial simulator and theory-based training, before being posted to an airport tower or a NATS control centre at either Swanwick, Hampshire or Prestwick, Ayrshire. Once there, students receive on the job training towards becoming fully fledged controllers.

Trainee controllers receive a salary of £21,330, with some fully valid controllers

working in the busiest operations eventually earning more than £100,000. Air traffic control training is now also an accredited apprenticeship scheme.

To further encourage applications, NATS is offering a bursary fund to support applicants from lower income backgrounds or with carer responsibilities, with money available to go towards travel and medical costs.

Claire added: “Great controllers come from all walks of life and all backgrounds and while we have many outstanding women controllers, they constitute only about 30 per cent of the workforce. We want to attract talent from the broadest possible pool.”

NATS currently has around 1,600 controllers whose job is to safely manage the flow of aircraft through the UK’s busy and complex airspace, as well as at 15 of the country’s busiest airports.

South Hampshire College to showcase new Centres of Excellence

Students at South Hampshire College Group are set to benefit from new learning facilities thanks to a £12 million investment.

It comes after the merger of the Southampton, Eastleigh and Fareham colleges and means students can pursue technical and professional courses in new Centres of Excellence.

Fareham has already welcomed significant investment this year with the opening of its multi-million pound South Coast Institute of Technology at CEMAST, Lee-on-the-Solent, which specialises in robotics, electronics, advanced engineering and manufacturing, maritime and digital.

From this month, Eastleigh will have Centres of Excellence in business and finance, health and social care, bricklaying and electrical installation while Southampton will host digital, early years, engineering and motor vehicle.

Andrew Kaye, CEO of South Hampshire College Group, said: “Our impressive new facilities are tailored to enhance the learning experience across various careerfocused courses, including T Levels, apprenticeships and Higher Technical Qualifications,” he said.

“Healthcare students will get hands-on experience, with access to an elderly care mock flat, new purpose-built classrooms and a healthcare ward.

“Our Early Years and Childcare students will benefit from a positive and colourful environment which boasts practical teaching and breakout spaces, a kitchenette area, sensory room and nappy change facilities.

“For those doing business, we offer collaborative classrooms, interview rooms, a boardroom, office spaces, breakout areas, and study booths while our Digital and IoT facilities are equipped with IT classrooms featuring dual screens, tech labs, a virtual-reality room, project rooms and breakout spaces.

Guildford College to invest almost £1m to close Surrey’s digital skills gap

Guildford College, part of the Activate Learning group, is spearheading efforts to support Surrey’s economy by addressing the critical need for digital and creative skills.

With £800,0000 funding from the Department for Education’s Local Skills Improvement Fund (LSIF), Activate Learning is investing in a new digital skills centre at Guildford College. The plan is the group’s response to immediate and long-term skills shortages in the data, tech and cyber sectors.

Digital skills are essential across nearly every industry in Surrey, yet there is a notable shortfall in local talent. Nationally, the UK faces a significant challenge with an estimated 178,000 to 234,000 unfilled data-related roles, highlighting a severe deficit in both technical and soft skills. With 2,500 unfilled vacancies in Surrey alone, local employers are struggling to find candidates with the required digital and tech expertise, hindering productivity.

Neil Shoulder, Group Director of Guildford College, said: “We’re delighted to be launching the new Digital Skills Centre at Guildford College.

“This initiative not only addresses immediate needs in the digital sector but also supports long-term growth and innovation – working with and providing local businesses with the skilled workforce they desperately need.”

Abingdon and Witney College bails in with eco building workshop

Following the opening of Abingdon and Witney College’s Net Zero Skills Hub last year, the hub is offering a range of courses including installation of air source heat pumps, environmental technologies and domestic refits.

More than 80 fully-funded places are available on eco-friendly home improvement courses for people based in South Oxfordshire and the Vale of White Horse districts.

But more interestingly it’s also willing to host independent training sources and this

workshop.

Led by Grzegorz Gorski from ecological design and build company Earth Safe Design in Oxford, attendees came from local architect practices, builders and others as well as students from the Centre for Alternative Technology in Mid Wales. The students learned the whole process of straw baling from sizing, cutting and installing to applying clay plaster and cladding.

Greg has specialised in environmentallyfriendly construction techniques since 2011. Over the years he has successful completed many low carbon buildings, using straw bale and other natural building methods.

summer that included its first straw baling

Straw baling workshop hosted by Abingdon and Witney College’s Net Zero Skills Hub

READING AND BUCKINGHAMSHIRE START-UPS AMONG EIGHT PIONEERS ON DIGITAL CATAPULT PROGRAMME

The UK innovation agency for advanced digital technology, Digital Catapult, has welcomed eight tech pioneers to its Made Smarter Innovation Sustainability Accelerator programme so the start-up firms can supercharge their ambitions.

The programme, funded by Made Smarter and Innovate UK, sees industry giants like BAE Systems, HS2 and Creagh Concrete partner up with smaller firms.

It is aimed at improving efficiency in UK manufacturing and each company will receive £75,000 to develop proof-ofconcept projects, while a further £100,000 will be available for up to four companies to advance to phase two, where they will develop pilot prototypes.

Among the eight companies is Reading-

based Coraledge and its Thingitude business, which is focused on using the Internet of Things (IoT) to deliver more efficient operations and better service delivery for customers. It will collaborate with one of the UK’s largest producers of concrete products – Belfast-based Creagh Concrete.

Milton Keynes-based Infinitive Group Ltd is working alongside London-based Material Index to improve the sustainability of HS2’s work by optimising the planned deconstruction process.

HS2 is constructing Britain’s new highspeed railway, comprising 140 miles of track, four new stations, two depots, 32 miles of tunnel, and 179 bridges.

Both start-ups will develop digital

software tools to integrate and analyse deconstruction-related data effectively.

Meanwhile, Farnborough-based BAE Systems will work with Digica Solutions to create a digital twin of its factory of the future and Gerrards Cross-based Quaisr – an Imperial College London and Alan Turing Institute spin-out founded in 2020 which builds delivers digital connectivity infrastructure.

Justin Cross, director of innovation practice at Digital Catapult, said: “With UK manufacturing touted as one of the silver bullets to sustainable economic growth, there is growing demand for manufacturers to demonstrate their commitment to sustainability and prove that this commitment yields significant commercial benefit.”

HS2’s Colne Valley Viaduct crosses the Grand Union Canal

Yellowstone Biosciences spins out from Oxford to pioneer cancer treatments

The latest biotech to spin out from the University of Oxford is pioneering new cancer treatments using advanced T-cell therapies.

Yellowstone Biosciences’ science is based on research from the university’s MRC Weatherall Institute of Molecular Medicine.

Supported by Oxford University Innovation, the spin-out will leverage more than two decades of work by co-founder Professor Paresh Vyas to target common cancer proteins and revolutionise treatment options for patients.

The company has secured £16.5 million in funding, led by investment management firm Syncona to drive the development of innovative treatments targeting specific cancer markers.

Over the past 20 years working in MRC Molecular Haematology, Professor Vyas has compiled a unique biobank of more than 10,000 samples from 3,000 acute myeloid leukaemia (AML) patients, including those cured through blood cell transplants.

SINGER DANIEL BEDINGFIELD BACKS THE USE OF AI TO WRITE NEW MUSIC

Musician Daniel Bedingfield is calling on artists to embrace artificial intelligence when writing new songs.

The singer, who had a string of number one hits in the early 2000s, said AI will disrupt the music industry.

He also revealed his long-awaited comeback to music with the release of a new album made using artificial intelligence.

Attending an event organised by the University of Southampton, he said AI could affect tens of thousands of musicians across the world.

“It’s the most disruptive moment in music history. You can create songs – good

This extensive research has led to the discovery of new cancer markers that could enable highly targeted treatments.

“By targeting a groundbreaking new class of cancer markers, Yellowstone has the potential to significantly improve the treatment and extend the lives of patients with various forms of cancer, starting with acute myeloid leukaemia,” said Dr Benedicte Menn, senior investment manager at Oxford University Innovation.

“We are thrilled to see Yellowstone and Syncona collaborating on this important launch, and we will closely follow the development and success of their innovative pipeline.

The company’s initial focus will be on acute myeloid leukaemia, which is responsible for 62 per cent of leukaemia deaths and currently lacks a standard treatment for many patients.

Professor Vyas said: “Therapeutically targeting common antigens has always been a challenge, but our two decades of research have uncovered a new class of targets that could treat cancer and improve patient survival.

“We believe our technology can precisely kill tumour cells while preserving healthy ones across various cancers. Together with Syncona, we are initially focusing on developing highly selective TCR-based therapies for AML, where we have extensive experience and data.

songs – in 20 seconds. I think that it’s over for writers and producers unless they start working with AI as a tool.”

The artist shot to superstardom with the release of his debut album Gotta Get Thru This in 2002. It sold four million copies worldwide and the title track reached number one in the UK.

Daniel spoke at the London event, AI, Music and the Human Spirit hosted at the Royal Society.

The brother of songwriter Natasha Bedingfield, has been out of the charts for two decades but has starting working on new AI-assisted music.

He added: “I have been making a new drum and bass album using AI which is better than any D&B I’ve created in 20 years.

“I recorded my vocals and some music and put it into AI – it did the rest of it with so much of my soul because it’s based on the DNA of my songs.”

Daniel, who recently founded tech start-up

Hoooks to pioneer artificial intelligence music and video content, added: “I think AI is going to be brutal for a lot of people.

“Artists like Stevie Wonder and Prince were two of the finest musicians who could play and produce their own music and finish songs by themselves in a day.

“But now AI puts this unrestricted and unfettered creativity into the hands of lots of young and upcoming artists.

“It’s a superpower and anyone can create music in their bedrooms without needing hundreds of thousands of dollars or six months in a recording studio.”

Daniel Bedingfield

CLUSTER ASPIRING TO BRING SILICON VALLEY CONNECTIVITY TO READING

New Reading Tech Cluster aims to connect the tech ecosystem and attract investment

by Stephen Emerson, Managing Editor

A new cluster has been launched in a bid to bring the interconnectedness that Silicon Valley is renowned for to the Reading area.

The not-for-profit Reading Tech Cluster officially launched this month and aims to stimulate innovation, develop skills and attract investment through connecting multinationals, SMEs, educational institutes, investment houses and professional services firms.

The cluster has established a steering group of 15 with a wider stakeholder group of 50 people.

Current members of the steering committee include representatives from Berkshire Prosperity Board, University of Reading, Henley Business School, EY, Mentor UK, Activate Learning Education Trust, business consultants Transaharan, Thames Valley Society of Chartered Accountants (TVSCA), Henley Business Angels, Cybex Ventures and Berkshire LEP.

Cluster founders say that funding will be provided by membership subscriptions, events and grant funding.

Reading Tech Cluster steering group member, Michael Cooper, said: “Around the UK virtually every other region has got a tech cluster off the ground.

“Reading has been left behind a bit while others have been motoring ahead. The town has the second biggest tech cluster outside London in terms of the number of enterprises but it doesn’t get that recognition.

“There is a feeling that Reading needs to punch above its weight a bit more.”

Cluster aims

The cluster aims to connect Reading’s tech and digital sectors, increase productivity per capita and strengthen links between business and the wider community.

Cluster members say they want to attract investment in tech and digital businesses from investors and be an inlet for government policy discussions.

Fellow steering group member Dr Keith

We also want to encourage large corporates such as Microsoft and Oracle to talk to SMEs and vice versa and bring them together ...

Arundale of the ICMA Centre, Henley Business School, Universicity of Reading said: “The ultimate objective is to increase activity per capita and strengthen the business community for the benefit of the wider Reading area.

“We want to build interconnectedness through events, physical meetups, research publications and lobbying of government.

“We also want to encourage large corporates such as Microsoft and Oracle to talk to SMEs and vice versa, and bring them together as they do in Silicon Valley.”

When I went to Silicon Valley, I was really struck by how interconnected all the venture capitalists were not only with each other but also with the big tech companies and the universities

Jurek Sikorski, Founder of Henley Business Angels and steering group member, echoed the importance of increasing productivity through collaboration, and stressed the importance of soft skills in the tech economy.

He said: “The aim is to connect the different business communities in the Thames Valley to improve productivity.

“It’s about stimulating innovation and aligning with the government in the development of technical and soft skills.

“Soft skills are vital in this economy –particularly collaboration, teamwork, problem solving and persuasive communication (selling), and these are areas that we hope the cluster will deliver on.”

The idea for the cluster originated from TVSCA members who were inspired by a research paper produced by Dr Keith Arundale on why the UK and Europe were behind the United States when it came to venture capital investment.

The cluster follows on from the now defunct Thames Valley Forum which several of the steering group members contributed to.

This year the TVSCA, represented by Michael Cooper (Past President), Biyi Oloko (President) and Dr Keith Arundale, held meetings with the British Business Bank,

Thames Valley Chamber of Commerce and the University of Reading about supporting the cluster.

A stakeholder meeting was held in April, attended by more than 50 people.

Dr Keith Arundale’s book published in 2020 entitled Venture Capital Performance – A comparative study of investment practices in Europe and the USA details the reasons behind the disparity in investment.

During his research, Keith interviewed 100 venture capitalists and other stakeholders in the UK, Europe and the US, including 13 venture capital firms in Silicon Valley.

Keith said: “Although now much improved, venture capital funds were performing, on average, negatively compared to the US.

“This raised the question of why this was happening? What were the UK and Europe not doing that the US is?

“When I went to Silicon Valley, I was really struck by how interconnected all the venture capitalists were, not only with each other but also with the big tech companies and universities.

“They talk to each other and meet up all the time. There’s a restaurant in Silicon Valley called Buck’s Restaurant, which is the key place for venture capitalists and tech entrepreneurs to meet.”

This interconnectedness is something that Keith believes Reading needs.

