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WINTER 2015 Made in China High Sheriff of Suffolk IoD the New Suffolk Chair Suffolk Community Foundation The Last Word: Raedwald

G I V I N G James Buckle breaks the cycle



In researching this issue, focussing on giving, one figure stands out: 78%. 78% of all money raised in Suffolk goes out of the county to be distributed to causes that our community won’t directly benefit from.


Of course you can give where you like but charity often begins at home and home is a part of the community.

6 The Bildeston Crown

2 GIVING James Buckle breaks the cycle

7 Shareholder Agreements 9 Made in China

I am pleased that Suffolk Director can share the important message the High Sheriff and Suffolk Community Foundation have to give. I do hope you will be as engaged as I am and find the content of this winter issue of much interest.

10 Meet our High Sheriff

Through IoD Suffolk, Suffolk Director looks forward to forging a close giving relationship with Suffolk Community Foundation.

15 IoD Suffolk New Chair

Wishing you all a restful Christmas and prosperous New Year. Jonathan Tilston Publisher

13 IoD Suffolk 16 Over and Out 18 Concertus 20 IoD Calendar

What an exciting adventure putting this Winter issue together. Bittersweet. An absolute pleasure meeting James Buckle and Judith Shallow, a former High Sheriff and our current High Sheriff both extraordinary people willing to give their time and more to our Suffolk Community. The year of High Sheriff is about constant giving, a year of unpaid service caring for others. The conversations were emotional and unexpected. The year of High Sheriff opens your eyes to a Suffolk most of us don’t know exists. Both James and Judith led me to Tim Holder and the Suffolk Community Foundation. Tim and team are super human and The Foundation is an extraordinary place that we all need to know about. Then we can all practise intelligent giving: voluntary or monetary.

21 Suffolk Community Foundation 23 Giving with Understanding 24 Opening the Equity Economy 25 Balance 26 Jaguar 28 Opening a Restaurant 29 Planning 30 Directors’ Insurance 31 Books 32 The Last Word Raedwald

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IoD Suffolk Committee Carrie Bendall

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James Buckle A farmer and businessman with a passion for all things Suffolk: the land and its people



James employs around 250 people in rural Suffolk. He is a director of several commercial businesses involved in shredding, recycling, composting and anaerobic digestion as well as being the owner of Boyton Hall Equine Centre, The Lindsey Rose and the award-winning Bildeston Crown. James is Chairman of Suffolk Community Foundation, a Trustee of the East Anglian Air Ambulance, Chairman of The Porch Project and was High Sheriff of Suffolk 2009 - 2010. James arrived in Suffolk via Essex when his parents bought a dairy farm in 1973. He spent his early career hedging his bets by studying agricultural business management but started insurance qualifications at the same time. James’s father was a chartered loss adjuster and when he sold his business in the 80s, the insurance world faded out for James and farming in Suffolk took centre stage.

it has plenty of riches and richness to offer. Where else would you rather be? But it is these very riches that mask a hidden Suffolk. You add Suffolk wealth with Suffolk poverty and you get an average that hides the true picture. Averages make real issues disappear to those responsible for distributing funds at a national level either in Government or in national charitable organisations. Suffolk is OK according to the figures. But it truly isn’t. Not to those facing some kind of deprivation, every day of their lives. Hidden Suffolk was revealed to James in his year long tenure as High Sheriff and which began with a bit of a surprise in 2009. Normally you know you will be High Sheriff three years in advance but for James it began straightaway due to the unavailability of others.

Now James describes his interests in three parts: farming and caring for the environment and generating a profit with which he can make other things happen; helping create a vibrant place to live and giving opportunities to others; and, caring for the community, watching out for the more vulnerable in society.

The Office of High Sheriff is an independent non-political Royal appointment for a single year. The origins of the Office date back to Saxon times, when the ‘Shire Reeve’ was responsible to the king for the maintenance of law and order within the shire and for the collection and return of taxes due to the Crown. Today, there are 55 High Sheriffs serving the counties of England and Wales each year.

It’s this last piece that touches James’ heart more than anything. Suffolk is a beautiful place to live;

Whilst tax collection is now the responsibility of HMRC, supporting the Crown and the judiciary

James Buckle with Hayley and Chris Lee at The Bildeston Crown 3 | SUFFOLK DIRECTOR WINTER 2015


remains a central element of the High Sheriff role today. High Sheriffs also actively lend support to crime prevention agencies, the emergency services and to the voluntary sector. In recent years High Sheriffs in many parts of England and Wales have been particularly active in encouraging crime reduction initiatives, especially amongst young people. Many High Sheriffs also assist Community Foundations and local charities working with vulnerable and other people both in endorsing and helping to raise the profile of their valuable work. High Sheriffs receive no remuneration or money from the public purse. They are expected to be entirely self funding. It was during his time as High Sheriff, James started to discover some of the mind blowing and heart wrenching things going on around all our Suffolk corners. Parts of Suffolk that James didn’t know existed, opened up and started to take him down different avenues and offering what he calls ‘light bulb moments’ For example a day in court watching young offenders come and go would trigger various 4 | SUFFOLK DIRECTOR WINTER 2015

thought processes. What brought young offenders to court in the first place; if there were two young offenders they couldn’t be held in the same prison, one might be nearby and one would be miles away on the edge of reasonable transport times; missing meal times and access to health and hygiene necessities. What’s the hope for a young and small offender? Then there were times out with the police, visiting scenes of domestic violence between 10pm and 4am. Parents are removed from homes, what happens to the children. Who deals with them in a highly emotional state. There is a 24/7 fast team just waiting for such occurrences, homes and hostels with trained people but how is it all funded? And then James discovered four streets in Hadleigh can be classified as the 16th most deprived in Europe with 134 full time carers under the age of 16 looking after parents who are not disabled but abusing alcohol or drugs; children who can’t go to school, families who don’t work and have little or no money. It’s easy to see how the downward spiral begins.


Breaking the cycle

Community foundation

What is clear is how fragile everything is. How quickly life can change and how quickly the journey can be from doing ok to being destitute. For James it’s now important that the focus is on everyone working together in the community towards a common goal; providing joined up thinking that helps break the downward cycle. Helping the young stay out of trouble equipping them with enough resilience to make their journey in life a happier one.

It was during his time as High Sheriff that James discovered Suffolk Community Foundation: “An incredible organisation that helps guide funding to the frontline where it is needed.” Not a fund raising organisation but a collector and manager of funds, helping unite donors with causes close to their hearts and their community.

