unLTD. Connecting business across Sheffield City Region #63

RIGHT PEOPLE, RIGHT TIME

New Chamber Leadership duo on their plans for Barnsley & Rotherham

UNLTD AWARDS ANNOUNCED!

ALL YOU NEED TO KNOW ABOUT OUR BRAND NEW BUSINESS AWARDS

BACK THE BUILDERS

CODA’S MATT BOWKER ON WHY KEIR STARMER IS RIGHT ABOUT THE GREEN BELT PLUS… WHYY? CHANGE ON THEIR SUCCESSFUL FORMULA, BIG CHALLENGE AWARDS, NEWS, APPOINTMENTS, EXPERT ADVICE AND MORE…

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Contents

32: TEN YEARS IN THE MAKING

Ten years since they joined the Barnsley & Rotherham Chamber of Commerce within a few weeks of each other, Carrie Sudbury and Shane Young are now steering the ship together. We caught up with them to find out what they had learned from the previous chief exec as well as each other in that time…

12: SHOULD WE BUILD ON THE GREEN BELT?

Following Keir Starmer’s speech pledging to ‘back the builders not the blockers’, we spoke to Coda Architecture’s Matt Bowker to discuss the pros and cons of building affordable housing on green belt land.

28: UNLTD AWARDS ANNOUNCED

We give you the lowdown on our brand new Small and Medium Business Awards to be held on November 30!

38: DOCFEST PREVIEW

Mark Perkins meets new DocFest MD Annabel Grundy and acting creative director Raul Nino Zambrano to discuss this year's event.

42: DRIVING CHANGE

After a successful period growing their business, we spoke to the team at Whyy? Change, an award-winning professional services company who transform businesses through training, to uncover the secrets of their success.

46: CELEBRATING STUDENT SUCCESS!

We give you the rundown on the winners from this year’s Big Challenge Awards.

UNLTD BUSINESS AWARDS CELEBRATE BEST SMES IN THE REGION

For two years we worked closely with Sheffield Chamber of Commerce on their flagship business awards and truly loved the experience. So much so, we have decided to launch our own awards this year, celebrating the whole of South Yorkshire and in particular the businesses that don’t always get recognised by other award ceremonies. The unLTD Business Awards will open this autumn for entries and will only be open to start ups, micro, small and medium-sized businesses. The entry process will be super simple to encourage timepoor entrepreneurs and business owners to take part, and the ceremony will be affordable and fun! There’s more info about categories on pages 28 and 29, while full info about how to enter will be revealed very soon.

Elsewhere in this issue, we speak to Carrie Sudbury and Shane Young about how they intend to shape one of the country’s most successful chambers over the next few years, while we also hear from entrepreneur Steve Brown, who recently sold his successful IT business on how he’s adapting to no longer being the boss. Throw in the usual news, appointments, charity updates and lots more and you’ve got another belting issue of unLTD. Enjoy!

EDITORIAL EDITOR

Joe Food

Joe@unltdbusiness.com

ONLINE EDITOR

Ash Birch Ash@unltdbusiness.com

COLUMN EDITOR

Katie Fisher

VIDEO CONTENT CREATOR

Lizzy Capps lizzy@unltdbusiness.com

DESIGN

Marc Barker

ADVERTISING

Phil Turner phil@unltdbusiness.com

07979 498 034

Nick Hallam nick@exposedmagazine.co.uk

07843 483536

FINANCE

Lis Ellis accounts@ exposedmagazine.co.uk

CONTRIBUTORS

Chloe Angus

Kate Ash

Timm Cleasby

Ryan Connolly

Jackie Cook

Jo Davison

Ellie Grace

Andy Froggat

Brendan Hall

Louisa Harrison-Walker

Pete Moulam

Mark Perkins

Lisa Pogson

Wendy Ward

Jill White

unLTD is published monthly by Blind Mice Media Ltd

Unit 1B Rialto, 2 Kelham Island Sq., Kelham Riverside, Sheffield S3 8SD

The views contained herein are not necessarily those of Blind Mice Media Ltd and while every effort is made to ensure information throughout unLTD is correct, changes prior to distribution may take place which can affect the accuracy of copy, therefore Blind Mice Media Ltd cannot take responsibility for contributors’ views or specific listings.