“We have all the ingredients that you need for a hot tech centre with the university, professional advisors, venture capitalists, big tech companies and lots of SMEs as we saw at The Thames Valley Tech Awards.

“We also don’t have a location in Reading where people can meet up on a regular basis like Buck’s Restaurant.”

The success of other clusters around the UK is a driver for steering committee members.

Cambridge& was launched as a not-forprofit company in 2020 with support from the University of Cambridge and a range of stakeholders, to promote sustainable growth in the Greater Cambridge area.

The UK Tech Cluster Group UK Tech Cluster Group also brings together a number of organisations focusing on geographical clusters of technology and digital businesses outside of London across the UK including Manchester Digital, TechWM and Sheffield Digital.

The Reading Tech Cluster is interested in hearing from people and companies that want to help shape the initiative.

For more information email keith@keitharundale.com

THAMES VALLEY TECH & INNOVATION AWARDS 2024

CELEBRATING THE REGION’S OUTSTANDING ACHIEVEMENTS

The sixth annual Thames Valley Tech & Innovation Awards showcased the outstanding achievements of a diverse range of leading businesses from across the region.

Finalists were drawn from software developers, telecoms providers, hardware suppliers and manufacturers, cloud solutions companies, science-based businesses, people working in artificial intelligence, and others working in space technology.

Comedian Simon Evans hosted the Awards with his trademark acerbic wit.

The Awards took place at Reading’s Select Car Leasing Stadium. Richard Thompson, Chief Executive at The Business Magazine, said: “We had many, many excellent entries, and I’d like to

thank the judges – who interviewed a number of the shortlisted companies and diligently assessed the strengths and potential of the contenders.

The independent judges were Sue Elliott from British Business Bank and Jurek Sikorski from Henley Business School

This year’s Awards sponsors were Panasonic Europe, BDO LLP, Boyes Turner, Freeths, Crowe UK, ESP Global Services, R3vamp, James Cowper Kreston, NatWest, Blake Morgan, Culturehood and Penningtons Manches Cooper

During the evening, guests made generous donations to SpecialEffect. The charity helps transform the lives of physically disabled people through the innovative use of technology.

Host Simon Evans

CYBER SECURITY COMPANY OF THE YEAR

WINNER: CyberCrowd

SPONSOR: Penningtons Manches Cooper

HIGH GROWTH TECH COMPANY OF THE YEAR

WINNER: Redstor

SPONSOR: Crowe UK

INNOVATIVE TECH OF THE YEAR

WINNER: Techex

SPONSOR: Blake Morgan

DIVERSITY IN TECH IMPACT AWARD

WINNER: Amberjack

SPONSOR: Panasonic Europe

SUSTAINABLE TECH COMPANY OF THE YEAR

WINNER: measurable.energy

SPONSOR: ESP Global Services

RISING STAR IN TECH AWARD

WINNER: Tiago Veiga – CEO, Aurum Solutions

SPONSOR: NatWest

INTERNATIONAL TECH COMPANY OF THE YEAR

WINNER: Content Guru

SPONSOR: Boyes Turner

LIFE SCIENCES & HEALTH TECH COMPANY OF THE YEAR

WINNER: Barinthus Biotherapeutics

SPONSOR: Freeths

2024

TECH LEADER OF THE YEAR

WINNER: James Griffin – Redstor

SPONSOR: Culturehood

TECH SME OF THE YEAR

WINNER: Oxford BioTherapeutics

SPONSOR: James Cowper Kreston

TECH EMPLOYER OF THE YEAR

WINNER: IRIS Software Group

SPONSOR: R3vamp

FINTECH COMPANY OF THE YEAR

WINNER: Aurum Solutions

SPONSOR: Penningtons Manches Cooper

THAMES VALLEY TECH COMPANY OF THE YEAR

WINNER: Bridewell

SPONSOR: BDO LLP

TO READ MORE PLEASE USE THE QR CODE BELOW

Richard Thompson, CEO of The Business Magazine Group with Tom Donegan of charity SpecialEffect

THE LATEST DEAL ACTIVITY ACROSS THE REGION

AUGUST 2024 | (UNDISCLOSED) AUGUST 2024 | (UNDISCLOSED)

Urban Automotive (Buckinghamshire)

has received investment from Absolute Motors (Netherlands)

Buyside advisers include Burges Salmon (Legal), Stek (Legal), Iris (Corporate Finance)

Sellside advisers include Freeths (legal), MHA Corporate Finance (Corporate Finance)

AUGUST 2024 | (UNDISCLOSED)

Thomson Screening Solutions (London)

has been acquired by CCube (Buckinghamshire)

Buyside advisers include Irwin Mitchell (legal)

Sellside advisers include Prism Corporate Broking, Fieldfisher (legal)

Digital energy consultants Ensek (Nottinghamshire)

has been acquired by Gas provider Centrica (Berkshire)

Buyside advisers include Slaughter and May (legal)

2024 | (UNDISCLOSED)

IT managed services firm Daly Systems (Leicestershire)

has been acquired by B2B mobile sales provider Onecom (Hampshire)

Buyside advisers include HMT (due dilligence), Shoosmiths (legal)

Sellside advisers include Knight Corporate Finance, Torr Waterfield Accountants, Nelsons Solicitors

2024 | £13M

Tech company BrightCloud Group (West Yorkshire) AUGUST 2024 | (UNDISCLOSED)

Tech reseller Westcoast (Berkshire)

is set to merge with Tech wholesaler ALSO (Switzerland)

has been acquired by Technology service provider Gamma Communications (Berkshire)

Buyside advisers include Investec Bank plc (NOMAD & Broker)

JULY 2024 | (UNDISCLOSED)

Medical insurance firm Switch Health (Gloucestershire)

has been acquired by Insurance company Partners& (Buckinghamshire)

Buyside advisers include Michelmores (legal)

2024 | (UNDISCLOSED)

Creative events agency Smyle Group (East Sussex)

has been acquired by Events agency Identity Global (East Sussex)

JULY 2024 | £13M

DPC Chartered Accountants (Staffordshire)

has been acquired by Sumer (West Sussex)

JULY 2024 | (UNDISCLOSED)

Holland Pump Company (United States)

has received investment from YFM

Sellside advisers include Azets (financial due diligence and tax due diligence), Irwin Mitchell (legal), Lockton Organisational (insurance)

has sold a majority share to MiddleGround Capital (United States)

has been acquired by Workdry International (Hampshire)

Buyside advisers include Houlihan Lokey (financial adviser)

Sellside advisers include Catalyst Strategic Advisers (financial adviser)

has been acquired by IT services provider Advania (Sweden)

JUNE 2024 | £21.2M

Laboratory equipment supplier FemtoTools (Switzerland)

is set to be acquired by Scientific product company Oxford Instruments (Oxfordshire)

| (UNDISCLOSED) Case maker Nomad Cases (Leicestershire)

has been acquired by Manufacturing firm Absolute Casing (Berkshire)

Buyside advisers include Watersheds (corporate finance)

Pet food company Natural Instinct (Surrey) AUGUST 2024 | (UNDISCLOSED)

has been acquired by Pet nutrition specialist The Nutriment Company (Surrey)

Buyside advisers include Travers Smith

Medical recruiter S3 Science Recruitment (London) JULY 2024 | (UNDISCLOSED)

has been acquired by Life sciences recruitment firm Barrington James (East Sussex)

JULY 2024 | (UNDISCLOSED)

Financial planning firm KMG Independent Limited (Surrey)

has been acquired by Financial adviser Skerritts (East Sussex)

Advisers Include Dyer Baade (corporate finance), Crowe UK corporate finance), Alvarez & Marsal (legal), EMC Corporate Finance (corporate finance), Pinsent Masons (legal)

Helix (Buckinghamshire)

BEHIND THE DEAL

We take a detailed look at transactions which have taken place over the past two months

YFM makes investment into Spotless Water

Founded in 2016, Spotless Water has carved out a leading position in the ultra-pure water (UPW) sector. Now it has received investment from YFM.

Widely used in the window and solar panel cleaning industries, UPW is water that has undergone a stringent purification process to remove all minerals and impurities. Unlike regular water, when UPW dries, it doesn’t leave behind mineral deposits.

Spotless Water began life as a UPW pioneer and, to this day, remains the only national, eco-solution for UPW, which it provides to customers via a UK-wide network of self-service water dispensing stations.

The business has also developed its own custom-built software to run the advanced self-service technology within its filling stations.

And, with sustainability featuring prominently among the needs of its customers, Spotless Water helps the cleaning sector to reduce water wastage and pollution.

Tim Morris, chief executive of Spotless Water, said: “We are delighted to have the backing of YFM and to be supported by investment experts who recognise the potential of our innovative, technology-enabled offering.

“With this new investment in place, Spotless Water can continue to lead the UPW vanguard and provide even more customers with an efficient, accessible, eco-friendly solution.”

With YFM’s backing, Spotless Water now has an opportunity to build rapidly on its already strong network of self-service sites and enhance its team of UPW specialists.

Helen Villiers, YFM investment director, said: “Spotless Water has demonstrated how grassroots ventures with original ideas and propositions can prosper, especially when powered by proprietary technology.

“We look forward to being part of the company’s new growth journey as it replicates its success to-date and expands its sites across the UK.”

The YFM team also included Callum Long.

Onecom acquires Daly Systems to boost reach

Hampshire-based Onecom is the UK’s leading business communications technology and cloud communications specialist.

The company currently manages almost 80,000 business customers, delivering communication services and unified solutions across fixed line voice, connectivity, and managed cloud.

Daly Systems is a communications and connectivity provider with capability in unified communications (UC) and IT managed services.

It maintains long-standing partnerships with Gamma, Microsoft, Openreach and Jola.

The acquisition enhances Onecom’s capabilities and capacity through Daly Systems’ expert team, geographic reach via its Leicester operations centre and an established customer base.

HMT undertook financial due diligence on the deal.

Christian Craggs, director of M&A and strategy at Onecom, said: “Having worked with Onecom on several acquisitions before, HMT provided us with invaluable insights on this transaction, enabling us to make informed decisions and worked closely with all parties to ensure a successful completion.”

Paul Read of HMT added: “We’re delighted to have advised Onecom on their 12th acquisition since 2020.

“This acquisition is another perfect fit for Onecom as the businesses share the same culture and the acquisition will broaden Onecom’s capabilities and geographic reach.

“We look forward to working with them again in the future.”

Alongside HMT, Shoosmiths assisted with legal on the Onecom side of the deal while Knight Corporate Finance, Torr Waterfield Accountants and Nelsons Solicitors assisted on sell side.

Urban Automotive partners with Dutch outfit

Buckinghamshire’s Urban Automotive has received investment from Absolute Motors (Netherlands).

Urban Automotive is a bespoke modifier of luxury automotive brands, including Land Rover, Mercedes, Lamborghini and Rolls Royce. It is best known for supplying well-known celebrities and sportspersons with customised vehicles.

National law firm Freeths advised the shareholders of Urban Automotive Group on its investment from Netherlandsbased AM Group Holdings as the two businesses agree to combine their expertise and reach to grow the business.

The deal took more than a year to complete. The investment from AM Group Holdings will provide a platform to accelerate growth.

Freeths’ Corporate Director James Cowell led the team on this deal. He was supported by Real Estate Partner Lucy Bradban, Tax Director Matthew Switzer, Corporate Associate Emma Dye, Tax Associate Jade Yerex and Trainee Solicitors Elizabeth Vince and Lucy Charlesworth.

James Cowell said: “Following an intensive negotiation process for our clients, it’s been great to advise on this

Berkshire’s Gamma Communications acquires BrightCloud Group

Newbury-based Gamma Communications, a provider of technology-based communication services across Europe, has expanded its contact centre expertise with the acquisition of BrightCloud Group.

BrightCloud, based in West Yorkshire, is Cisco’s leading European Enterprise partner for CCaaS (Contact Centre as a Service), and is known for its expertise in customer experience transformation.

The acquisition is a further accelerator in Gamma’s key objective to become a leading managed service provider for enterprises across Europe looking to transform their communications estates. The acquisition further deepens Gamma’s partnership with Cisco.

Gamma already provides CCaaS services and support to businesses, and the acquisition aims to expand its expertise

transaction. I look forward to seeing the combined business develop this incredibly successful business model and well-known brand to new heights.”

Alongside Freeths, sell-side support was also supplied by MHA Corporate Finance (Corporate Finance).

Buyside advisers including Burges Salmon and Stek (both legal) and Iris (Corporate Finance).

and capitalise on the customer experience growth opportunity, specifically across the European enterprise and public sectors markets.

Gamma has been working with large enterprises and public sector organisations for more than 15 years, offering a range of UCaaS (Unified Communications as a Service) and CCaaS and managed networking. BrightCloud manages a large estate of Cisco Contact Centre installations and Webex CCaaS solutions, bringing with it considerable experience along with an impressive client list.

Gamma acquired the entire issued share capital of BrightCloud for an initial cash payment of £9 million. There is also an additional payment of up to £4 million in relation to an earnout agreement dependent on revenue targets over the period between closing and 31 December.

Andrew Belshaw, CEO at Gamma said: “We are delighted to welcome BrightCloud and the team to the Gamma Group. BrightCloud has a strong reputation in the Cisco ecosystem and in-depth expertise in supporting CCaaS implementations and customer experience transformations and, together, we can provide current and future customers with the best in industry solutions.”

Wycombe packaging firm eyes global growth with HSBC

Nationwide Paper in Wycombe is hot on the acquisition trail after securing a £3.6 million funding package from HSBC.

The food packaging business, which specialises in sustainable materials, has put the money towards a manufacturing unit in India with capacity to produce three million paper bags per day.

It’s also bought a new paper cup production unit in China, with another opening in Poland later this year – not to mention another four distribution hubs across Poland, Austria and the Netherlands.