The Porch Project The Very Reverend Martin Thrower, Dean of Hadleigh, started the Hadleigh Porch Project in 2009. James is Chairman of the trustees.

Now as Suffolk Community Foundation’s chairman, James has ambitious targets to unite charitable givers in Suffolk. Not just givers of money but volunteers too. He firmly believes that when you pool with others it has a much, much greater impact.

James invites you to join the Suffolk 100 Club 100 the target number of leading individuals and businesses committing to support the small, grassroots community organisations working hard to improve the quality of life for people across the county; and £1,000 the targeted donation from these organisations for three years. With 54 indivisuals and 10 business members so far, there is room for you or your business.

WHY? When the Dean arrived in Hadleigh he found 15 young people gathering in St Mary’s Church’s porch because they had nowhere else to go. Instead of asking them to move, he invited them into the church and offered them somewhere safe they could regularly meet and socialise. Now The Porch Project aims to support young people’s physical, mental, social, spiritual and educational well-being with youth workers and mentors working closely with a range of partner organisations and agencies to provide joined up and integrated support, if and when young people need it.

A staggering 78% of all charitable money raised in Suffolk leaves the county and doesn’t come back. Channelling your giving through the Suffolk Community Foundation will help target the places most at need in your local community. Without local support, things can only get worse. suffolkcf.org.uk/give/suffolk-100-club James Buckle 01473 602602

The Porch Project currently engages with over 250 young people between the ages of 11 and 20 in Hadleigh and the surrounding areas through its social activities, learning and support programmes, school visits and street work. 5 | SUFFOLK DIRECTOR WINTER 2015


The Bildeston Crown Previously head chef and manager in the 10 years to 2013, Chris and Hayley Lee have returned to The Bildeston Crown to run the business as their own An opportunity offered by farmer and businessman James Buckle and keenly accepted. James owns the building and it was James who first ignited Chris’s great passion for using local produce to make fantastic food. Originally a 15th century coaching inn The Bildeston Crown has been carefully renovated and nurtured to provide a comfortable, stylish and homely place to be. The best bit, Nedging Lamb from James own fields and the service provided by a happy and welcoming team.

The Bildeston Crown High Street Bildeston Suffolk IP7 7EB 01449 740510 thebildestoncrown.com



Shareholder Agreements – Owner Manager Protection Stephen Avila, Associate Solicitor at Birkett Long LLP, looks at the importance of the shareholders’ agreement in an owner managed company and what it means for owner managers Owner managers of a business wear many hats. As shareholders they own the business but it is in their capacity as business manager (director) that they run the business. Many owner managed businesses have more than one shareholder who will rely on the director to run the business for the benefit of them all. When setting up an owner managed business with multiple shareholders the ‘what if’ considerations such as, ‘what if we fall out’ are often pushed to the side, and in many instances get little or no consideration. In not considering such possibilities shareholders lose an opportunity to protect themselves, and the business, in the event that the relationship sours at a later date. Owner managed company disputes make up the majority of shareholder disputes that we deal with here at Birkett Long LLP. To a degree there is a misconception that drawing up a shareholder agreement demonstrates mistrust at the outset. This should not be the case at all. By discussing and agreeing potential future issues from the outset a shareholders’ agreement can help to ensure that all parties understand their obligations and commitments. Should a ‘what if’ situation arise in the future, a structured process will have been agreed in advance to resolve it.

What is a shareholders’ agreement? A shareholders’ agreement is a contract between the shareholders and the company that regulates the relationship between shareholders in a company. The agreement covers issues such as the rights, obligations and responsibilities of the shareholders. It will also cover issues such as how to resolve or deal with a dispute between the

shareholders. Other practical matters such as long term strategy, business succession and financing can also be covered in this agreement.

What should the agreement contain? The agreement will usually cover the rights, responsibilities and obligations of the shareholders in relation to each other and the company. The agreement will set out exactly what authority the director(s) of the company have and what matters they must seek prior shareholder approval on. It is also common for the agreement to include a mechanism for exit and valuing a shareholder’s stake in the company. Negotiating and agreeing such a mechanism in advance can reduce the risk of a dispute arising and if a dispute does occur the time spent in advance will save considerable costs. A deadlock provision is a particularly useful part of the agreement that can be included where an owner managed company is owned on a 50/50 basis. This provision provides a mechanism for dealing with a deadlock situation, where the company is unable to move forward because the two shareholders cannot reach an agreement. The key is to ensure that the contents of the shareholders’ agreement are tailored to the specific situation and requirements of the company. For advice that is specific to your own business, contact Stephen Avila at Birkett Long LLP on 01268 244159 or email stephen.avila@birkettlong.co.uk


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Made in China or owned by China? Fiona Hotston Moore

I’m finding it interesting, as I eat my breakfast of Weetabix (Chinese-owned) and take my family to Pizza Express (also Chinese-owned), that there has been little debate about China buying into the economic soul of the UK Granted, some prominent politicians have made mumblings about Chinese investment in crucial infrastructure projects, namely the HS2 rail link and Hinkley Point nuclear power station, but we have still not seen the National Security Council’s review, as promised by the Prime Minister, that is supposedly looking into the risks of China owning a piece of British nuclear power.

As we all know, investment and ownership buys influence and, as China have significant stakes in water suppliers and other fundamental aspects of the UK economy (including pizza restaurants), they already hold a great deal of influence. And that influence is bound to grow. Indeed Chinese investors are even now looking at our independent schools. China’s investment in the UK has risen by 85 per cent a year in each of the last five years and I’ve seen predictions that, over the next decade, they will invest £105 billion into the UK economy.

us to achieve our ambitions for better transport links and cleaner energy. On the other hand we need to appreciate that profits will return to the investors and may therefore not be reinvested in our economy. It is a reflection of the strength of our economy and standing that China wants to invest in the UK. We still have a large, stable and wealthy economy. Our sense of place should also make us less sceptical.  We want to operate in a global economy so surely we have to be part of the free flow of capital. Our companies invest abroad so why are we feeling nervous about inward investment? In my view, as an open economy, we should rely on our power to scrutinise rather than focus on the political decision of whether to allow investment in the first place.  We must demand that our regulatory authorities are sufficiently inquisitive and demanding of standards, being alert to problems before they actually arise.  A mature, capitalist economy should focus as much on regulation as it does on opportunity. After all, as every pizza eater knows, an investment may look tasty but the key to success is in the delivery! Fiona Hotston Moore is a partner at Ensors Chartered Accountants ensors.co.uk Fiona.hotstonmoore@ensors.co.uk

We cannot underestimate the value of this investment. We need it and they can supply it.  Investment will create jobs and upgrade assets – both of which we will all benefit from – enabling 9 | SUFFOLK DIRECTOR WINTER 2015


Meet our High Sheriff Judith Shallow three names are put forward for the Office of High Sheriff in each county. Subsequently the selection of a new High Sheriff from these names is made at a meeting of the Privy Council by the Sovereign when, by ancient custom, the appointed name is “pricked” with a silver bodkin. The duties of High Sheriff include attendance at Royal visits to Suffolk and support for Her Majesty’s High Court Judges when on Circuit and they provide active support to the police and emergency services, to the probation and prison services and to other agencies involved with crime prevention, particularly among young people.