CHARITY CHIEF EXECUTIVE

In a cost-of-living crisis, you need to fundraise smarter, not harder…

Every penny counts for most people in the current economic situation and so fundraising is extra-challenging. 96% of the funding at Cavendish comes from donations but our fundraising team is small, so we need to focus our efforts. We’ve redoubled our efforts with our corporate clients by offering a package of wellbeing courses and tools they can use in return for a donation. We tap into national giving campaigns such as Movement for Good and we also have great relationships with local organisations who support us in lots of ways, as you can see in the picture of me here with an auction prize gifted by Sheffield United.

Charities need strategic direction and water-tight financial planning too…

There can be a perception that smaller non-profits and charities operate in a less business-focused way. However, my previous work was as a director in a private sector company, so I’m very focused on Cavendish being run as professionally as any corporate entity. We’re developing a new strategic plan for the next five years which will enable us to develop new areas of work whilst continuing to deliver the services which are so vital for people affected by cancer.

There’s a silver lining in every crisis if you look for it… The Covid-19 pandemic was difficult for many businesses but for a cancer charity delivering face-to-face services to vulnerable people it could have spelled disaster. We very quickly had to pivot to delivering services online where possible and

looking at ways to fundraise when actual events weren’t allowed. The positive to this is that we now have a range of courses and classes accessible online that we will be further developing over the next year to allow even more people to use our services.

The wellbeing of your team is vital…

My team of staff are working with people who are going through some of their darkest days, and it would be impossible for them to not bear some of that burden. At Cavendish we put the health and wellbeing of our staff first and we operate flexible working policies to enable a good work-life balance. My team could easily get better paid jobs outside of the charity sector, so you have to look for other ways to value them.

Your Board of Trustees should support and challenge you as CEO…

Having an effective board that sets a clear strategy and has a strong oversight is crucial for a charity to succeed. I’m lucky to have a great set of board members and I regularly tap into their considerable expertise to guide me in my role as CEO. It’s essential to have a Chairperson who is prepared to give support and challenge a CEO, it should be a two-way relationship.

Emma Draper is CEO of Cavendish Cancer Care, a Sheffieldbased charity that provides support to local families affected by cancer. They give those affected and their families the chance to talk in confidence and offer complementary therapies to help alleviate both the emotional strain of cancer and the physical side effects of the illness and its treatment.

SARAH NULTY FOUNDATION OFFERS £2,000 IN GRANTS

The Sarah Nulty Power of Music Foundation, who provides funding to support individuals and organisations in Sheffield, who through music, make a positive difference to the lives of local people, are now offering grants of up to £2000.

Until now, grants have been limited to £500, so the new, larger grants are a significant step forward in the level of funding that the charity is able to provide.

Chair of Trustees, Julie Voisey, said: “By being able to provide larger grants, we hope that individuals or organisations with a vision they feel might be a bit too financially draining or out of reach, can now access that chunk of funding they need in order to realise their idea or project.

“We really hope that by offering this extra level of

funding, more local people can be reached, and helped, by the transformative power of music.”

Sheffield Music School has already been a recipient of one of the new grants. The funding has been used to start a new project via its Tracks programme, “A Place Called Home”. The project runs weekly and invites Ukrainian refugees aged 12-16 to take part in music classes, workshops and lessons.

The larger grants are limited and are offered on a quarterly basis. The first round is open now until 30th June 2023. The smaller £500 grants continue to be available on a year-round rolling basis. You can check your eligibility for a grant by visiting The Sarah Nulty Power of Music Foundation website at thesarahnulty powerofmusicfoundation. co.uk.

WANDISCO TURNAROUND TAKES SHAPE

Sheffield-based software group WANdisco is set to launch a $30m equity fundraise as it works towards the resumption of trading in the company’s shares on AIM.

Having considered a range of funding options an equity fundraising towards the end of June has been elected as the most appropriate strategy to build balance sheet strength.

WANdisco also recently revealed plans to cut its workforce by 30% following the revelation that a senior sales employee falsified purchase orders and, as a result, trading in its shares remains under suspension.

An internal investigation by WANdisco, which is being probed by the Financial Conduct Authority, concluded

that recognised revenue of almost $15 million for FY22 was false, and that sales bookings of around $115.5m recorded in FY22 were also false.

The scandal saw co-founder Dave Richards and his finance chief Erik Miller step down, with chairman Ken Lever taking over CEO duties on a temporary basis.

With the appointment of Stephen Kelly as interim chief executive, and Ijoma Maluza as interim CFO, the WANdisco Board said it has commenced a deep transformation recovery programme.