BRIGHT SPARKS AT BARNBROOK HAVE FIRE SUPPRESSION IN THE BAG

Engineering firm Barnbrook Systems joined forces with tech pioneers Flair to develop the E-bag, which enables air crew to safely isolate and extinguish blazes caused by the batteries in devices like tablets and mobile phones.

It’s made of a temperature-sensitive smart fabric that adapts to completely smother the device once placed inside, cutting off airflow.

Barnbrook also lent its BlueCube technology to monitor the interior of the bag, providing live temperature and humidity readings.

The innovation comes in the wake of a report from the UK Civil Aviation Authority, which identified 65 incidents of lithium ion battery fires in 2023 – up 60 per cent on the previous year.

“Connectivity is increasing on aircraft, with passenger services enhancing internet availability and recharging capabilities,” said Andrew Barnett, managing director of Barnbrook.

“This can be a recipe for disaster, with so many lithium-ion batteries in a highly pressurised and risk-averse environment.

“The combination of smart fabric and BlueCube has the power to transform travel and safety in aviation and other sectors.”

The E-bag was unveiled at Farnborough International Airshow this July alongside another innovation – the BlueDot remote.

The remote, manufactured by an as-yet unnamed industry partner, incorporates Barnbrook’s technology to monitor pressure and other safety-critical environmental factors in hydrogen batteries.

Andrew and the team also showed off their inflight refuelling technology for helicopters.

The team has expanded rapidly in recent months, with plans to recruit further, while turnover is expected to rise 50 per cent following these latest acquisitions.

“The support from HSBC has played a vital role in Nationwide’s international long-term growth strategy,” said Viren Thakker, Chief Financial Officer at Nationwide Paper.

“It’s enabled us to diversify our product offerings to cater to a wider range of customer needs, thereby strengthening our market position.”

Founded in 1988, Nationwide Paper has grown to be a national distributor of packaging for leading brands in the hospitality sector.

It supplies to wholesalers, retail outlets, corporate offices and educational institutions.

NATUREMETRICS LAUNCHES AUTONOMOUS MARINE SAMPLER

NatureMetrics, a nature intelligence company based in Guildford, has collaborated with Canadian manufacturer Dartmouth Ocean Technologies (DOT) to launch a new device.

The DOT-NM Autosampler enables autonomous collection of eDNA samples – genetic material naturally shed into water by organisms – in both marine and freshwater environments.

This allows for safer, more cost-effective collection, which would typically require labour-intensive vessel-based campaigns.

NatureMetrics expects the device to see use in the fields of marine conservation, offshore energy, aquaculture, wastewater and more.

“Through integration with our proprietary eDNA workflows, this solution enables the collection of comprehensive biodiversity data required to make informed decisions for conservation, regulatory compliance and ecological research – even in the most remote areas,” said Dr Nathan Geraldi at NatureMetrics.

Two Hampshire companies have unveiled a solution to combat lithium-ion battery fires in personal electronic devices on aircraft.

SOUTH EAST MANUFACTURING GROWTH TRAILING DEVOLVED NATIONS

Manufacturing jobs are falling across the South of England, the latest Manufacturing Outlook Report from Make UK/BDO has revealed.

The South East and London has seen jobs in the sector fall by 3.1 per cent between March 2023 and March 2024.

That compares to 9.2 per cent growth in Wales – spurred by growth in the aerospace and defence supply chain – as well as 5.8 per cent in Scotland and 2.2 per cent in Northern Ireland.

In the meantime, the pressure on finding skilled labour remains severe, with 64,000 vacancies across the manufacturing sector.

These account for some £6 billion per annum in lost output, says Make UK –

Unipart snaps up Hampshire manufacturer

Unipart, The Oxford-based logistics, supply chain, manufacturing and consultancy business, has acquired Formaplex Technologies in Portsmouth.

Formaplex was established two decades ago as a specialist tooling partner in the F1 automotive sector.

which is urging Labour to make tackling skill shortages and reforming the technical education system the centrepiece of its industrial strategy.

“The new government has made a welcome bold statement of its intent to tackle the UK’s anaemic growth at national and regional level,” said Verity Davidge, director of policy at Make UK.

“It should now back this with a radical, cross-government, long-term industrial strategy which has measures to tackle the UK’s acute skills crisis at its heart.

“This mission-critical vision should be allied with local growth strategies and the priorities of each region, including infrastructure and innovation, together with other measures to ensure the UK is now fully open for business.”

It’s since grown to become a key UK supplier of polymer and composite solutions for the automotive, aerospace, motorsport and healthcare sectors.

Customers include McLaren, which has already committed to working with the business beyond the acquisition.

Unipart will integrate operations into its existing manufacturing portfolio, with Formaplex rebranded to Unipart Polymer and Composite Solutions.

Kidlington’s Essentra on the hunt for novel bioplastics

Essentra, a manufacturer of industrial components, is looking to accelerate development of new bioplastic materials to create more sustainable product ranges.

The push follows a series of successful trials since the firm opened its new centre of excellence in Kidlington earlier this year, which have generated 52 product samples and nine stock-keeping units.

Essentra is particularly excited about a flexible, seaweed-derived bioplastic, currently under development in collaboration with business start-up FlexSea.

The material is 100 per cent bio-based and truly home compostable.

Other candidates in testing include different types of bio-woods, polylactic acids and nylons, and low-density polyethylene.

Significant investment is being made pre-trial to ensure the ethical sourcing and procurement of new materials, as well as their technical viability and safety in the moulding process.

Darren Leigh, Chief Executive at Unipart, said: “Growing our manufacturing capabilities through this acquisition expands our offering.

“It aligns perfectly with Unipart’s growth strategy to offer our customers a breadth of supply chain solutions and performance improvement technologies.

“It reinforces our commitment to the UK supply chain.”

Manufacturing jobs in the South East fall

Essentra’s new Kidlington facility opened in early 2024

01 Blandy & Blandy appoints long-standing partner as Chair

Claire Dyer, who joined Blandy & Blandy in 2006 and became a partner in 2015, will succeed Nick Burrows at the firm’s Chair. Nick has held the role for the past three years. Claire said: “It is a genuine honour to represent the firm as Chair.”

02 Employment duo reunite at Dutton Gregory Solicitors

Legal specialists and former colleagues, Daryl Cowan and Darren Tribble, have reunited at Hampshire and Dorset solicitors Dutton Gregory. Darren spent nine years at DC Employment Solicitors in Southampton where he met and worked with founder, Daryl Cowan, who had previously provided in-house legal counsel to the South East Region of the National Farmers’ Union.

04 CT Travel Group appoints Chief Operating Officer

CT Travel Group has appointed Clare Collins as Chief Operating Officer to help expand its four travel brands. In her new role Clare will spearhead the strategic vision and oversee the daily operations of the Tunbridge Wells Group’s diverse brands which include business and conferencing, trade missions and leisure travel.

06 Banking and finance solicitors join Shakespeare Martineau

Law firm Shakespeare Martineau has expanded its team in Southampton again appointing Lauren Green (centre) as banking and finance solicitor. She joins from Blake Morgan. In April, Shakespeare Martineau moved to the University of Southampton’s Science Park. The firm has also appointed corporate partner James Hawkeswood (left) to head up the Southampton team and banking and finance partner Jake Holmes (right).

03 Hampshire Chamber makes commercial director hire

Hampshire Chamber of Commerce has created a new role of Director of Commercial Operations. Sarah Mills joins the county’s ‘voice of business’ as the latest step in a career going back more than 25 years.

She was most recently the operations director for specialist recruitment agency 1to1 Group based near Winchester.

05 Oxford University Innovation’s Dr Mairi Gibbs confirmed as CEO

Oxford University Innovation has confirmed the permanent appointment of Dr Mairi Gibbs as Chief Executive Officer. Mairi has a track record of more than 20 years in university technology transfer including multiple roles leading strategic business management and operational areas of the organisation.

07 Leadership team strengthened at Curve Therapeutics

Southampton-based biotech Curve Therapeutics, which is pioneering a revolutionary intracellular screening platform, has appointed Simon Jones as both Chief Financial Officer and Chief Operating Officer. Simon has more than 20 years of experience in the biotech and pharma sector.

08 Gardner Leader welcomes two more to the team

Regional law firm Gardner Leader has welcomed two more solicitors to its 200-strong team with the appointments of Senior Associates, Jeremy Tier (right) and Will Castledine (left). The new appointments mark a period of growth for the law firm which has seen its team grow by almost a fifth over the last two years alone.

09 Ryan takes the top job at EY’s Southampton office

EY has appointed Ryan Squires as Office Managing Partner for Southampton. His appointment follows the retirement of Dave Hales after 38 years. EY’s Southampton office is home to more than 180 staff, including nine Partners. The office welcomed 20 new graduates, interns and apprentices last September with more set to join this year.

11 Barry Stanton makes Managing Partner at Boyes Turner

Law firm Boyes Turner has appointed Barry Stanton as Managing Partner. Barry had been performing the role as an interim since September 2023. He joined the Reading firm as a partner in its employment team in 2001, acting for companies across engineering, leisure and hospitality, professional services, software and technology and logistics.

10

Oxford biotech welcomes Dr Bodmer as CEO

Nucleome Therapeutics, an Oxford biotech using 3D genomics to discover medicines for complex diseases, has appointed Dr Mark Bodmer as CEO. Mark joins from Evelo Biosciences, where he was scientific officer and president of R&D.

12

Evelyn Partners appoints financial planner as Surrey expansion continues

Wealth management and professional services group Evelyn Partners has appointed Emma Rivers as a financial planner to support the continued growth of its Guildford office. Emma joins from Barclays Wealth Management & Private Bank.

bespoke hiring solutions

THE RISE OF ENTREPRENEURSHIP THROUGH ACQUISITION

Strong investor returns, vendor appeal and interested searchers are the key factors driving the growth of the search fund model

Participants

Moderator

Stephen Emerson, Managing Editor, The Business Magazine

Ola Malomo, Founder, 11 Minutes

Alexander De-Sowah, CEO, Black-Scholes Partners

Ben Marcilhacy, Founder, Dramont Partners

Tasleem Rhemu, Director, Epilogue Capital Partners

Tobias Raeber, Founder and Managing Director, ETApreneur.com

Jo Cockburn, Investment Director, Ethos Partners LLP

Sandy Farmer, Co-Founder and Partner, Ethos Partners LLP

Carl Lundberg, CEO, Gerald Edelman

Florian Wilisch, General Manager, Hamburg Ventures

Frederik de Coninck-Smith, Owner and Managing Director, Out n About

Michael McDonald, Director, Ryton Equity

Viren Lala, Principal, Sentinel Capital

Adam Ginty, Marketing Business Partner, Shawbrook

John Hunter, Director, Shawbrook

John Palmer, Senior Director, Shawbrook

Rob Edwards, Regional Director, Turner Butler

Innovation is the driving force behind dealmaking, with new thinking needed to ensure returns for investors continue to grow and that more attractive exit options for company founders become available.

Search funds and Entrepreneurship Through Acquisition (ETA) are gaining traction due to the return they provide for investors, the succession options they provide for vendors and the number of searchers attracted to the model.

The intricacies of this topic were discussed at a roundtable held in partnership with The Business Magazine, debt funders Shawbrook and leading accountancy and advisory firm Gerald Edelman at their London offices.

Attendees included searchers looking for companies to acquire, searchers that have completed ETA transactions, investors, debt funders and company brokers.

Jo Cockburn, Investment Director at Ethos Partners, said ETA presented an attractive

Carl Lundberg (Gerald Edelman), Adam Ginty (Shawbrook), Richard Thompson (CEO, The Business Magazine), Rob Edwards, Ben Marcilhacy, Florian Wilisch, Michael McDonald, Stephen Emerson, Sandy Farmer, Ola Malomo, Tasleem Rhemu, Frederik de Coninck-Smith, Max Modray-Lane, Jo Cockburn, John Palmer, John Hunter, Tobias Raeber

model for business owners looking for an exit. He said: “What distinguishes ETA, be it self-funded or traditional, is that from an investor viewpoint, they are buying a steady business at a reasonable price and injecting management talent that is, albeit not super experienced, of a calibre that can outperform the average manager of an SME.”

Search funds originated in the United States and are growing in popularity in Europe.

The traditional model sees an entrepreneur, who has typically achieved an MBA, gain funding from investors to search for a company and then secure investment to help fund the acquisition.

The entrepreneur may supply some of the funding themselves, alongside the investor, or the buy-out may be leveraged with the assistance of a lender.

Variations of the model have emerged including self-funded search, which sees an entrepreneur fund their own search, identify a company and bring in investors later,

Self-funded searchers tend to offer investors less equity in the company as they have financed their own search process.

A typical exit for a searcher and investor is between three and seven years.

Carl Lundberg, CEO of accountancy firm Gerald Edelman, said: “We always have to be careful about the terminology used because having been born out of academia, some people have a very rigid view.

“You’ve got some self-funded searchers who may say that they are a search fund, but traditionalists would probably argue that they didn’t have a search fund because they didn’t raise search capital.

“Although I’m sure most people agree, all of it is Entrepreneurship Through Acquisition.”

Selecting companies for acquisition

Many entrepreneurs employ interns to carry out research work alongside attending trade shows, contacting potential sellers, working with brokers and speaking to business owners in their target niche.

Of core concern to searchers around the table was the quality of the company, its customer base and niche.

Searcher Tasleem Rhemu, Director of Epilogue Capital Partners, is looking particularly at the fertility sector.

She said: “Fertility has good quality revenues as you are helping people on a journey to conceive a child. Women in their early 20s don’t want to have a family early on and are harvesting their eggs.

“The model is changing, not just from a two to five-year journey but to a 20-year journey where they are harvesting their own eggs and waiting twenty years until they go and have children.”

Fellow searcher Ola Malomo, Founder of 11 Minutes, said he was focused on small and midsize businesses in the compliance and payments sector.