The High Sheriff’s Awards High Sheriffs are increasingly active in promoting the voluntary sector within their communities and many give their own personal awards to individuals who are often unsung heroes in small voluntary groups who have made an outstanding contribution to local life. Our High Sheriff 2015 -2016, Judith Shallow, is one of the most important people in our county, second only to the Lord Lieutenant, currently Clare, Countess of Euston. The Lord Lieutenant and the High Sheriff are both appointed by, and are representatives of, the Sovereign in their county. The Lord Lieutenant is responsible for civil and civic matters; the High Sheriff is responsible for law and order, which means keeping the Queen’s Peace. Both roles are independent, non political and unpaid. The High Sheriff is in post for a year, the Lord Lieutenant normally serves until retirement age of 75. The office of the High Sheriff is at least 1,000 years old. Its roots in Saxon times, the Office used to hold many of the powers now vested in LordLieutenants, High Court Judges, Magistrates, Coroners and Local Authorities. The Shrievalty is the oldest secular office after the Crown. Appointed annually in April, there are 55 High Sheriffs serving counties in England and Wales. There is an annual nomination ceremony on 12 November in the Royal Courts of Justice when 10 | SUFFOLK DIRECTOR WINTER 2015

In Suffolk these categories include: • Suffolk Volunteer of the Year • Suffolk Under 25 Young Volunteer of the Year • Suffolk Community Group or Organisation of the Year • Suffolk Youth Group of the Year • Suffolk Corporate Community Partnership of the Year • Lifetime Achievement Award Nominations are sought every year between November and January and presented at a ceremony in March.

The High Sheriff’s Fund Established to support local community and voluntary activities, The High Sheriff’s Fund is managed by Suffolk Community Foundation. Grants of up to £1,500 are made once a year to support work with young people aged 8 -25 years to improve their communities and their lives.



My typical week as High Sheriff:

Judith was born into a farming family in West Suffolk and lives in Felsham, a stone’s throw from where she was brought up.

November 2015

During a career in Public Relations Judith worked with clients including Pedigree Petfoods, Flymo, United Glass, Finland, Mobil’s arts sponsorship programme, British Sugar, the Milk Marketing Board and “Naturally British”. Judith ran “British Food & Farming Year 1989”. In 1996 Judith joined the Board of the Theatre Royal in Bury St Edmunds ending up as Chairman as the theatre embarked on a major restoration and fundraising quest to raise £5.2 million. In more recent years Judith and her husband, Michael, worked together running the Old Cannon Brewery pub, brasserie, bed & breakfast and microbrewery in Bury St Edmunds, which they successfully developed, upgraded and subsequently leased.

Attending civic services: I managed to attend two parades and wreath laying ceremonies in Sudbury and Woodbridge on Sunday 8 November for Remembrance Day and attended a third in Bury St Edmunds on the actual day of Remembrance. Sitting in the Crown, County or Magistrates Court: this time in Ipswich seeing at first hand the working of the prosecutors, defence lawyers, judiciary and probation services. Going out for a day on patrol with the Police: in the Forest Heath area. Our jobs for the day included sweeping mud off the road; stopping and removing a car from a driver who had no insurance (nor, as it turned out, a valid licence); attending a burglar alarm at Mildenhall museum (a false alarm fortunately, the treasure is still there; collecting evidence and chasing some suspected hare coursers.

Providing fund raising assistance to a past High Sheriff and shadowing the just past incumbent, helped Judith recognise the honour and privilege of the role and the opportunity it gives to leave a philanthropic footprint across the County.

As High Sheriff, Judith is Patron of Suffolk Community Foundation In September 2015, Judith was proud to announce the creation of the new Suffolk Community Foundation’s Arts & Culture Fund. As the Fund grows over time, the hope is to ensure that when “the economic tide is out on arts funding, we still have a reservoir to draw on”: the intention to stabilise the vagaries of arts funding, ensuring that everyone has access to the arts wherever they live in Suffolk. Judith explains: “Dance can be used to build confidence among the young, help mental health sufferers and conditions from alzheimers to autism. I’ve seen the immediate benefits music can have on mental wellbeing and the same for comedy. Drama is often a helpful way to connect with prisoners and hard to reach young people.”

Presenting Awards to Fire & Rescue Service Officers: made all the more significant not long after the awful town centre fire in Sudbury and I had visited their training facility at Wattisham. Interspersed with visits to charities or youth organisations: one that won a High Sheriff’s Award or received a grant from the High Sheriff’s Fund last year. I might visit a Citizens’ Advice Bureau or charity dealing with issues surrounding sexual abuse, domestic abuse or drugs; be invited to meet the innocent victims of hate crime; visit a probation hostel or spend a day in prison. There need never be a dull moment. As my predecessors before me I have had an eye opening year. I have found it a huge privilege to support and encourage all those involved in keeping our county a lovely and safe place to live and work. 11 | SUFFOLK DIRECTOR WINTER 2015

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Graham Kill

IoD Suffolk Chair

IoD Suffolk Winter 2015

Andrew Rowe

Managing Director Concertus

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Hello Suffolk … Introducing the new IoD Suffolk Chair Graham Kill I am a strong advocate of the positive role of professional institutions. As a young Mining Engineer, I valued the network and mentorship of practising senior engineers and my institute helped me become a Chartered Engineer and operational manager underground. Later as a CFO, then CEO, of Irdeto, a global software company (part of Naspers), I was on the boards of wholly owned and joint venture companies around the world. I was conscious that I had lots of experience, but no specific professional director training. I assessed the IoD as being the best institution to help me become a better director, and I passed the Certificate in Company Direction. Later I qualified as a Chartered Director and Fellow of the IoD.