Alongside cost reductions and working capital improvements, the board has determined that raising finance is fundamental to the success of the turnaround plan given the current cash runway extends only until mid-July 2023.

Source awards success

As it celebrates two decades of improving lives and upskilling the Sheffield City Region, The Source Skills Academy has been crowned Training Provider of the Year in the South Yorkshire Apprenticeship Awards 2023.

In addition, two of its outstanding apprentices also won ‘best in the county’ awards at the event held in Magna on 18 May.

Five other Source apprentices were finalists and two employers the academy supports also won awards for their exemplary work with apprentices.

Since launching in 2003 The Source, a registered charity, has helped to transform the lives of more than 10,000 people.

Over 5,600 apprentices have gained qualifications, 4,099 workers have been upskilled and 531 NEETs who didn’t achieve at school or college are thriving after being made ‘work ready’ via its Traineeships scheme.

Tricia Smith, CEO, said: “We are so proud to receive this accolade. It is recognition for all that we do to empower learners, get people into work and help businesses thrive by upskilling workforces.

“We have made an imprint on communities across the region, connecting people in disadvantaged towns and villages to new opportunities and encouraging inward investment.

“Our success rates have consistently exceeded national

NIBS

LEGACY IN ACTION

averages and in our anniversary year we are at the top of our game.

“Last year we achieved our bestever outcomes: 78.8% of learners achieved their apprenticeships - an 11% gain on previous years and an achievement rate which put us in the country’s top ten per centand 78% of End Point Assessment results were at a Distinction.”

As part of Move More Month 2023, Sheffield Olympic Legacy Park in partnership with Westfield Health is hosting the second ‘Olympic Legacy in Action’ event following the successful inaugural event last year which celebrated the 10th anniversary of London 2012 and saw over 2,000 people visit the Park and get involved.

NEW MENTAL HEALTH SUPPORT LAUNCHED IN ROTHERHAM

A new online platform is transforming the way in which people can get help for anxiety and depression in Rotherham. Patients of NHS Rotherham Talking Therapies – formerly called Improving Access to Psychological Therapies (IAPT) - can now use instant messaging to get help with their mental health, thanks to the NHS RDaSH Talking Therapies app.

SKY’S THE LIMIT

WORK is now well under way on Sky House Rother Valley, built on the site of the former Killamarsh Station in the North-East Derbyshire village of Killamarsh and will see the development of 13 three bedroom bungalows and dormer bungalows.

ROLLING THE DICE

UK engineering consultancy Dice is scheduled to open its second office in Sheffield and have appointed an Associate Director to lead the team. Associate Director Adam Jolly will be heading the Sheffield office, which will initially be home to a team of four civil and structural engineers.

ON THE WATERFRONT

Plans for the muchanticipated Attercliffe Waterside scheme in Sheffield are set to forge ahead with the announcement that Sheffield City Council and sustainable developer, Citu, have exchanged contracts on a development agreement for the site.

The 23-acre urban regeneration scheme, which

will transform brownfield land either side of the Sheffield and Tinsley Canal, will be one of the largest zero carbon communities in the UK, featuring more than 1,000 homes alongside climate conscious creative workspaces, an arts venue and retail opportunities to bring the neighbourhood to life.

Jonathan Wilson, Managing Director of Citu said: “We

have a long-term investment in Sheffield, creating awardwinning new communities and employing dozens of local people here for more than a decade.

“It’s fitting that the city will be home to one of our most ambitious schemes to date. This site has a rich history and is looking to a new chapter that will be at the forefront of tackling the biggest crisis of

our generation, the climate emergency.

“We will use our 20 plus years of experience in sustainable placemaking to ensure we create a new neighbourhood that will work in harmony with the natural surroundings and exceptional beauty of this area, creating lasting impact for the community to thrive.”

Sheffield Business Awards announce return

The 2023 Sheffield Business Awards has announced its return with a new venue, time and feel.

This year, the awards will take place at the University of Sheffield’s Octagon Centre on October 12, 2023, a slightly earlier date than previous years to merge with the annual Chamber President’s Reception and to avoid the Christmas overload.

The popular event will return for its 22nd year and a spectacular night of celebration, networking and food and drink is promised. The awards will be hosted by Sheffield Chamber of Commerce and sponsored by The University of Sheffield.