He said: “I am interested in companies where there is a pure compliance angle or a payments angle.

“I’m very focused on a specific niche that fits in well with my background.”

On the investment side, cash flow, profit margins and the robustness of the business were key considerations for investors considering an acquisition.

Jo Cockburn, Ethos Partners LLP

Carl Lundberg, Gerald Edelman

Tasleem Rhemu, Epilogue Capital Partners, Florian Wilisch, Hamburg Ventures

Investor Viren Lala, Principal at Sentinel Capital, said: “You have to look at the risk from a high-level perspective, look at the people, processes, systems and understand where this business is going to potentially be struggling and how that can be navigated.”

“Are there strong underlying growth factors in the market which allows the company to do that year in and year out?”

Credibility of the searcher

You have to look at the risk from a high-level perspective, look at the people, processes, systems and understand where this business is going to potentially be struggling and how that can be navigated.

On the lending side, John Palmer, Senior Director at Shawbrook Bank, said that ETA transactions were viewed as any other approach for leveraged finance.

He said: “Key to our assessment is considering whether the target company meets the characteristics of a business that is well suited to leverage finance?

“This would include an assessment of whether it generates sustainable and recurring revenue streams and a healthy EBITDA margin, which then converts to free cash flow readily.

Searchers face the challenge of finding investment partners, if they are following the traditional mode, or bringing investors on board later.

Sandy Farmer, Co-Founder and Partner at Ethos Partners, said reputation was key for searchers.

He said: “To get past that first gate is a challenge for many searchers. The successful ones we’ve seen are those who tend to have a bit more reputational power in their particular sector.

“Those who are in their 40s or 50s have credibility because they’ve worked at a senior level in a particular industry or partnered with investors before and have that repeat game reputation in the market.”

Carl Lundberg of Gerald Edelman said one of the biggest obstacles facing searchers was convincing the intermediary. which could be a broker or a person acting on behalf of target companies, that they are a credible option.

He said: “The intermediary cares, first and foremost, about whether the money’s there, whether you’re actually a trusted buyer or someone who is trying to patch things together without capital.

Ola Malomo, 11 Minutes

Ben Marcilhacy, Dramont Partners, John Palmer, Shawbrook, Frederik de Coninck-Smith, Out n About,

Sandy Farmer, Ethos Partners, Ben Marcilhacy, Dramont Partners

“The initial hurdle is to convince the intermediaries that you are credible if you don’t have reputation in the market for delivering transactions.”

Michael McDonald, Director at Ryton Equity, said searchers can advance their credibility with brokers by partnering with established funds and having signed letters of funding commitment from investors.

He said: “Partnering with established serial investors can help buy credibility with brokers.

“Leveraging your unique professional experiences is also key.”

Searcher Florian Wilisch of Hamburg Ventures added that the story that searchers tell will help attract the attention of investors and sellers.

I don’t think you need an MBA, but I do think that you need to be realistic about whether you are able to run a business or not.

He said: “The story that you tell helps with your credibility. I don’t have an MBA or come from a finance background but I spent 10 years working at Apple and this seems to open a lot of doors for me.”

What banks look for in a searcher

Bank finance is often crucial to getting a deal over the line, so what do lenders look for from investors, searchers and the company they are looking to acquire?

John Palmer, Senior Director at Shawbrook Bank said: “We’re lending to both the fundamental underlying business and the incoming management team.”

Under the traditional ETA model, an MBA is viewed as a key component of a successful search fund vehicle, yet the roundtable was unconvinced that it was entirely necessary.

Florian Wilisch said having an MBA did add value, but it was more important that searchers could demonstrate that they had the acumen to run a business.

He said: “An MBA gives you education. It teaches you about how to do things in business. It suits people that have not learned that before in their career.

“When I was in my pre search phase it was all about education. Specifically, I put aside three months where I was just learning. I was learning the ropes. I was learning about finance and business functions.

“I don’t think you need an MBA, but I do think that you need to be realistic about whether you have the know-how and are able to run a business or not.”

Tasleem Rhemu of Epilogue Capital Partners said that an MBA combined with career experience adds to the background story of a searcher.

She said: “Saying that I have an MBA can help to elevate my storytelling. However, it’s not just saying that I have an MBA, it is explaining how it helps me in my journey.

“The experience you have had in your career can also help with this and you can link it to each part of the story of how you would grow the business.”

Participants responding to Viren Lala, Sentinel Capital on screen

Michael McDonald, Ryton Equity

Vendors

Finding a company is only part of the process. The hardest part for a searcher arises when closing the transaction.

Rob Edwards, Regional Director at broker Turner Butler said people selling their businesses are attracted to the succession that an ETA model provides.

He said: “Some vendors may not take kindly to someone coming in and telling them how they should run their business.

“The key appeal to a genuine retiring vendor, however, can be the succession part which can make the transaction attractive.”

“The human relationship between the two matters more in getting the capital structure agreed probably than almost anything else.

Because you are telling someone they’ve got to wait for their money.”

Sellers place value on passion and commitment from buyers, he added. “They do look kindly upon people who have passion for what they are going into.

“If you are a searcher coming into this with skin in the game, that’s emotional as well as financial. They do look kindly on those things, on those attributes.”

Searcher Frederik de Coninck-Smith, Owner and Managing Director, of pushchair retailer Out n About, added that searchers were often faced with long searches until they come across a buyer that is open to ETA and prepared to wait, in some cases, for some or all of their pay out.

He said: “You’ll speak to hundreds of business owners that want to sell and don’t fit that model so you have to find the ones that do like the model and think it will work for them.

“The vendor will have worked hard on their business for years and they will want to get some cash and go and do something else with their life.”

Investors

Taking charge of a business and delivering a return for investors is never easy.

What appeals to investors about the ETA model is the searcher’s role in building up a relationship with the key players in the business before acquisition.

With the searcher playing such a pivotal role, what do investors look for in the person that will play a large part in determining their returns?

Michael McDonald of Ryton Equity said selfawareness was key, as was a readiness for the tough journey ahead of them and the ability to make business-defining decisions.

He said: “I find one of the hardest things to assess is their ability to act as a principal commercial decision maker.

“You can find someone who’s got a fantastic professional and academic background, they can articulate very clearly why they want to do this, but it is not always clear that they will be able to fulfill the role of the CEO. Some people struggle with the pressure of decision making in times of uncertainty while others flourish.”

Sandy Farmer of Ethos Partners echoed this point about resilience and preparedness for taking on a business.

He said: “A lot of our interactions with searchers focus on their motivations and behaviours. We look at how well they have thought about the journey as it is much closer to being an entrepreneur than being a general manager in a small business. We also look at how they demonstrated grit and resilience because you will come up against a lot of things you haven’t done before.”

Banks also look for the above qualities but, according to Shawbrook, lenders look to see evidence of an understanding of the business and the sector that it operates in.

John Palmer of Shawbrook said: “We look at whether the people that are buying this company have sound knowledge of the sector, understand the business and have a good grasp of what they are about to take on.

“Manaagement Buy Ins (MBIs) have fallen out of favour recently in the UK. We had typically avoided them because you haven’t got a management team that is already in the business, that are running it and understand it, as well as buy-in teams having limited personal equity to invest alongside debt.

“We have seen a high calibre of searchers that have a better understanding of what

Rob Edwards, Turner Butler

John Palmer, Shawbrook, Frederik de Coninck-Smith, Out n About

makes the business tick, and the search fund provides additional equity to better balance the risk between all parties”

Shawbrook’s John Hunter added that they looked closely at the investor profile of searchers with reputation a key factor.

He added: “With a lot of transactions we often know the investors and that can provide a level of comfort as we will have worked with them on the journey. If we can see that there’s some stronger institutional investors in there that we’ve seen and worked with before, that does provide a level of comfort.”

ETA as an asset class

The ETA model appeals to investors as it taps into a gap in the market: companies with an EBITDA between £1 million and £5 million, not targeted by private equity and large institutional investors.

Jo Cockburn of Ethos Partners said that ETA did perform better against other investments.

He said: “I think it comfortably outperforms other alternative asset classes, but it is a small entrepreneurial niche within the overall asset landscape. It is, in my opinion, probably never going to attract large amounts of institutional capital as the volumes are far too small.

“I think it’s very well suited to investors who are deploying private capital, family capital and individually-made wealth.”

Michael added that some investors prefer the traditional search model as they get a

better view of the companies involved and can assess if the searcher is up to the job.

“In a self-funding acquisition, as an investor, often you meet the person – perhaps for a couple of weeks or a couple of months, and they already have the specific acquisition.”

Bank viewpoint

Banks play a pivotal role in the ETA process. Investor and searcher capital will often be used to leverage the buyout where lenders will typically look for a 50/50 split between debt and equity.

Banks will normally be approached by an advisor and will work with the search fund vehicle to propose a funding structure for the transaction.

The process, which involves due diligence and getting credit approval at the bank, will normally take between six weeks and three months.

Shawbrook’s John Palmer said that when coming to a decision the bank puts weighting on the balance of shared risk involved in the transaction.

He said: “Do we feel that everybody’s taking a fair share of risk? If vendors are staying in the business, are they suitably motivated? Is the searcher putting in individual equity? What you never want to have as a bank is a situation where, everybody else is able to walk away from the table without sharing in the risk.”

Shawbrook also say their lending decision is based on a long-term outlook which goes beyond the initial acquisition.

Shawbrook’s John Hunter said: “We don’t want to just provide funding for the initial buy-ins, we want to fund future growth and further acquisitions. When we’re assessing the credit and when we’re talking to searchers, it’s not just about, here’s the five-million-pound so you can buy this business. Here’s five million, which includes a committed line for acquisitions.”

This close banking relationship can also assist companies when problems arise within the business.

Shawbrook’s John Palmer emphasised the importance of early intervention.

He said: “Less experienced management teams, where there is not a robust finance function, tend to approach their lenders later in the day to say that there is a problem.

“The problem will then have ballooned into something which is very difficult to solve and our options as a lender will have narrowed considerably.

“In most cases early intervention will allow the bank time to find a solution to support the business through a difficult patch.”

Strong finance function

Having a strong finance function is seen by Shawbrook as vital in leveraged finance.

John Hunter said: “One of the key areas that we have identified as a bank, not just in search deals, but possibly every leveraged transaction, is that weak finance functions, or non-existent finance management functions, cause a lot of problems.

“A lot of management teams really undervalue what a CFO can bring to a business. They are not someone who is there just to tick a box, they need to be there making strategic decisions, improving the financial processes and leading those conversations with the funders. This means the CEO is able to focus on the operations.”

The roundtable concluded with agreement that with its continued strong investment performance, the ETA model was well positioned to exploit the market space left untouched by private equity houses.

John Hunter, Director, Shawbrook

What can businesses expect from the new Government?

Paul Stout, partner at the Southampton office of PKF Francis Clark, considers the outlook for business owners as new Chancellor Rachel Reeves prepares to deliver the Labour Government’s first Budget.

BUSINESS leaders are sure to be watching closely on Wednesday 30 October when the new Government’s first Budget is unveiled.

Nearly four months on from Labour’s landslide election victory, it will be a big moment in providing clarity as to what the coming years will look like for entrepreneurs, management teams and high-net-worth individuals.

Tax changes

There were some clues to the direction of travel in the Chancellor’s statement to Parliament on the new Government’s public spending inheritance at the end of July. Rachel Reeves said a Treasury spending audit had found £22 billion of unfunded pledges – widely seen as preparing the ground for tax rises while passing the blame to the previous regime.

In her speech, Reeves spoke of creating “the stable conditions which investors need to thrive” and returning “confidence to our economy so that entrepreneurs and businesses big and small know that this is a place to do business”.

We therefore expect the Government will be reluctant to introduce any measures that can be construed as damaging businesses or incentives to work.

So far, the Chancellor has stuck to tax changes set out in Labour’s manifesto (non-doms, VAT on school fees and more tax on carried interest). She has also confirmed the abolition of the furnished holiday lettings rules announced by her predecessor Jeremy Hunt, affecting owners of rental properties.

Beefing up HM Revenue & Customs to tackle non-compliance is already on the agenda. Given the stated hole in the public finances, what further measures could we see in the Budget?

In our view, restriction of tax reliefs is likely as a means of raising revenue. Tax changes are more likely to be focused on who is subject to a tax or entitled to a relief, rather than headline rates. A return to the long-frozen fuel duty escalator also seems likely.

If the Chancellor is prepared to raise tax rates, possible targets could be the dividend tax rate of 8.75% for basic rate taxpayers

or an increase in the main rate of capital gains tax (CGT). Many economists have called for CGT to be brought into line with income tax rates. Business owners are eagerly awaiting clarity over the direction of travel on this.

Selling your business

More broadly, what is the outlook for business owners, particularly those who are considering selling or succession planning?

The good news is that deal activity is in a much better state than some commentators would suggest. The mid-market is active –indeed, at PKF Francis Clark we completed over 100 transactions last year.

A further positive is that there is plenty of finance out there: debt supply is high despite high-street lenders being more cautious and the higher cost of capital for borrowers. Alternative debt providers have picked up the slack and their products often have much more flexibility. The private equity sector has a lot of dry powder and corporates are generally well capitalised, meaning deal multiples are holding up.

The key message is the need to prepare properly for a transaction. Business owners should consider vendor due diligence, use data analytics and create a strong equity narrative that is supportable by your data. The objective is to get a deal done in as short a timeframe as possible, to avoid deal fatigue and third-party events affecting the transaction.

Investing in data analytics well in advance of a planned sale can pay dividends. Every pound of profit is worth multiple times that in company value, so business intelligence that enables you to increase profitability can directly boost the valuation when you come to sell.

It’s not too late to accelerate your transaction. Currently we are seeing a lot of interest in employee ownership trusts and management buy-outs.