After 23 years abroad and decision made to return to the UK, we had a blank sheet of paper as to where to live: both a blessing and a curse. Woodbridge ticked all our boxes as a family and Suffolk has not disappointed. I was advised “If you assume your homeland is familiar after so much time away you will experience reverse culture shock. Approach returning as a new expat would.” I took this advice to heart and threw myself into better understanding and becoming a part of my new community. I am a business mentor with the Prince’s Trust in Suffolk giving me some insight into the challenges of young entrepreneurial people in our county. IoD Suffolk events helped me better understand my local business environment. Applying to be IoD Suffolk Chair was part of my mission to throw myself in. I believe the IoD’s selection panel in London felt my outside-in view would bring a new dynamic and perspective.

I have been amazed by the entrepreneurial and SME activity in Suffolk. Hearing many fascinating and inspiring stories in my short time here, and from only one corner of our county, has me really intrigued as to what I will learn as I connect elsewhere in Suffolk. I have a lot to learn as somebody ‘fresh off the boat’. For instance, each day it seems l hear of a different agency at work in Suffolk that does something similar to one I heard about the previous day. This, and more, will become clearer to me over time I am sure. The generosity of the Suffolk community through their support of charities and special causes is heart warming. Suffolk on the face of it is prosperous, obscuring communities and individuals clearly finding life very hard. It’s important we are part of that generous giving and we look forward to supporting Suffolk Community Foundation in its excellent work. I look forward to meeting you.

Graham Kill IoD Suffolk Chair from January 2016 15 | SUFFOLK DIRECTOR WINTER 2015


Doing this job has been a privilege. Having had the opportunity to get close to Suffolk’s business leaders and to make friends with new people has been the best bit. I’ll miss it. The focus of the last three years has been to get closer to a wider range of members and participators: increasing the number and diversity of business people that choose to be part of our club. On reflection, launching the IoD Student Member grade, which now accounts for some 10% of our group, has been a particular success. Rolling out the Expert Connections initiative, actively engaging people from our goldmine of members in real business projects, has worked tremendously well. But my proudest personal milestones have come through this magazine. With a clear objective of going directly to the “horse’s mouth”, allowing the business leader to tell their story and impart their wisdom, I feel that we are cutting through all the white noise that’s out there in today’s media. 

Graham Kill IoD Suffolk Chair 2016 – 2018



Motörhead get the point with one of their lyrics calling it elevator music, “butter in my ears”. Suffolk Director continues to evolve rapidly in to the pithy, punchy and opinionated business quarterly that our county so badly needs. And there is so much more to do with it: the work has only just begun. I was not personally involved in the independent process to recruit my successor and I would never have imagined we’d be fortunate enough to retain someone with the experience and credibility of Graham Kill. Graham, one of the county’s few Chartered Directors, brings a wealth of experiences from different countries in different industries. Your branch is in very safe hands and can only go from strength to strength. 

Over and out

Luke Morris IoD Suffolk Chair 2013 – 2015



Concertus: from public to private Andrew Rowe

Take an inwardly facing public sector operation and transform it into a vibrant commercially focused entity When we, the corporate property arm of Suffolk County Council, were told in 2012 that we were to set up as a commercial operation, our initial feelings were that of excitement, but mixed with a small dose of trepidation on the challenges we would need to overcome. Like so many others who decide to set up a business we knew we had the experience, knowledge and qualifications to do what we do on a commercial level, but we didn’t have the first idea about running and being directors of a limited company. We had a workforce that was around 60-strong and were conscious that one of the first things we needed to focus on was engaging with the team, to ensure buy-in and support of the process. We decided to approach the whole thing as if we were delivering a service to a client. Experienced project managers preparing a business case or building a new school, which we knew how to do with our eyes shut.


In addition, we engaged the support from external businesses to help us put together our business plan and strategy for growth and improve the areas we were inexperienced in, such as business development, marketing and CRM. Making the shift to a limited entity has involved us taking a systematic approach to changing the way we are run and evolving our culture. This has gone right down to the detail, from the support services we use and whether they should be sourced externally, or employed as an internal resource, to the way the desks are set out in the office. The result is a multi-disciplinary business set up in a similar vein to a London-based design and property consultancy working across: Architectural Design, Landscape Design, Quantity Surveying and Building Surveying, as well as Estates, Property Sales, Project Management and Building Services. When we were part of Suffolk County Council, we tended to be fed jobs and we didn’t have to worry about having to get work in.


Enabling Suffolk Fire & Rescue Service and Suffolk Constabulary to operate from a shared base in Woodbridge.

Now we work at developing a commercial edge, whilst still retaining some of the good things from our council-led heritage. My fellow directors and I have had overwhelming support from our staff, who have been behind us from the very early stages, wanting to make that cultural shift. Our attempts to involve them in our plans for Concertus, as well as consulting with them on the name and brand of the new company, has resulted in them having a real passion about the business which is quite infectious when they speak to clients, suppliers and even their families. I see my prime focus as ensuring the business runs smoothly, ethically and profitably. I love the variety in my job and don’t see a difference between the public and private sectors; ‘the nuts and bolts’ are still the same. Very little frustrates me and I love the results that come from encouraging, persuading and advising members of the team to work together to get the best result. Whilst Concertus is still located in the council’s office in central Ipswich, it has created a space of its own with its own identity and its own reception area, marking our move away from council control and welcoming in a new way of doing business.

One facet of the public sector that lives on in Concertus is the council’s ethos of co-operation. When we were considering what to call the new company, all our discussions kept coming back to the word ‘collaboration’ and our name was derived from the word ‘concerted’. Our vision is to strive to make places, properties and people be the best they can by working collaboratively with all parties, to create effective and sustainable built environments. Andrew Rowe Managing Director Concertus Design & Property Consultants concertus.co.uk Andrew, a Chartered Engineer, joined Suffolk County Council in 1988. He grew up in Trimley St Mary and went to Orwell High School in Felixstowe, before studying at South Bank Polytechnic and the University of Hertfordshire where he graduated with BEng (Hons) in Building Services Engineering.



The 99 The IoD’s exclusive entrepreneur club Who we are We have launched a network for young business owners, with the aim of supporting start-ups through the early growth period. IoD 99 initially recruited 99 entrepreneurs, aged between 18 and 40, from different sectors to join the IoD for one year for £99. Following a successful pilot last year, we are now accepting 99 young business owners into the network in every quarter of 2015.

What we do With over 100 years’ experience of supporting, incubating and accelerating some of the UK’s most successful companies, the IoD is uniquely placed to help prepare start-ups for the challenges they will face. As a member of the IoD 99 network you will be eligible for all the benefits of IoD membership, plus access to eight free events throughout the year where you can meet other members of the IoD and the IoD 99 network.