When it comes to personal wealth, there are relatively easy steps individuals can take to guard against potential changes in the Budget. It’s often surprising how little planning has been done in relation to things like pensions and inheritance tax.

It’s also important for family businesses to get the basics right when thinking about succession planning, including making sure you have a tax efficient shareholding and, where appropriate, family in posts in the business.

Please don’t hesitate to contact us if you would like to discuss any of the issues raised in this article.

For more information, visit pkf-francisclark.co.uk.

Paul Stout Partner

and

Head

of Mergers & Acquisitions

paul.stout@pkf-francisclark.co.uk 07791 306938

GREEN TECH WILL POWER THE FUTURE

Clean innovations will be crucial in the transition to a lowcarbon economy. But are they getting the backing they need and what hope is there for the future?

In our March edition of The Business Magazine (which you can still read online) we ran a feature on the long road to net zero.

The UK continues to focus on cutting its greenhouse gas emissions to a level which can be naturally reabsorbed from the atmosphere by 2050. But perhaps the most important development since then has been a change of government, and along with it some bold and sweeping policy pledges – not least regarding the nation’s green ambitions.

Described by chancellor Rachel Reeves as a “concierge service” for investors, this new body is keen to bring more private money into the UK’s green tech space.

Because as it stands, there’s a problem. One which no amount of government spending can solve alone.

Clean, green funding machines

By Daniel Face, reporter

Central to the manifesto of Prime Minister Keir Starmer’s Labour has been the establishment of GB Energy, a stateowned company backed by £8.3 billion to accelerate investment in renewables.

But almost as much – £7.3 billion – has been set aside for a new National Wealth Fund with similar aims to drive innovation in green technologies.

Call it clean tech, green tech, climate tech – and I’ll use those terms fairly interchangeably – the technologies needed to drive our net zero transition are broad, and the companies developing them numerous.

The UK’s clean tech sector boasts an annual turnover of £347.3 billion and is growing at a rate of around 11 per cent a year, according to data aggregator The Data City.

Innovators in the generation and storage of power are unsurprisingly the major players here, but sustainable materials, recycling and agriculture are also big business.

On the surface, investment is following suit. Between 2018 and 2022, clean tech companies went from attracting £0.8 billion in venture capital investment to £3 billion in the space of just four years. And last year’s £2.6 billion is still impressive given inflationary pressures.

But Cleantech for UK, a coalition of top venture capital and asset management firms in the sector, identifies a persistent gap in funding for clean tech innovators at the scale-up stage of their journey, which has a limited pool of specialist investors.

“The UK is home to a mature clean tech ecosystem, a thriving innovation scene and strong overall investment,” says the organisation.

“However, this world-leading capability isn’t consistently converted into world-leading clean tech scale-ups.

“Smart, targeted interventions aimed at boosting early-stage innovation, derisking first commercial projects and making clean tech work for the whole country can pave the way for a new generation of global technology champions.”

An invitation to government

Last year saw Cleantech for UK issue a report outlining the current state of the sector, with three recommendations to government to address this scale-up funding gap.

We need smart, targeted interventions aimed at boosting earlystage innovation

We heard more on these plans in July during the King’s Speech, though many of the details are still up in the air. What level of independence will they be afforded? Can GB Energy still make an impact with £8.3 billion – a far cry from the initially pledged £23 billion?

As the new administration settles in, investors will be watching closely and keeping their optimism cautious.

In the meantime, green tech companies across the South East are getting on with what they do best, with regional organisations lending their support.

The group called for agile regulatory frameworks which will allow green tech innovations and infrastructure upgrades to be efficiently deployed and connected to the UK’s electricity grid.

It also sought equity in the transition to a low-carbon economy, advocating the safeguarding of workers and communities currently dependent on carbon-intensive industries. Most importantly, though, the sector needs funding – plain and simple.

While these concerns were initially addressed to the previous administration, they present a strong opportunity for the new incumbents to hit the ground running.

Regardless of political alignment, many investors are happy to see the back of the general election if it means some long-awaited stability, giving the new government an inherent advantage.

But whether they can really kickstart private cashflows may depend on the success of the National Wealth Fund and GB Energy over the coming years, and their ability to bring aboard green tech innovators in order to create an enticing proposition for investors.

“We’re acting immediately,” assured energy security and net zero minister Ed Miliband, “wasting no time and working in lockstep with industry to unleash private investment and grow our economy.

“Our National Wealth Fund will help create thousands of jobs in the clean energy industries of the future to boost our energy independence and tackle climate change.”

Last year, SETsquared – a partnership between the universities of Bath, Bristol, Southampton, Surrey and Exeter –launched its Green Futures Programme to provide specialist support for emerging businesses in the sector.

Green tech from the ground up

“We know that innovation will be key to meeting net zero targets”, said Serena Giaminardi, head of programmes and investment at SETsquared.

“There are strong clusters of green tech businesses in the South, but they need funding to continue their R&D and university-grade research in order to bring these innovations to market, where they can have an impact.”

Therein lies the challenge – the jump from research to market. Groups like SETsquared can do their best to connect founders with investors, but if the money isn’t there, how many will stick the landing?

Fortunately, plenty of companies have emerged commercially successful on the other side, giving some cause for optimism to these early-stage innovators.

These are the businesses we’ll be taking a look at in this feature, in the hope they can provide a blueprint for the green tech upand-comers of the South East.

Because if they’ve made it, think what could be possible in a stronger investment landscape – whether the new government has a part to play or not.

Energy minister Ed Miliband is championing GB Energy

A ‘WHOLE NATION’ APPROACH TO REUSE

From Blenheim to the Isle of Man, re-universe wants to build a network of green vendors and eliminate single-use packaging. So what’s the tech behind it all?

By Daniel Face, reporter

For the past six months, green tech innovators from across the world have been busying themselves in aid of a small nation of around 84,000 people.

Businesses in Denmark, Poland, Australia, New Zealand and Singapore all got to work on sustainable pilot projects for this year’s Isle of Man Innovation Challenge, backed by the nation’s own Department for Enterprise.

But when the time came to announce the winning clean tech candidate in June, the judges opted for a company much closer to home.

Re-universe, from Bicester, Oxfordshire, approached the island with a plan to

ultimately eliminate single-use cups and containers.

They’re not a recycling firm, nor a bioplastic manufacturer. Rather, they’ve developed a pioneering digital platform to render single-use obsolete.

What goes around...

“We operate in the circular economy,” said CEO Rachel Warren, “so we’re all about getting people to return items for reuse through incentives.

“There’s two ways we can do that.

“The first is through a deposit return scheme, where a person pays a deposit on

a reusable item at the point of purchase, which they get back at the point of return.

“Or we can implement a holding charge, where a penalty is taken from a person’s account if an item isn’t returned.”

That’s the stick. The carrot is up to the client, who can choose to integrate a loyalty programme or rewards scheme for users to encourage returns.

What are they returning? Well, anything, in theory.

“As a platform, we can identify and work with any item – textiles, tyres – but our focus is on food and drink containers, where there’s a lot of traction in the marketplace.

Re-universe piloted its digital platform for disposable cups at Blenheim Palace in 2022

Each container is given a unique QR code and an RFID

tag

“Each container is given a unique QR code and an RFID tag, which can be a sticker or actually embedded in the item.”

The QR code is really for the benefit of the user, offering more information on the scheme along with statistics like the total number of items returned and the carbon emissions saved as a result.

But it can’t validate the transaction. That’s where the RFID tag comes in.

Radio Frequency Identification (RFID) uses electromagnetic fields to identify and track tagged items. It’s what triggers the alarms if you walk out of a shop with something expensive.

Re-universe isn’t concerned with shoplifters, but what they do want is to give their clients precise data on exactly where their reusable cups and containers are at all times.

“We have data reads at the point of sale and point of return,” said Rachel, “but also anywhere the client wants.

“So teams can see at any one point how many cups have been sold – how many have been returned, and where – or whether they’ve been washed and are now back on the shelf.”

The tags are provided by a manufacturer, but re-universe decides with the client how they want them coded up. The same goes for the containers.

It’s taken a fair bit of tweaking over the years to get both just right.

Ironing out the kinks

Back in 2022, re-universe ran a five-month pilot with Blenheim Palace, rolling out their reusable cups to mixed success.

“It was just reward-based,” Rachel recalled, “with no deposit or hold placed on the cup.

“Blenheim branded them in blue with their logo, but then they almost became collectibles and a lot of the cups went walkabouts.

“The beauty of working with Blenheim is that they’ve viewed that trial as a really great learning platform.”

Both parties came away better informed and ready to get the scheme working better.

They settled on a £2 deposit at the point of purchase, which would be as seamless as possible for the user – just a tap of a bank card, no mobile app or paper ticket necessary.

marketplace for others. to innovate.”

With a handful of successful projects now under their belts, re-universe can be confident in having a head start on any potential competitors.

They’ve proved at Blenheim that you can take a small-scale community approach to reuse, stationing multiple return points around the estate.

But what about a whole nation?

Having won the Innovation Challenge, the re-universe team are now back and forth between Oxfordshire and the Isle of Man, figuring out how best to implement their platform throughout the island – from coffee shops to big events like the annual TT races.

If you don’t provide accurate data, how can you measure success?

Fast forward and the estate is seeing return rates of up to 90 per cent. It’s managed to eliminate 500,000 single-use cups, saving 32 tonnes of carbon a year.

This ongoing work at Blenheim makes re-universe currently the only company in the UK with a live RFID reuse project.

But the team hopes it won’t be that way forever.

“We were pioneers in RFID technology,” said Rachel. “We believe in data. If you don’t provide accurate data, how can you measure success?

“And if you can’t keep the majority of reusable items in the system, you could say it’s worse than single use, because they’re just going missing.

“We want to be best in class, but we also want the industry as a whole to be able to learn from us. There’s room in the

In the meantime, they’re poised to welcome more investment into the company, which up to now has been bootstrapped by its founder Tony McGurk.

So have they been facing the same scale-up funding troubles as many of their green tech peers?

“I wouldn’t say we’ve found it particularly difficult,” said Rachel.

“People have been very engaged in the reuse market over the last couple of years. Globally, it’s going to be a £180 billion market by 2028.

“And we want to be global. Our vision is that no matter where you buy your items from, you can return them anywhere and you’ll be rewarded.

“It’s not just about a small coffee shop – it has to be a whole nation approach.”

THE SOUTH EAST IS LEADING THE WAY IN CLEAN POWER ...

The South East is leading the way in clean power, maybe not by volume, but there are a number of businesses in the region which have a few tricks up their sleeves and are poised to push the sector forward.

Over in Crawley, Naked Energy has developed a hybrid solar technology which generates both power and heat from a single collector.

Easy to install and fully modular, the company says its Virtu range delivers up to four times the carbon savings of traditional solar panels, having been installed at offices, apartments, leisure centres and more.

The big industry names are taking note.

This summer, Naked Energy closed a £17 million Series B funding round led by one of the UK’s biggest energy companies, E.ON, and backed by existing investor Barclays.

“Heat decarbonisation presents a huge economic opportunity,” said CEO Christophe Williams.

“With investment from such major industry players, we’re confident we can capitalise on this global shift and look forward to other like-minded investors joining us on our journey to change energy for good.”

Forget heating, what about cooling?

Sunswap, from Leatherhead in Surrey, has a unique proposition – the world’s first purpose-built solar-powered mobile refrigeration unit.

The zero-emission Endurance unit easily integrates with all types of trailer and can keep goods frozen for 24 hours on a single charge or chilled for two months.

Sunswap is currently trialling the technology with multiple commercial partners, including Dutch logistics giant TIP Group, while others like Bannister Transport have already adopted it into their fleets.

...

but where do we put it all ?

In terms of sheer manufacturing strength, China has the overwhelming lead in battery production, boasting around two-thirds of the world’s lithium-ion production capacity.

But a number of companies here in the South East are developing pioneering tech to make these batteries lighter, cheaper and longer lasting.

Among them is Nexeon, a spin-out from Imperial College London now based in Oxford.

While traditional Li-ion (lithium-ion) batteries contain graphite, Nexeon produces a silicon anode which can hold far more lithium ions within the same mass, providing 10 times the charge capacity.

In an electric vehicle, that means more space for more cells, and therefore faster charging. Plus, the company estimates its silicon material can help boost the range of a typical EV by between 20 and 40 per cent.

Since it was founded in 2006, Nexeon has raised a total of £224 million – some of which is currently being put towards construction of its first commercial production facility in South Korea.

It’s the “culmination of years of dedication and technical accomplishments”, according to its chief executive Scott Brown, and is due to begin production in 2025.

From batteries to fuel cells, Bramble Energy in Crawley has also enjoyed plenty of attention from investors, securing £35 million Series B funding in 2022 and landing a spot on Deloitte’s Fast 50 for quick-growing tech firms.

Bramble works to optimise the assembly of fuel cell stacks – towers of individual cells which generate clean electricity from chemical reactions, often between hydrogen and oxygen.

The team have developed a patented printed circuit board platform which they say will enable manufacturers to cut the production time of custom fuel cell stacks from over a year to just 30 days.

It’s already being deployed on projects like the HEIDI (Hydrogen electric integrated drivetrain initiative) hydrogen-powered double-decker bus, a project Bramble Energy is working on with engineering company Equipmake, automotive design company Aeristech and the University of Bath. The project is funded by the UK’s Advanced Propulsion Centre as part of the government’s Automotive Transformation Fund, but this tech has applications not only in automotive, but also marine and portable on-site power generation.

... and how do we make the most of it?

After all, green tech is as much about using energy efficiently as producing it sustainably.

Enter Reading’s measurable.energy, whose AI-driven plug sockets automatically identify and eliminate wasted small power in commercial buildings – that’s energy consumed by devices left on idle or standby, particularly overnight or on weekends.

Over the past year, the team have also added fused spurs to their product range. These work with power-hungry devices which require a fused connection, like boilers and pumps.

CEO Dan Williams says the technology can pay for itself within two years and cuts down on energy bills by at least 20 per cent.

Measurable.energy is relatively early on in its growth journey, having closed a £4.5 million Series A funding round last January. But the start-up has already enjoyed successful partnerships with the likes of Kier Group, the University of Reading, and most recently Morgan Sindall.

What about even earlier? Well, there’s powerQuad in Bordon, Hampshire, which has developed a ‘plug-and-play’ power system for use at events, film sets, construction sites – anywhere that requires clean, portable energy.

These units can store wind and solar energy from the grid at a low cost for release during expensive peak periods, all controllable via a mobile app.

They’re posited as a smart green battery alternative to diesel fuelled generators, and have been popping up everywhere from street markets to an eco-friendly light festival in Selborne this winter.

Nexeon battery technology

The Future of Solar specific requirement

In the heart of the Thames Valley, a new symbol of hope is taking root—the SolarBotanic™ Tree. This pioneering creation, embodying biomimicry and biophilic design principles, promises to revolutionise renewable energy while blending harmoniously with urban landscapes. As the world faces environmental challenges, the SolarBotanic™ Tree stands as a beacon of sustainable innovation and a testament to nature-inspired technology.

Inspiration from Nature through Biophilic Design and Biomimicry

At the core of the SolarBotanic™ Tree’s design is the concept of biomimicry, emulating nature’s functions and processes. The creators sought to replicate the form and function of natural trees. Each ‘leaf’ is crafted from photovoltaic material, efficiently converting solar energy into electricity. Biophilic design enhances the SolarBotanic™ Tree’s visual and psychological appeal. Rooted in the understanding that humans have an innate connection to nature, biophilic design integrates natural elements into built environments, enhancing mood and wellbeing. The organic form of the SolarBotanic™ Tree serves a functional purpose while creating a calming, refreshing atmosphere in urban spaces. This harmonious blend of form and function fosters and strengthens the bond between humans and their environment.

Creating the SolarBotanic™ Tree involved overcoming numerous challenges. Extensive research and

development, in collaboration with Brunel University London and the Advanced Manufacturing Research Centre, were crucial in balancing aesthetic appeal and functional performance. This thorough prototyping and testing process ensures the final product meets high standards of efficiency, durability, and safety, becoming a symbol of innovation and sustainability.

A Symbol of Hope and Sustainability

The SolarBotanic™ Tree stands as a powerful symbol of hope in the fight against climate change. Its ability to store excess energy in concealed batteries ensures a consistent power supply, even during low sunlight, showcasing its resilience and reliability. The visually pleasing, holistically integrated product offers renewable energy in places where it is otherwise not possible, such as public spaces or homes without suitable roofing. This innovative product is more than just a technological marvel; it is a call to action for businesses and residents to adopt sustainable practices.

The versatility of the SolarBotanic™ Tree

makes it an ideal addition to various settings. Its aesthetically pleasing design allows it to blend seamlessly into car parks, public spaces, and streets, enhancing the visual landscape. In urban settings, it can be used to power for example electric vehicle chargers, street lighting, and CCTV. Homeowners can integrate this technology into gardens and outdoor spaces, offering a sustainable solution for powering homes, reducing reliance on grid electricity and contributing to a more sustainable future.

A Vision for the Future

As the company prepares for manufacturing and implementation, its creators remain committed to promoting its adoption throughout the Thames Valley and beyond. By collaborating with partners and stakeholders, they aim to reduce carbon footprints and enhance urban and residential landscapes. The SolarBotanic™ Tree embodies a bold vision for the future of renewable energy, offering a beautiful, functional solution that strengthens the connection between humans and nature.

BRITAIN’S GREEN BELT? SOME OF IT IS A GREY AREA NOW

By Nicky Godding, Editor

What was green but is now grey? It’s not a riddle, it’s the government’s new definition for parts of Britain’s green belt which could be usefully redeployed for development

The new government wasted little time in announcing that some of Britain’s green belt should be released for development. This is the ring of countryside around cities about which much has been written and less understood, but has certainly kept some excessive urban sprawl at bay over the last few decades.

The move to tackle this sacred cow of town and country planning is a good thing say lots of people and organisations. Even the CPRE, the venerable countryside charity which campaigns on behalf of our green and pleasant land, has said that some parts of the country’s green belt could be successfully redeveloped without causing harm.

The green belt wasn’t designated to keep Britain picture-book pretty, and there’s not as much of it as people might think – just 12 per cent of land in England.

In the aftermath of the Second World War, a strapped-for-cash Britain needed to grow more of its own food, so preventing urban creep on to farming land was sensible, and providing a green space close to the outer limits of towns and cities was deemed beneficial to the public health.

Kate Wood, Director of Planning at property advisers Eddisons, says the requirement to review green belt land (covers a total of 6,326 square miles in England) is to be welcomed.

“Planning applications in the green belt are considered on the basis of whether they keep land open and in rural character. This, effectively, prevents most development,” she said.

It’s also worth noting that green belt designation is not about beautiful or special countryside, habitats or similar,

she adds. “There are other designations that cover those issues, such as National Landscapes (formerly known as AONBs – Areas of Outstanding Natural Beauty). Green belts’ only purpose is openness, prevention of sprawl and merging.

“Some exceptions are allowed on green belts, such as cemeteries, motorway service areas and affordable housing,” she explains. “Otherwise, it is necessary to demonstrate ‘Very Special Circumstances’ (VSCs) to overcome the “harm” to the green belt from a proposed development. Even a dire need for housing is sometimes deemed insufficient to demonstrate VSCs.”

Against this background the government is promoting a new term – the “grey belt”.

Kate explains: “This describes sites that may previously have been developed on the green belt. Such sites can still be considered to have an open character,

Greenbelt development

Planning applications in the green belt are considered on the basis of whether they keep land open and in rural character. This, effectively, prevents most development

hence the need for government to define them specifically as exceptions to enable their development.”

Don’t get too excited though, this won’t be the answer to Britain’s housing crisis. Kate understands that a redefining of land to grey belt could only release up to three per cent of currently designated green belt land.

“But that could still provide development land for a few hundred thousand homes. It will all help,” she adds.

A redefinition of green belt land is a relatively quick way to free up land for housing development too, because the government isn’t changing planning laws, just the planning policy which can be done simply by a Ministerial Statement.

So the focus turns to the developers. More land for development is what they’ve been asking for, but such land carries its own challenges.

Kate explains: “Grey belt – or ‘ugly land’ as some are coining it, is not likely to be green fields, and may have old, possibly abandoned buildings on it. This means there may be site contamination or similar issues that won’t necessarily be straightforward or, crucially, financially viable for developers to overcome.

“There is a risk to affordable housing, this being often the first thing to be lost when the costs of development versus the potential profit don’t make the development worthwhile.

“Nobody is going to build a scheme for no profit – that’s simply business.

“But affordable housing is often needed most in areas within or surrounded by green belt because development has been stifled for so long that an area’s house prices are pushed up. While grey belt is a start, nobody should consider this as the whole answer to the national housing shortage.”

However, if the financials still do stack up for investors and developers, they’ll waste little time in sending in a planning application.

More planning applications need more planning officers

And therein lies another challenge. The acknowledged lack of planning officers.

But the new government is all over that too. It has plans to hire 300 more planning officers.

Kate, and many others in the planning and development sector, ask where they are going to come from. “If you look at the figures, that’s just under one planning officer per local authority, so it’s a pretty modest ambition – but even that’s likely to be a bit of a struggle. Recruiting planners is a problem because not enough are either qualified or in training, and it’s just not seen as an attractive career.”

She has a point there. Not many 16-year-

olds will go home to their parents saying they want to be a planning officer.

A career in planning needs to be explained better, says Kate.

“It also needs to be more transparent so that potential entrants can understand how much difference they can make to the built environment. Yes, it’s not like training to be an architect – which people understand and is seen to be a lucrative and desirable career but for which the training period takes many years. However planning can also be a rewarding career.”

Kate points out that many councils do work hard to engage local communities in planning issues. “But regretfully most people only get involved in planning issues when they feel their own properties or livelihoods are being threatened.”

While Kate welcomes the new government’s prompt actions, both on releasing green belt where appropriate and acknowledging the issues around planning officer recruitment, it’s just scratching the surface of the problem.

She points out that there is still a need for fundamental overhaul of the planning system. “It’s not simply about making it less bureaucratic or speeding up planning, although both of those things would help. It’s about looking at everything around it. No one has the answer yet, but the government has demonstrated its commitment and planning is now a topic of discussion, so watch this space.”

Kate Wood

OXFORD TRUST SUBMITS PLANS FOR NEW START-UP LABORATORY SPACE IN HEADINGTON

The Oxford Trust has submitted plans to Oxford City Council to build additional laboratory and office grow-on space for science and tech start-ups at its Wood Centre for Innovation in Headington.

The Aspen Building, named after the Trust’s late founder Sir Martin Wood’s favourite tree, has been designed in response to the increased demand for grow-on laboratory space in Oxford, particularly within the globally significant Headington Science Cluster.

The proposed building will total 12,926 sq ft to provide flexible laboratory and office space. The building will also include a new STEM resources and preparation room, allowing the Trust to support the increased demand for its outreach to schools across Oxfordshire and Buckinghamshire, as well as local communities, and further the impact of its Science Oxford education programme.

The Wood Centre for Innovation opened in 2019 and is also the Trust’s HQ. It offers 14,961 sq ft of laboratory and workspace across two floors and is home to pioneering science and technology companies, Barclays Eagle Lab incubator and Oxford Hospital Charity which together

employ 191 people. These companies include DJS Antibodies, PicturaBio, Helio Display Materials, RedShiftBio, Jack Fertility, Samsara Therapeutics, Lumai and Spintex.

The Wood Centre for Innovation sits next to the Trust’s Science Oxford Centre, which is the UK’s first indoor-outdoor hands-on science education centre for primary-aged children.

Under the Trust’s charitable business model, the funds generated from leasing the laboratory and office space will be reinvested in its innovation and STEM education and engagement programmes.

Steve Burgess, Chief Executive Officer at The Oxford Trust said: “This multimillion pound investment funded by the Trust underlines our commitment to the Headington Science Cluster.

“The Aspen Building will mean we can continue expanding our support of science and tech start-ups by providing high-quality R&D lab and office space for grow-on companies to further scientific research and discovery, create local jobs, and contribute to Oxfordshire’s impressive wider innovation ecosystem.

Planning granted for £27m urban logistics scheme near Horsham

A former Sony logistics hub near Horsham in West Sussex is poised to become a 103,000 sq ft logistics scheme with a projected gross development value of around £27 million.

Chancerygate has been granted planning permission to speculatively build seven units ranging from 8,325 sq ft to 33,940 sq ft on the 4.59 acre site called Audio Park.

The scheme sits on the Southwater Business Park close to the A24 between Crawley and Worthing.

“There is strong demand for sustainable, Grade A urban logistics units in Horsham and the wider Sussex region,” said Chancerygate development director Matthew Young.

“Much of the existing urban logistics stock in mid-Sussex is second-hand with low sustainability credentials and is only available on a leasehold basis. We have already seen strong interest in the scheme and anticipate this will only further grow now planning has been granted,” he added.

Neighbouring occupiers to the scheme include British audio technology developers Bowers & Wilkins.

New air ambulance centre plans approved at Southampton Airport

Proposals to bring Hampshire Air Ambulance’s crew and charity staff under one roof near Southampton Airport have been approved.

Eastleigh planning officials approved plans for a purpose-built helipad, hangar doors and a refit to the building’s interior.

The charity’s clinical operations are currently based at Thruxton, Andover on the north-west edge of the county – a considerable distance from the majority of its missions.

The move will allow its teams to be refuelled, restocked and ready to respond to the next emergency call-out quicker,

Richard Corbett, Hampshire and Isle of Wight Air Ambulance CEO, said: “We are extremely pleased to have gained approval from Eastleigh Borough Council. We thank everyone who has provided input and feedback to our application, none more so than the swathe of people in our community who submitted overwhelmingly positive feedback not just for this relocation, but for our service as a whole.

“This move will undoubtedly allow us to save more lives, more regularly. Every decision we make as a charity is with the outcomes of our patients at its heart – and this move typifies that.”

Work under way on £15 million new college centre in Crawley

Work has begun on the new Sussex and Surrey Institute of Technology (SSIoT) centre at Crawley College.

The £15 million centre is the first phase of the wider master plan that enables the development of the College Road site and supports the regeneration of the town centre.

Property consultancy Vail Williams was appointed by long-standing client Chichester College Group to secure planning permission for the new centre.

It will sit to the south of the campus, next to the STEM Centre, which opened in 2020 and follows approval in 2022 of a masterplan for the wider site through partnership working, which will regenerate the predominantly 1960s-70s campus.

The building is set to open to students in next autumn.

Vail Williams worked alongside Bond Bryan Architects, construction consultants Ward Williams Associates and Amiri

Hall & Woodhouse begins new pub build at Crowthorne

Hall & Woodhouse has begun construction of its multi-million pound restaurant and bar, due to open in Crowthorne, Berkshire, early next year.

The independent family-owned Dorset brewer is building a twostorey restaurant and bar for up to 150 seated covers.

H&W Crowthorne will be a gateway building to the new residential estate, Buckler’s Park, near to Buckler’s Forest, a 102-hectare Forestry Commission site.

Mark James, Property Director of Hall & Woodhouse, explained: “At Hall & Woodhouse we are driven by innovation and our aim is to create a building of real quality. We are passionate about providing a warm, welcoming offering that reflects the local environment and its heritage.