How to be a part of it Applicants should be aged between 18 and 40, be the founder of their own business/organisation and have not been an IoD member in the past 2 years. If you are unsure of your eligibility or would like to find out more about the IoD, please contact the membership team on 020 7766 8888.

Tech 2016 Join Jimmy McLoughlin, Deputy Director of Policy at the Institute of Directors as he anticipates what will – and won’t – be making technology headlines in 2016. Date

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Suffolk Community Foundation A philanthropic hub lying at the heart of Suffolk Many of you will be aware of the Suffolk Community Foundation and its role in Suffolk life because you’ve discovered it and you are supporting it. And through the Foundation you are improving the lives of people close by in your community. Many Suffolk people are not aware. More importantly they are not aware that they are living close to areas of serious deprivation. People think we are crazy to mention Suffolk and deprivation in the same sentence. Not, Suffolk. Sadly it is very much yes, Suffolk

The Community Foundation business model helps maximise government initiatives and works in partnership with many statutory bodies, the Cabinet Office, County and District Councils and others to help them meet their strategic goals and objectives at grassroots level. For example, if the Police Commissioner has an objective of reducing anti-social behaviour in certain areas, the Community Foundation will help them up the anti by connecting them with local organisations that can help.

What is a Community Foundation?

Foundations help individuals, families, entrepreneurs, companies, charitable trusts and public sector bodies connect with, support and invest in their local communities.

There are 48 Community Foundations in the UK and our research in Suffolk has shown they represent the only way for local people to give right to the heart of their communities. Community foundations do not compete with local charities, but act as a hub to research, identify and channel funds directly to them. They build endowment funds for local communities and generate pools of donors so that projects that enhance the quality of life and can be sustained for lasting impact.

The world’s first community foundation was established in Cleveland, Ohio, USA in 1914.The UK’s first community foundation was founded in Swindon in 1975 and our Suffolk Community Foundation in 2005. Suffolk Community Foundation operates at less than 8% of its turnover. National charity organisations are thought to operate at between 25 – 30% of turnover.

Luke Morris, Tim Holder & Graham Kill discuss how IoD Suffolk can support Suffolk Community Foundation in 2016 21 | SUFFOLK DIRECTOR WINTER 2015


Our Foundation in Suffolk Why is it so important? Nearly everyone we talk to believes that Suffolk has ‘little or no need’ of the generous fund raising and giving they are part of, believing that their donations are being channelled to more needy areas of the UK and of the world. And they are. 78% of money raised in Suffolk goes out of Suffolk and doesn’t find its way back, even through national charities, many of whom do not have a presence in Suffolk. Because Suffolk is perceived not to need it. Well it does. Many areas in Suffolk are deeply deprived. The numbers are hidden by adding up extreme wealth with extreme poverty and getting an ‘unalarming’ average. In 2011, the Foundation published “Hidden Needs” a report highlighting the true extent of deprivation and community need. This was done with the expertise of the Department of Land Economics at the University of Cambridge and a generous donation from a private founder.

78,000 live below the poverty line 19,000 are children under 16 In some areas this is as high as 1 in 4 children 24,000 are at retirement age 40% aged over 75 live in poverty


The report found that although Suffolk has many affluent areas, some of the areas that are identified as disadvantaged are amongst some of the most deprived in the UK: • 78,000 live below the poverty line • 19,000 are children under 16, in some areas this is as high as 1 in 4 children • 24,000 are at retirement age • 40% aged over 75 live in poverty • Less than half of 5 year olds have reached a ‘good’ level of development • More than 7% of young people aged 16-18 are not in education, training or employment, one of the highest rates for rural England • The rural nature of Suffolk has clear implications for service provision, particularly for the older Population, which is set to increase significantly There are large pockets of deprivation in our towns such as Ipswich, Haverhill, Lowestoft and Forest Heath but there is also a large number dispersed throughout our rural areas.

Ways to engage suffolkcf.org.uk/give/ways-to-give suffolkcf.org.uk/give/suffolk-100-club Tim Holder Development Director at the Foundation on 01473 602602 or tim.holder@suffolkcf.org.uk

Join IoD Suffolk IoD Suffolk is going to create it’s own fund in 2016 so that all the money it raises over the years can be channelled into it. Work on this starts now. If you feel you can be involved individually or through your business please contact Carrie Bendall on 01449 741300 or carrie@suffolkdirector.com


Giving with understanding Tim Holder

Suffolk Community Foundation’s role is to ‘connect causes that matter with people who care’ in Suffolk. It’s not about don’t give internationally or nationally, it’s about giving with understanding If you want to affect the wellbeing of the community around you, it’s a good idea to know how this sector works. So many local people feel sad and disheartened when they ask how their money is being put to use in their local area and it just isn’t. Many give to causes that affect them personally, giving to the most obviously recognisable and most professionally marketed national charities. What they don’t realise is that their investment may provide little or no impact on addressing the issues faced by the community in which they live. They may also give centrally to organisations not realising that the local branch which they might think will receive their support is actually run independently and has to raise most or all of its funds on its own.

levels of need: inner cities are areas of most obvious economic decline.

Suffolk charity facts There are 5,000 voluntary sector charities working to help address social issues in Suffolk Of these 5,000 groups, 51 per cent operate on a budget of less than £10,000 a year They don’t have money for marketing, they don’t employ fundraisers, many don’t have any paid staff at all. They just work hand to mouth doing the most incredible job keeping our county going and providing vital care, social cohesion and community wellbeing in some quite remote areas. Our local voluntary sector very badly needs our help. We will gladly connect you with a cause in Suffolk that will meet your charitable objectives.

When you next hear someone from Age UK Suffolk on local radio or in the press, notice how fervently they stress the word Suffolk. Very much needing you to grasp the fact that they need you to give to them locally, and letting you know that they do provide a service focussed on the people of Suffolk.

There are around 100,000 charities in the UK According to a National Council of Voluntary Organisations report in 2015 the top 3 per cent of national charities received more than 78 per cent of total charitable income. It’s when you overlay the footprint of those large national charities into Suffolk you discover that in reality more than three quarters of charitable donations made by the people of Suffolk actually leave the county and are never re-invested back to our local area in terms of support for our own communities.

Tim Holder Development Director 01473 602602 tim.holder@suffolkcf.org.uk


The Old Barns Peninsula Business Centre Wherstead Ipswich Suffolk IP9 2BB

Many operate in the areas where national statistics appear to show the highest and most obvious 23 | SUFFOLK DIRECTOR WINTER 2015


Opening the Equity Economy Luke Morris

Two great tools at our disposal with the potential to rocket boost the UK start-up scene and drive much-needed capital to thousands of small businesses We’re increasingly becoming a country of entrepreneurs. Companies are being incorporated at record pace, more people than ever are working for themselves and new ways of doing business, winning customers, and raising finance are booming.

capital losses are fully allowable when sold. It is also possible to offset any capital loss against net income.

Surely it must be right to ensure that as many people as possible can take part in these exciting new opportunities? If they understand the risks, have spotted a company they like, or just want to diversify their investment portfolio – however large or small – it should be made as easy as possible for them.

There are potential pitfalls, which could lead to the company not qualifying under either scheme or an issue of shares not being qualifying shares. This has been evidenced by recent cases through the courts, so professional advice is a must. It is possible for a company to apply for advance assurance that it qualifies, to give an investor some certainty before any cash is invested.

We’re (finally) starting to see two government schemes gathering momentum: Some £1.5bn was raised through the Enterprise Investment Scheme (EIS) last year, up 48% on the year before. The newer Seed Enterprise Investment Scheme (SEIS) has kicked off with a 93% increase to £166m. We need to keep this momentum up.

Investing in an SME is of course not without risk, but the tax savings with this can be substantial.

These are just two great tools at our disposal with the potential to rocket boost the UK start-up scene and drive much-needed capital to thousands of small businesses. EIS and SEIS uptake is increasing but they are still underused and poorly understood. We want this to change.

Both provide a valuable source of capital for SMEs and a significant tax benefit to the investor. Opening the equity economy.

Luke Morris Partner

For EIS share issues, the investor receives income tax relief to the value of 30% of the amount invested up to a maximum of £1m in a tax year. For SEIS share issues the tax relief is more generous, at 50% of the amount invested up to £100,000. The relief is given as a “tax reducer”, so for example if an investor had an income tax liability of £100,000 and they invested £100,000 in a SEIS qualifying company, their income tax liability could be reduced to £50,000. As well as the income tax relief, shares sold at a profit after three years are fully exempt from capital gains tax and 24 | SUFFOLK DIRECTOR WINTER 2015

01473 833411 larking-gowen.co.uk luke.morris@larking-gowen.co.uk This article is designed for the information of readers. Whilst every effort is made to ensure accuracy, information contained in this article may not be comprehensive and recipients should not act upon it without seeking professional advice. Larking Gowen is registered to carry out audit work in the UK and Ireland by the Institute of Chartered Accountants in England and Wales. Regulated for a range of investment business activities by the Institute of Chartered Accountants in England and Wales. ©Larking Gowen.


A Work/Life Balance Stuart Robertson

If the shocking scenes in France have taught us all one thing, it is that time on this planet can be cut short for any of us at any time Enriching your life by sharing experiences with others can help you to feel better about yourself in these troubling times. Although work will always be important, this must be interspersed with time to yourself or with others to focus on other aspects of your life – exercise, sport, family and friends can all be part of this mix of experiences. Too many people work themselves into their grave too early by not having the right work/life balance – make sure you are not one of them! Learn to play an instrument; search for old friends; make new friends; volunteer for a charity; join a Suffolk Winter 15 _IOD Corporate 17/11/2015outdoors). 11:20 Page 1 club orDirector take up a new sport, (preferably

New Year’s Eve at Ufford Park Gala Dinner Welcome in the New Year with friends and family, and dance the night away. 7:00pm until 1:00am

The game of golf is a lifelong pursuit of improvement, either on your own or with many new friends, physically challenging as you may walk 5 miles in all conditions, stimulating mentally as you have to plot your way around the hazards, and can be so rewarding when you achieve the result you had visualised – it is no surprise that a recent Swedish study revealed that golfers live on average 5 years longer!! If you haven’t done already, you need to give it a go - it may help you live a longer, healthier life. Stuart Robertson Head PGA Professional and Director The Doctorgolf Academy Ufford Park Woodbridge Suffolk, IP12 1QW mail@doctorgolf.co.uk 01394 383480



includes: • a glass of bubbly on arrival • 3 course Gala Dinner • Live music by ‘Gold’ • Themed décor

One of our most popular nights of the year!



per person Over 18’s only

t 0844 477 1832 (local rate) w www.uffordpark.co.uk Yarmouth Road, Melton, Woodbridge, Suffolk IP12 1QW

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Jaguar XE crowned Best Large Car in 2015 Diesel Car Awards The Jaguar XE has been named Best Large Car in the 2015 Diesel Car Magazine Awards, beating tough competition from the likes of the BMW 3 Series and Ford Mondeo. The judges praised the XE’s competitive pricing, beautiful looks, classy cabin, low CO2 emissions and its sporty driving dynamics. Diesel Car Editor Ian Robertson said: “With a thrilling driving experience that enthusiasts yearn for and classleading emissions, Jaguar has taken on the Germans and beaten them at their own game!” The most advanced, efficient and refined Sports Saloon car that Jaguar has ever produced, the XE is instantly recognisable as a Jaguar. It feels like a Jaguar, it drives like a Jaguar – XE is a Jaguar to its core. The first of a new generation of cars to be launched on Jaguar’s state-of-the-art, all-new Advanced Aluminium Architecture, the lightweight aluminium construction creates an incredibly strong body, as well helping to deliver power with responsive handling and refinement with beautiful design. Combined with Jaguar Land Rover’s efficient new Ingenium diesel engines, helps it to deliver fuel economy as high as 75mpg and emissions as low as 99g/km CO2. Prices start from £26,990, the new Jaguar XE may be booked online for a test drive at marshallweb.co.uk, please mention Suffolk Director when booking.