“Similar to our plans for the building’s exterior, the restaurant’s décor will take inspiration from its surroundings. Guests can expect to see plenty of green throughout the building. We will have lots of plants, stylistic artwork, colourful soft furnishings, and exposed brick walls. Hall & Woodhouse Crowthorne will have a contemporary style, but with a warm feel and lots of colour and character.”

The building will have a steel structure with a mixture of brick, timber panelling and glazing that complements the locality.

Construction, in consultation with Crawley Borough Council, in developing the project which helps regenerate the existing campus.

Vail Williams Gatwick regional managing partner Suzanne Holloway said: “We are delighted to have secured such an amazing educational opportunity in this unique, bespoke building which will provide future skills for students from Crawley and the wider region.”

CGI of the new Institute at Crawley College

The future of f ice is here –Technology in contemporary of f ice design

It’s plain to see that technology, especially artificial intelligence, is advancing at a rapid rate, but how is it impacting office design? Today, we’re exploring the ways in which technology and AI are influencing contemporary office design, and how both employers and designers can use it to their advantage in 2024 and beyond.

Space optimisation

Technology can be implemented at the earliest stages of design, aiding the space planning process by analysing how an existing office is being used. Sensors and smart technology can be used to monitor how employees are using their space, collecting data on how many meeting rooms get used and at what times, if there are spaces staff gravitate to the most or spaces that aren’t being used at all. Areas that aren’t being utilised can then be repurposed to better suit the needs of the business, which not only results in a bespoke, optimised space plan, but can also reduce the energy previously being wasted through heating and lighting empty rooms. AI can be a great assistance here by analysing and reporting the huge amount of data received during this process, making it a more efficient option for designers.

AI and Virtual Reality

Virtual reality can be used in Cat A spaces to sell the future Cat B

space before any construction gets underway. By creating VR visualisations of Cat B designs, prospective tenants can immerse themselves in their future space, get a better understanding of how the design will appear and function in real life, and explore how different furniture options or finishes would look – making the design process even more engaging and memorable. This is also an environmentally conscious practice, allowing customers to try out multiple designs, materials, and furnishings without any product waste.

Designers can also use AI to suggest optimal layouts according to people flow, sun position and workspace requirements on any given day, as well as specific scenarios that a company might need to consider. What if the business grows three-fold in a year? What if our clients want us on site every Tuesday? What if we hold a monthly group hug? AI can then generate test fits and virtual reality simulations of

the office layout – and umpteen future adaptations – before construction begins.

One thing that AI can’t encapsulate is an individual designer’s creativity, emotions, and life experiences, so it’s down to the designer to guide AI with detailed prompts. With the right key words and level of detail, designers can use AI programmes to generate hundreds of 2D or 3D visuals that will continue to get better in quality as the technology advances. Although these might not be the final visuals that designers end up working with, they can be used to create a wider range of ideas that designers can pull from to create bespoke designs, or to further develop the design concept with the customer. The more advanced AI becomes, the stronger tool it becomes within architectural and interior design – we can only imagine the possibilities that could become a reality in the near future, considering the leaps and bounds AI has advanced by in just the last 5 years.

Green technology

As well as aiding the creative process, specialised AI and green technology has been developed to guide environmentally conscious office design and help companies reach their carbon or sustainability goals. Intelligent carbon reduction tools such as CarboniCa allow project teams and clients to track and visualise the carbon footprint of a building throughout its entire lifecycle, including embodied and operational carbon. Developed by Morgan Sindall Construction, CarboniCa highlights elements of a building that will result in higher carbon emissions and can suggest alternative materials to reduce carbon emissions during the design and construction phase. This allows project teams and customers to make data-driven, responsible decisions, creating carbon savings for customers and construction companies alike.

Incorporating AI into designs can also contribute to a company’s continued sustainability efforts once moved into their new space. By monitoring the use of different meeting rooms and areas of the office, AI can optimise heating and air-conditioning in different rooms depending on occupancy, local weather and usage patterns, reducing energy waste. Similarly, this can be used with lighting, where systems can adjust brightness depending on the level of natural light, automatically turn off lights when rooms aren’t in use, and predict when different light settings are

needed according to previous activity. Why illuminate the whole building on an almost-empty Friday? As AI in buildings will be lowering operational energy, spaces are able to operate both efficiently and sustainably. As well as being environmentally conscious, these AI systems can be of great use when considering wellbeing and neurodiversity, as employees are able to tailor their user experience to their personal needs and preferences. Other touches such as smart wastesorting bins can also improve recycling processes by accurately sorting waste and reducing cross contamination.

Foresight and flexibility

Last but not least, prioritising AI within office design allows for continuous improvement and futureproofing. Intelligent tech can provide a constant cost analysis of office usage – staff movement, weekly activity, and seasonal trends, for example – and look at these in relation to energy consumption, market forecasts and supplier quotes, identifying both costsaving opportunities and ways to adapt the space for now and projected growth.

AI can also predict when office facilities need an update or maintenance check and schedule these tasks accordingly. Similarly, AI programmes can oversee inventory management, monitoring office supplies and predicting usage to minimise over-ordering and reduce waste. In terms of security, AI can use

biometrics to control both physical and data access. It could even use voice and face recognition to monitor the emotional health and wellbeing of staff, and potentially adjust environmental factors to boost mood and productivity.

For many companies, the office space has languished for decades beyond its shelf life, failing to attract the talented people who are seeking out the smart office. The next generation of workers expect AI in the workplace; they’ve never known life without high-speed wi-fi and the comforts of instant tech. What’s more, they’ve graduated from universities that set the facilities bar extremely high, and a basic office won’t stand a chance against prospective competitors. It’s for this reason that AI and the latest tech should not be underestimated by employers, especially when it comes to attracting and retaining the next generation of talented workers.

The future office is here Ultimately, advanced technology and AI is not just a nice-to-have. For employers wanting to stay competitive, it’s a must-do-soon to stand any chance in attaining and retaining the best talent, in addition to maintaining an optimised, flexible, and sustainable office space for years to come. For designers, it’s a tool not to be overlooked, enhancing every stage of the design process from space planning to concept design, to making environmentally conscious, data-driven decisions that reduce the industry’s carbon emissions one project at a time.

CAN THE CARE SECTOR MEET FAST-RISING DEMAND?

More care homes are needed to meet demand. But can the care sector cope?

Participants

Moderator

Nicky Godding, Editor, The Business Magazine

Graeme Black, Partner in the Private Wealth and Inheritance Team at Herrington Carmichael

Mark Chapman, Partner in the Commercial Regulatory team at Herrington Carmichael

Jane Connery, founder and director, Care Campaign for the Vulnerable (CCFTV)

Katrina Douglas, CEO, Oxlabs

Liz Hailey, Partner and Head of Real Estate at Herrington Carmichael

Richard Henshaw, Head of Healthcare for alternative lender ThinCats

Matthew Lea, Partner specialising in technology and healthcare at Herrington Carmichael

Melissa McGee, Managing Director of architecture practice Carless + Adams

Brijesh Patel, Managing Director for care home operator DMP Healthcare

Paul Robinson, Corporate Director, Metro Bank

Usof Shah, Senior Solicitor in the immigration team at Herrington Carmichael

Ravi Sodha, Director at care home operator ACI Care

People are living longer than ever before. And that’s a good thing – but it also means that more care homes are needed to cater for a rising ageing population.

There are around 16,700 care homes in the UK, around 70 per cent of them residential, according to Care Home UK, with nearly half a million people living in them.

The job of overseeing the sector has, since 2009, fallen to the Care Quality Commission (CQC), established by government to regulate and inspect health and social care providers in England.

But this regulatory body is itself in trouble. In May the government said it would undertake a review of operational effectiveness of the CQC. And when even the staff don’t rate the organisation they work for, and the CEO steps down suddenly, you know things need to change.

Jo Whittle, The Business Magazine, Matthew Lea, Jane Connery, Nicky Godding, Melissa McGee, Paul Robinson, Ravi Sodha, Brijesh Patel, Mark Chapman, Richard Henshaw, Usof Shah, Liz Hailey, Graeme Black and Katrina Douglas

The effectiveness of the CQC was a major talking point at The Business Magazine’s round table on the care sector held at law firm Herrington Carmichael’s Farnborough offices.

In November 2023 the CQC began to roll out the Single Assessment Framework to help simplify and improve the care home assessment process.

Mark Chapman, Partner in the Commercial Regulatory team at Herrington Carmichael, said: “Staff feedback in a CQC survey from earlier this year, didn’t make for positive reading.

“It’s not achieving what it set out to achieve. Among other things, care home operators are concerned that new ratings are affected by poor scores carried over from previous inspections which don’t fairly reflect improvements made. What really needs to happen is that CQC reviews should be more frequent.

“The feedback I get from the sector is that there are fewer on-site visits.”

Ravi Sodha, director at ACI Care which owns and operates four care homes across the South Coast and Midlands, expressed his frustration.

“The CQC seems to be in a constant state of reorganisation,” he said.

“The Single Assessment Framework was supposed to be quick and nimble, but a home can wait years for a reassessment. And there will be homes that are no longer adequate but are still rated ‘good’ or ‘outstanding’ because they were when inspected years ago. And some

which are still rated ‘inadequate’ or ‘requires improvement’ have received major improvements and must wait 12-24 months to receive a CQC visit to upgrade their rating.”

A positive CQC assessment gives confidence to residents, their families and care home staff who feel a sense of pride in their place of work.

Brijesh Patel, Managing Director for DMP Healthcare, which operates 10 care homes in and around London, said: “A poor rating affects morale and the care home’s reputation. And there are further ramifications. It can impact on the ability of a care home operator to raise finance to make further improvements or expand.

“We’re a relatively large care home group and can absorb the cost of improvements, but for small operators who may only have one or two care homes, it can be a big issue because having invested

in improvements, without an updated CQC rating they could struggle to attract private fee-payers and have to rely on local authorities to keep up occupancy levels.”

Jane Connery is founder and director for Care Campaign for the Vulnerable (CCFTV), which supports families and care home residents – particularly those with dementia. “The CQC’s outdated ratings don’t always reflect the day-to-day running of a care service,” she said. “I’ve visited ones with an outstanding rating but have safeguarding issues, and ones which the CQC have previously said require improvement but are well run. The CQC is reactive, not proactive as it should be.”

Richard Henshaw, Head of Healthcare for alternative lender ThinCats said that lenders into the sector are well aware of CQC shortcomings. “I have to judge the competency of the operator, and part of that judgement will be based on a home’s ratings.

“If I’m looking at a transaction on a home that was last inspected in 2019 which then required improvement, how can I assess it? If it’s full and the local authority don’t have a problem with it, then we take that into account.”

Brijesh added: “Our local authorities visit regularly and are probably better at regulating care operators than the regulators themselves, because they’re part of the local community and know whether a care home is good or not.”

Mark Chapman, Herrington Carmichael, Melissa McGee, Carless + Adams, Graeme Black, Herrington Carmichael

Ravi Sodha, ACI Care, Matthew Lea, Herrington Carmichael, Katrina Douglas, OxLabs

Using

technology

to keep older people at home safely for longer

Care homes aren’t the only solution for our ageing population. Many people want to remain in their homes, but can this be done safely?

Yes, says Katrina Douglas, CEO of Oxlabs which is developing an in-home monitoring system to safeguard the wellbeing of the elderly, enabling them to stay in their homes for longer.

But what are the ethical and privacy issues around using technology to monitor people in their homes?

“Our product, “habita™”, sits in the home and monitors the environment for a period

of a few weeks, including heat, light, sound, movement and so on. It essentially learns the habits of the individual and their environment and can give two alerts –emergency and wellbeing,” she explained.

“If anything has changed – maybe no movement has been detected for a while, or the temperature’s changed, the family are alerted and can check in.

“We are totally transparent about what data we collect, how and where it’s used and stored so that it remains private. The data we collect is completely anonymised and cannot be attributed to any individual. We compress and encrypt all data on the habitaHub before transmitting it to the cloud for processing.”

This 24/7 monitoring could be seen as controversial, but Katrina points out that

It also gives carers comfort and protects them because there can be abuse from residents to staff

habita™ does not use cameras. It uses AI to learn and build a profile of the user’s daily activity and lifestyle.

However, such individual monitoring can’t be done in a care home. Working on behalf of vulnerable adults in homes, Jane does see the need for video monitoring –from bitter personal experience.

“My mother had dementia and was abused in a care home, so this is a personal journey for me. It’s not just about installing a camera, but about working with experts. We partner with Care Protect, a safety and monitoring company that uses cameras which support care providers to help deliver consistent high-quality health and social care.

“It’s not a spying tool, it’s there to support carers as well as residents.”

Graeme Black, Partner in the Private Wealth and Inheritance Team at Herrington Carmichael agreed that video monitoring works for both parties. “Video monitoring can help families monitor the care their relative is receiving.

“It also gives carers comfort and protects them because there can be abuse from residents to staff.

“I also look at social services reports on a care home on behalf of clients which often gives more up to date and relevant information than an CQC report.”

Brijesh has been using CCTV in his homes for more than a decade. “The staff know

Katrina Douglas, Oxlabs, Mark Chapman, Herrington Carmichael

Graeme Black, Herrington Carmichael, Jane Connery, CCFTV

it’s there and feel comfortable with it.

More recently the CQC has instigated a formal process that a care home must follow before it can be installed, and that’s probably a good thing.

The challenges of staffing a care home

Attracting good quality care home staff has long been a challenge for operators. And things got more complicated after Brexit. Since March this year only employers registered with the CQC can sponsor care workers in England, who can no longer bring their dependents with them.

Usof Shah is a Senior Solicitor at Herrington Carmichael working with the immigration team.

He said: “This presents a significant

challenge for care operators, who depend heavily on migrant workers to fill many of these roles. They now face the dual challenges of increased salary demands to qualify for skilled worker visas and the need to persuade migrant workers to relocate to the UK without their dependents.”