Opening a Restaurant – Think Again Regis Crepy

Many individuals dream of owning and running their own restaurant business with the perceived freedoms of being in charge of one’s destiny and meeting interesting challenges as well as dreams of wealth, status and enviable prestige Drawn in by the glamour of famous destinations with their celebrity founders and seduced further by the low entry barriers, requisite skills and seemingly relatively little investment input, many underestimate the difficulties involved, the emotional toll and personal sacrifices made to opening a restaurant. The reality is that the industry has one of the highest failure rates for new ventures. 179 new restaurants opened in London this year – how many will survive? Even fame, wealth and previous achievement do not guarantee future or continued success. Look at the numerous high profile casualties over the years – renowned establishments come and go, TV chefs Gary Rhodes, Anthony Worrall Thompson and Greg Wallace have called time on their endeavours. Why? Running a restaurant is a highly complex business operating in a dynamic and competitive market that can be heavily reliant on the success of the economy. Naive enthusiasm can overshadow the need for thorough business plans, an understanding of accounting procedures, evaluation of market opportunities and risk assessment. Little time and effort appears to be invested in learning from others’ mistakes – the adage of ‘fail to prepare, prepare to fail’ is very much applicable to this trade. Some may think that having a skilled chef with an efficient front of house and a decent financial package is good enough to make them richer on exit. Some are just plain ignorant and think because they are foodie (and I use this term wisely) or like cooking they can suddenly open a restaurant. Egos as well can cloud vision and rational judgement as does emotional baggage, a distraction in any business that can seriously impair performance and rational thinking. 28 | SUFFOLK DIRECTOR WINTER 2015

Various guides and manuals abound, covering every aspect of the business – from start up kits, financing, marketing and ‘How To guides’ on menu planning, gastronomy and food safety. Numerous food programmes on TV, yet none accurately reflect the industry. No wonder many think it’s an easy- entry. The reality requires a great deal of knowledge, hard work and perseverance. To succeed, aspiring restaurateurs must have strong business acumen and competitive drive, be able to juggle skills and make hard decisions, and above all create fabulous food, sell and service it with energy, enthusiasm and can-do attitude. They must retain a sense of reality, objectivity, rational thinking and be grounded. Anticipate what can go wrong, listen to advice from potential lenders and investors on funding and develop appropriate plans and exit strategies. And of course inspire the team around them. New concepts must be viable, unique to the market place, conveniently located in areas with sufficient demand generators and staffed with competent employees and management. Maintaining an appropriate balance between food costs and labour costs, managing employee turnover, and focusing on food, customer service quality and consistency are fundamental elements of restaurant management. They are an absolute necessity, but even so do not necessarily guarantee success. By all means live the dream but make sure you are awake and your eyes are wide open! Regis Crepy Chef and Proprietor The Great House, Lavenham greathouse.co.uk


House-building in Suffolk set to soar Andrew Cann

Sweeping changes to the planning system could see automatic planning permission granted for housing on brownfield sites in a bid to fix a growing housing crisis The Chancellor, George Osborne, has announced changes to English planning law in order to see a minimum of 200,000 new homes built every year. The Chancellor has in effect declared war on the “nimbys” who he claims are holding up schemes across the nation. Official figures show that Britain built 118,760 homes in the UK last year, fewer than half the 240,000 the industry says is vital in order to begin to address the country’s chronic supply shortage. In ‘Fixing the Foundations: Creating a More Prosperous Nation’, Osbourne sets out a number of productivity reforms covering higher education, transport, trade, devolution to cities and regions, skills, long-term investment, tax, digital matters and science. Housing is specifically covered and new powers of call in for executive Mayors.

Between the councils ambitions and the Government’s planning reforms we will see a huge housing boom in Suffolk. Whilst of course this may alarm residents and the environmentally conscious this represents a big opportunity for developers and landowners. In effect Suffolk as part of the devolution proposals is bidding to build the homes other counties are failing to build and at a faster rate using devolved powers to push through developments.  Concerned Parish Councils should look to get their own Parish Plans up to date and ensure that their local councils plans are up to date (few are). Potential developers should be identifying suitable sites now. Of course all can benefit from professional planning advice and there are a number of local planning consultancies available.

In Suffolk our joint devolution proposals with Norfolk could see those devolved powers extended to a regional authority in effect able to override local objections to developments. In addition under the devolution proposals local councils have come together to build 188,000 new homes to 2036. That would mean approximately 90,000 new homes in Suffolk or about double present targets. These targets are not being met now so the new ambitions represent an enormous change.

Andrew Cann Planning Direct 07545 289 190 planningdirect.co.uk

Winning planning advice from the team that beat Tesco. ?6'8-'2$'&T9;8!;'+-$!2&-2;<-ধ='6£!22-2+93£<ধ329





Five things you didn’t know about directors’ and officers’ insurance For individuals with the right balance of experience and entrepreneurial spirit, directing your own business can reap great rewards. Of course, there are responsibilities too. With so much regulatory red tape, it can be difficult to know what’s best for your business. Here’s Iain Hatfield, chairman of online insurance broker, PolicyBee, to explain how directors’ and officers’ insurance can help.

Company size is irrelevant. You’re never too small to face a claim, especially since allegations can come from any angle. Customers, employees, competitors, or even members of the public can claim you’ve mismanaged your company. You’re never too big to fail, either. Leaving the company doesn’t absolve you of responsibility.

What does it do? Directors’ and officers’ insurance protects company directors from allegations of wrongdoing. That includes things like breach of trust or duty, neglect, errors, or noncompliance with regulations. D&O will pay legal fees, and any compensation you’re liable for.

Ex-directors are still responsible for their past decisions. Mess something up, and your liability can follow you to your next role.

Directors have ‘unlimited personal liability’.

Contrary to popular opinion, directors’ and officers’ insurance is very affordable. Prices start at just £73 a year. You could easily spend more taking your team out to lunch. There’s no guarantee it’ll keep them happy, either.

It’s not that expensive

It’s a common misconception that a ‘limited’ company limits the directors’ liability – it only limits debt. UK bosses have unlimited personal liability – your company doesn’t have to assist you if you do something wrong. That means your personal assets could be at stake to put it right.

Evenwthewbigwcheese canwgetwinwawpickle.ww

For more information about directors’ and officers’ speak to one of PolicyBee’s expert advisers.

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30 | SUFFOLK DIRECTOR WINTER 2015 Galley–Best-of-Suffolk-June15-01.indd 1

10/06/2015 10:28


Winter Books Lean in

Rise of the Robots:

Women, Work, and the Will to Lead

Technology and the Threat of Mass Unemployment

by Sheryl Sandberg

by Martin Ford

WH Allen £8.99, kindle edition £6.49

Ask most women whether they have the right to equality at work and the answer will be a resounding yes, but ask the same women whether they’d feel confident asking for a raise, a promotion, or equal pay, and some reticence creeps in. The statistics, although an improvement on previous decades, are certainly not in women’s favour - of 197 heads of state, only twenty-two are women. Women hold just 20 percent of seats in parliaments globally, and in the world of big business, a meagre eighteen of the Fortune 500 CEOs are women. In Lean In, Sheryl Sandberg Facebook COO and one of Fortune magazine’s Most Powerful Women in Business - draws on her own experience of working in some of the world’s most successful businesses and looks at what women can do to help themselves, and make the small changes in their life that can effect change on a more universal scale. Learning to ‘lean in’ is about tackling the anxieties and preconceptions that stop women reaching the top - taking a place at the table, and making yourself a part of the debate.