Interestingly, some care homes have found other solutions to their staffing problems. Brijesh and Ravi both highlighted the fact that some people furloughed during Covid moved to work in the care sector, and some nurses who felt burned out in the NHS have pivoted to working in nursing homes. The pay can be better and the hours not so long.

Lower UK job growth is also likely to benefit the care sector. “With fewer jobs available, there will always be jobs in care,” added Ravi. “And it’s not just in a front-line work. There are many other jobs in this

sector – management, housekeeping, working as a chef.”

Brijesh added: “Where we used to really struggle to recruit good quality chefs, with so many pubs and restaurants closing, it’s got easier. And from a chef’s point of view, they enjoy much better hours, giving them an improved work/life balance.”

There are good career opportunities for those who want to seize them, added Ravi.

“We are happy to sponsor workers from overseas and some of them are exceptional. For example, in my experience Filipinos in particular are hardworking and really, really want to deliver good quality of care.”

Jayne agreed the importance of employing quality staff: “My worry is that care homes need to use a reputable agency.”

Brijesh added: “We’re now recruiting small clusters of people, three or four at a time, so that we can support them with accommodation, travel needs and integration in the first months after their arrival.”

Usof warned that care homes must ensure compliance with their licence when recruiting overseas workers. “With the Home Office making more visits to care homes, it’s important they maintain a high level of compliance because licences can be revoked. This would impact a care home’s ability to sponsor migrant workers and potentially lead to the curtailment of existing sponsored workers’ visas,” he said.

Usaf Shah, Herrington Carmichael, Nicky Godding, The Business Magazine

Brijesh Patel, DMP Healthcare, Liz Hailey, Herrington Carmichael, Paul Robinson Metro Bank

Can technology reduce costs and free up more frontline nursing staff?

Herrington Carmichael’s Matthew Lea considered whether deploying tech monitoring equipment could safely reduce a care home’s running costs.

“With running costs high, should care homes be looking at rolling out technology which could free up nurses and care home staff to spend more time interacting with residents?

“I have worked with care homes which have adopted some diagnostic

technologies. These can be safely used by a senior healthcare assistant rather than a nurse, who can then work elsewhere in the home.”

Ravi warned that the CQC might not allow this. “They are often fixated on numbers of people rather than need.

“The other issue is the investment cost needed to buy and roll out the right technology, which many care homes don’t have.”

Melissa McGee is Managing Director of Carless + Adams, an architectural practice that solely specialises in the design of care homes, dementia care homes and

integrated retirement communities. She warned about taking the human element out of caring.

“Technology shouldn’t replace people. Yes, it can be more efficient – for example, selfscanning is more efficient in supermarkets, but some shoppers will always choose to chat with the person in the kiosk.

“There are some parts of care that can be improved by using the right technology which prioritises people’s dignity and wellbeing.

“For instance, there’s software that can detect someone getting out of bed a minute before they wake. It’s about being proactive, not reactive. Fundamentally care is a distress purchase. Our biggest battle is to switch that and make it a positive choice so that someone can continue to live the life they want with the right support around them, whether that’s human or technology.”

Old buildings and the need to build more care homes

Many care homes are in old buildings, which have been adapted with varying degrees of success.

Half of the bedrooms in current care home stock don’t have wet rooms or even a sink. But the CQC has a problem – if it closes a home down then there’s nowhere for the residents to go.

Nicky Godding, The Business Magazine, Richard Henshaw, Thin Cats, Brijesh Patel, DMP Healthcare, Liz Hailey, Herrington Carmichael

Melissa McGee, Carless + Adams

Melissa said: “Last year the government was striving for 50,000 new care beds. The sector was only able to deliver 8,000.”

Liz Hailey, Partner and Head of Real Estate at Herrington Carmichael, said the UK has the oldest stock of care homes in Europe, and the government has no real solution to that.

“Last September the government indicated that it would withdraw the requirements for some of the energy improvements it had demanded, but this will only be a temporary fix. Older people are rightly more demanding than they used to be and expect good facilities.”

There is funding for new care homes, but it comes at a cost to residents. To make a new care home financially viable, operators may face doubling the fees –which will then make it out of reach of many but the most wealthy.

Paul Robinson, Corporate Director in Metro Bank’s Healthcare Division,

said: “We are funding new care homes. These tend to be being built by existing operators adding more to their portfolios. As a lender, we look at the debt serviceability from their existing homes while they are building a new one. And yes, it is a challenge.”

Ultimately, for all round table participants, successful later life living is about choice.

Melissa added: “Regardless of wealth, everyone should have a choice in whatever they do, and that includes care. There is great luxury care, and the local authorities will support those on minimum income. But, at the moment, the middle market for care homes just isn’t catered for.”

Developers want to build where the private money is, where land is expensive and construction workers more difficult to find.

Ravi said: “I know some people who’ve bought land and secured planning for a care home but can’t get anyone to build it because it’s too expensive.”

Liz added: “And it can take so long to get planning permission that in the intervening period local demand changes and a developer will apply for change of use to build residential.”

Richard concurred with this: “Few lenders will look at small elderly care homes anymore, because there’s just no margin of safety. One of our considerations is of longevity of asset – will the asset still be there in 20 years when the loan ends.”

Matthew added: “These are private businesses and if an asset can’t be funded, it won’t be bought or built.”

But each lending opportunity should be looked on by its own particular merits.

Paul said: “We have lent to a first-time buyer on a 22-bed care home. While he hadn’t got experience in the sector, he had lots of business experience and was prepared to put plenty of equity into it. The home had been running for a long time with an experienced manager in place who was prepared to stay.”

We celebrate entrepreneurs from across the region who are making a difference

By Sam Pither, Reporter

TENENTREPRENEURS 10 COOL

What makes an entrepreneur? Is it a brain the size of Mars? A Del Boy Trotter desire to be a millionaire by this time next year? The fervent desire to leave the world a better place than they found it? Who knows.

Perhaps our cool entrepreneurs would say it’s all of these things. Whoever discovers the essence of what makes an entrepreneur will certainly make themselve a few bob. In the meantime, We celebrate some regional entrepreneurs and hope you find them as inspiring as we do.

Dr. Agnieszka Janeczek, Renovos

Dr. Agnieszka Janeczek, Co-Founder and CEO of Renovos, holds a PhD in Biomedicine and an MSc in Medical Biotechnology.

With more than a decade of expertise in regenerative medicine, including stem cells and nanomaterials, she leads Renovos in developing innovative medical technologies like the RENOVITE® nanoclay gel for tissue regeneration.

Supported by Innovate UK and Southampton Science Park, she focuses on business development and commercialising novel medical solutions.

TEN

Sarah Jordan is the co-founder of Y.O.U Underwear, an ethical fashion brand based in Oxford. She has more than 20 years of experience in the digital and business sectors, including roles at Oxford University Press and Oxfam,

Sarah was inspired by her volunteer work in Uganda to address the lack of basic necessities. Y.O.U Underwear operates on a buy-one-give-two model, donating two pairs for every pair sold. The brand uses 100 per cent organic cotton.

Y.O.U Underwear became the UK’s topscoring B Corp in 2022, reflecting its commitment to social and environmental responsibility.

Sarah Jordan, Y.O.U Underwear

1 0

David Burnet, Invidar

David Burnet is the Dorset-based founder and director of Invidar, a company which specialises in real-time 3D solutions and immersive technology.

He launched Invidar at the start of the COVID-19 pandemic and has worked on projects for recognisable brands including Samsung, Sony and Google.

A graduate of Bournemouth University, David has since employed other graduates from the university and regularly returns to share his experience with students through guest talks, online articles and podcasts.

Scott Stephens, Forth Engineering

Scott Stephens is the CEO of Forth Engineering, which provides building services engineering across various sectors, including education, healthcare and commercial industries. The company specialises in maintaining royal residences and preserving historic buildings, integrating advanced technologies to improve building performance.

Daniel Cleary, Gracelands Civil Engineering and Groundworks

Daniel Cleary is the CEO of Gracelands Civil Engineering and Groundworks, a regional contractor with more than 45 years experience. The company specialises in reinforced concrete frame buildings, civil engineering and groundworks.

Tom Gozney is the Founder and Designer of Gozney, known for creating innovative live-fire outdoor ovens. Tom’s journey began with a homemade pizza oven, which ignited his passion for outdoor cooking and led to the establishment of Gozney.

He designed products like the Roccbox and Dome to bring restaurant-quality cooking to homes. Tom’s vision focuses on combining traditional methods with advanced technology to revolutionise outdoor cooking, making high-performance ovens accessible to everyone.

Tom Gozney, Gozney

Dino and Gary Wadhwani are the co-founders of Craft Buddy, an arts and crafts company based in Chesham, Buckinghamshire.

Founded in 2011, Craft Buddy has grown significantly, exporting to more than 30 countries and securing licensing agreements with major brands like Disney and Marvel.

The company was awarded Owner-Managed Business of the Year at the Thames Valley SME Growth 100 awards. Craft Buddy’s innovative product lines, such as Crystal Art Buddies, and their presence on TV shopping platforms have contributed to their success and market presence.

ENTREPRENEURS

Dino and Gary Wadhwani, Craft Buddy

Dr Anna Vartapetiance, Securium

Guildford-based Dr Anna Vartapetiance is Co-founder and CEO of cyber intelligence company Securium.

The business uses content and conversation analysis to protect businesses and individuals online, aiming to prevent harm before it happens rather than identifying it afterwards.

Securium’s solutions are available on the ‘AI for Safer Children Initiative’ Global Hub, which helps law enforcement investigate child sexual abuse and exploitation.

Anna, a dyslexic tech entrepreneur from a mixed background, has won Innovate UK’s Women in Innovation Award.

ENTREPRENEURS

By 13, he had founded Towers Design, which grew into a successful marketing agency with more than 700 clients and 15 staff members.

Initially focusing on website creation, the company expanded into social media and digital marketing, working with brands like Amazon Echo and the NHS. In 2017, Ben executed a multi-million pound merger with Zest The Agency.

He now focuses on public speaking, consultancy and investments. Richard Branson has described him as one of the UK’s most exciting entrepreneurs.

Anthony Young is the CEO of Bridewell, a rapidly growing cybersecurity company he founded in 2013. Headquartered in Reading with offices around the UK, Bridewell opened a US office in 2022 to grow globally.

Currently employing just under 300 people, Bridewell specialises in protecting organisations operating within critical national infrastructure.

Bridewell says it holds the most NCSC assured services of any cyber security provider and is regarded as Microsoft’s number one CNI cyber security partner.

Bridewell offers all employees a £5,000 training budget and operates an academy to promote cybersecurity careers.

ENTREPRENEURS

Anthony Young, Bridewell

Ben Towers from Kent began his entrepreneurial journey at age 11, creating websites.

Ben Towers, Towers Design

Events Calendar 2024-25

We support and celebrate regional business: From start-ups to scale-ups, SMEs to large corporates and all the professional companies and people who support them.

Our regular, and growing events calendar throughout the year attracts hundreds of businesspeople to network, enjoy the region’s vibrant business community and identify opportunities for growth.

Our events are supported by this magazine, published bi-monthly, and our daily news website.

To get involved in The Business Magazine events programme, through participation, sponsorship – or if you just want to know more, please get in touch.

Jo Whittle

Operations Director

Jo.whittle@thebusinessmagazine.co.uk

Events team events@thebusinessmagazine.co.uk

SEPTEMBER 2024

South East Women in Property Roundtable and lunch

Date: September 17

Venue: Hotel du Vin, Brighton

South Coast Property meets Southampton International Boat Show and lunch

Date: September 17

Venue: Ennios Restaurant, Town Quay, Southampton

Supercharging tech growth in the UK’s Southern Regions Roundtable

Date: September 18

Venue: Herrington Carmichael, Farnborough Aerospace Business Park

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@TheBusinessMag @thebusinessmagazinegroup

SEPTEMBER 2024

Thames Valley Property Awards

Date: September 26

Venue: Ascot Racecourse

OCTOBER 2024

South Coast Tech and Innovation Awards

Date: October 3

Venue: Hilton Southampton, Utilita Bowl

Thames Valley 250 Private Dinner & Awards

Date: October

Venue: Easthampstead Park, Wokingham

NOVEMBER 2024

Thames Valley Deals Awards

Date: November 7

Venue: Select Car Leasing Stadium, Reading

Thames Valley HR Leadership Lunch

Date: November 13

Venue: The Roseate, Reading

Hampshire Business Awards

Date: November 21

Venue: Farnborough International Exhibition Centre

May 2025

South Coast Deals Awards

Date: May

Venue: Hilton at the Ageas Bowl

South East edition: Oxfordshire & Thames Valley Berkshire & Buckinghamshire Surrey, Kent & Sussex Solent & South Coast

Championing Regional Business

The region’s most influential B2B magazine, in print and online for news, features, interviews and business sector analysis.

2024 Print issues will be published in January, March, May, July, September and November

South West & West Midlands edition: Bristol & Bath, Gloucestershire, Worcestershire & Hereford, Coventry & Warwickshire, Swindon & North Wiltshire NEXT ISSUE: NOVEMBER 2024

Managing Director Richard Thompson richard.thompson@thebusinessmagazine.co.uk

Managing Editor Stephen Emerson stephen.emerson@thebusinessmagazine.co.uk

Operations Director Jo Whittle jo.whittle@thebusinessmagazine.co.uk

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Editorial

Print Editor Nicky Godding nicky.godding@thebusinessmagazine.co.uk

Research & Rankings

Researcher Laura Clarke laura.clarke@thebusinessmagazine.co.uk

Events

Events Executive Lauren McCarron lauren.mccarron@thebusinessmagazine.co.uk

Events Executive Kimberley McLean kimberley.mclean@thebusinessmagazine.co.uk

Marketing

Digital Marketing Scott Whittle scott.whittle@thebusinessmagazine.co.uk

Commercial

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