Oneworld Publications (Hardcover) £18.99 kindle edition £7.79

Shortlisted for the FT & McKinsey Business Book of the Year Award 2015 Artificial intelligence is already well on its way to making ‘good jobs’ obsolete: many paralegals, doctors, and ironically even computer programmers are poised to be replaced by robots. As technology continues to accelerate and machines begin taking care of themselves, fewer jobs will be necessary. In terms of societal and economic upheaval, this is most important technological shift since the industrial revolution. And, unless we radically reassess the fundamentals of how our economy and politics work, we risk a future of massive unemployment and inequality as well as the implosion of the economy itself. In Rise of the Robots, Martin Ford offers both an exploration of this new technology and a call to arms to face its implications. Ford’s warning rings clearly: robots are coming, and we must decide – now – whether the future will see prosperity or catastrophe.

• J o i n u s at o u r •

entrance examinations For girls and boys entering in September 2016 Entry at Prep School - Saturday 23 January 2016 Entry at Senior School - Tuesday 26 January 2016

To book a place call the Admissions Office on 01473 408300 or visit www.ipswich.suffolk.sch.uk/entranceexams



RAEDWALD New Year’s Resolution? Be your authentic self

Isn’t it marvellous how the whole Corbyn thing came about? A few people with Twitter accounts have changed the political landscape. These people have had such a massive knock on the established order. Will Jezza be the next PM? Unlikely. He lacks experience, running a country’s different to running a demo, he’ll struggle to compromise and collaborate on the kind of grubby deals I presume one needs to do to keep unctuous paws oiled, political lobbying and human nature being what it is, etc … Also, though the hipsters don’t want to acknowledge it, most of the electorate a) doesn’t live in Islington and b) isn’t on Twitter. Yet. It’s a shame because all the ill-fitting suits, the vest, the open-top-button, the Queen-hating, lack of Cenotaph genuflecting, the bicycle clips, the jam making. We can learn from that. Whilst misguided, it is, well, it’s authentic. Fundamentally, that’s why he ran and won such an extraordinary leadership campaign. He was himself and he didn’t need the party machine. The “new politics”, which (please note) is somewhat different to rather inauthentic “New Labour”, seems to be about the web making it possible for a politician (or anyone for that matter) to come from the outside, over the heads of the party machines and old rules of engagement, and straight to voters (or customers?). Mobilising an army of foot soldiers and small donors along the way. I do think that most of the electorate desires one thing, and this is also relevant to the on going 32 | SUFFOLK DIRECTOR WINTER 2015

devolution debate in Suffolk and our local political representatives. Authenticity. Something as real and authentic as a principled old man who wears a vest. Authenticity is what we customers now seem to crave, regardless of what we are being sold. That’s why “Corporate Social Responsibility”, as has generally been deployed to date, is fast becoming a load of old cobblers. Companies, particularly the big companies (you know like the big political parties) are so touchy about their fragile reputations. They spend millions on wider social programmes but when it comes to the fundamentals they still go on screwing customers, bullying suppliers, exploiting workers, loosing our data, and paying disproportionate board room packages. Their CSR is windowdressing of the New Labour style. The difference is that the public has now clocked this inauthenticity. Trust is being denied. Banks rigging LIBOR; supermarkets fudging supplier rebates; VW installing software, basically to break the law. The Talk Talk CEO refusing to answer the simple “yes or no” question: was the data encrypted? We’re fed up with the BS. Unless it really is authentic to your business, forget the far-away vanity charity project. The answer to maintaining trust and growing value is simple and has never changed: get the basics right. Respect your suppliers and customers. Do or make what you say you will do or make. Pay taxes in accordance with the law. Reward success. There’s your CSR, and Raedwald’s New Year’s Resolution.

• J o i n u s at o u r •

entrance examinations For girls and boys entering in september 2016

Prep school assessments - saturday 23 January 2016 senior school assessments - tuesday 26 January 2016 Call for more information: 01473 282800 (Prep School) • 01473 408300 (Senior School) www.ipswich.suffolk.sch.uk/entranceexams


JAGUAR XE Get ready to rewrite the rules. With its F-TYPE inspired design, the Jaguar XE is a wake-up call for every other car in its class. With an engine range that delivers thrilling performance and impressive efficiency, the XE redefines the sports saloon. The Jaguar XE Prestige from £349 a month on Personal Contract Hire plus initial rental of £2,080*. 36 Month Term. Model pictured (including optional metallic paint) from £356 a month, plus initial rental in advance of £2,136. Based on a mileage of 10,000 miles per annum. Excess mileage charges apply. Contact us today to book a test drive.



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THE ART OF PERFORMANCE Fuel consumption in 1/100km (mpg) Urban 24.4-64.2 (11.6-4.4); Extra Urban 46.3-83.1 (6.1-3.4); Combined 34.9-75.0 (8.1-3.8). CO2 Emissions 194-99 g/km. Official EU Test Figures. For comparison purposes only. Real world figures may differ. *Important Information. Based on an XE Diesel Saloon 2.0D 163PS Prestige 4dr 16 standard specification, with a mileage of 10,000 miles per annum (30,000 miles in total), non-maintained. Credit approval, manufacturer’s price changes, volume related bonus and purchase through Jaguar Contract Hire Supplier Network. The payment terms are 6 month(s) in advance, followed by 35 monthly rentals commencing in month 2 payable by Direct Debit. In the event of cancellation of an order, you will be liable for such costs to be confirmed to you in writing. Excess mileage charges (at 10.92p per mile). Must be returned in good condition to avoid further charges. Contract Hire subject to status. Over 18s only. The promotion cannot be used together with other manufacturer’s promotion and is subject to availability at participating Retailers only for new vehicles ordered by 31st December 2015. Contract Hire is provided by Jaguar Contract Hire a trading style of Lex Autolease Limited, Heathside Park, Heathside Park Road, Stockport, SK3 0RB. Vehicle shown is an XE Diesel Saloon 2.0D 163PS Prestige 4dr 16 with optional Glacier White paint.

Profile for Tilston Phillips

Suffolk Director | winter 2015  

The third edition of the Suffolk Director's friend. An influential voice in a cacophony of sound bites that shares business experience and o...

Suffolk Director | winter 2015  

The third edition of the Suffolk Director's friend. An influential voice in a cacophony of sound bites that shares business experience and o...