Louisa Harrison-Walker, Chief

Executive of Sheffield Chamber of Commerce, said: “We can’t wait for the 2023 Sheffield Business Awards as post pandemic, they come back bigger and better than ever before.

“The awards will not only be a great night out, and a key date in the diary as always, but an opportunity for us all to showcase the great organisations, initiatives, and projects that we have right here in the region.”

For more information or support, head to the #SBA2023 website here: sheffieldbusinessawards.org. uk/or contact the Chamber’s Events Team via: sheffieldbusinessawards@ scci.org.uk

AGENDA OPINION

“BACK THE BUILDERS, NOT THE BLOCKERS!”

These were the words prospective PM Keir Starmer said in his speech to the British Chambers of Commerce last month, as he pledged to kickstart the UK economy by creating more affordable housing – which could include potentially building on the Greenbelt. We spoke to Matt Bowker, Manging Director of Coda Architecture to get his view on whether the Labour leader’s ideas were good for the UK’s housing industry.

MATT BOWKER, MANGING DIRECTOR OF CODA

“Well first things first, I think it’s good news that one of the main political parties is taking housing more seriously than it has been in recent years, which, from my perspective, and the industry’s perspective, is quite positive.

“The reason the Greenbelt was set up was to limit and prevent urban sprawl, which was quite a noble thing to do. But as time has gone on, cities have developed and expanded to a point where something that was designed to protect the openness of the countryside in both major and smaller cities, is actually constricting potential growth, not just in geographical terms but more critically, in economic terms.

“I think this causes contradictions where cities can’t provide the amount of housing they need on brownfield sites, as housing is too expensive there, so people have to look further afield and are forced into longer commutes. This is particularly acute in Cambridge, for example, which has got a Greenbelt collar circling the city and quite a high demand for housing, so people struggle to commute into the city. And truth told, calling it green is pretty flattering, as some of it is really just scrubland that could be easily developed into housing that’s closer to the urban edge.

“We would always advocate a brownfield first approach, but some analysis has been done that shows that even if we develop every brownfield site into housing, we still wouldn’t get

anywhere near enough to meet the need. It's inevitable that we need to build on greenfield sites, so we need to look at parts of the Greenbelt that aren’t particularly pretty or actually protect the openness of the countryside and decide whether we can develop some of those areas. These should be those that are centred around railway stations and tram stops so you are not using Greenbelt developments to build an unsustainable car-dependent sprawl, but instead creating more sustainable development patterns.

“Politically, Greenbelts are almost a sacrosanct term like the NHS, but there is a growing awareness that the shortage of housing is a growing problem in this country. Certainly, the baby boomer generation, who benefited from low house prices, probably see that their children, even their grandchildren, are struggling to get a foot on the housing ladder. Britain’s always tied itself into being a home-owning democracy and that dream is slipping away as it’s just getting harder and harder for younger generations even get a first rung on the property ladder.

“And it’s becoming more of a political issue these days, so it’s good to see Labour in favour of house building, whereas what the Tories have done in recent years is retreat away and appeal to an older base that’s more opposed to house building, certainly with the reduction in the housing targets. It’s

clear between both political parties now who’s pro house building and who isn’t, and as younger generations mature, they will have the choice of voting for a party that’s going to help them to buy their own home or one who’s not.

“If you build housing close to transport hubs, people don’t have to rely on buying a car, which is an expensive option, so they’d have more disposable income, and we certainly don’t want to be promoting car dependent development patterns where you can’t get a pint of milk without getting in your car and driving five minutes to a local shop. Instead, we want to create walkable communities that have all the amenities that people need such as shops and schools. That was the basis of the 15-minute city idea that has become hostage to a conspiracy theory that it’s all about trying to restrict people’s movements, but it’s nothing of the sort. It’s just about trying to provide more options for people to access everything that they need in their life without having to get in their car or travel an hour away. We need to densify our cities if we can; it’s cheaper because the infrastructure is already there. Whereas, if you’re building new settlements and neighbourhoods, then you have to put all that infrastructure in, so it’s much more expensive. By doing this you get much more vibrant cities by getting more people living and working there.”

A busy April drew to a close with the Paces Club 300 meeting at Triple Point Brewery. It’s a great charity to support and their Club 300 has brought some super businesses together to collectively support the team and charity; they work hard to do things a little differently (perhaps reflecting how they work with their students and clients), and what better way to celebrate this difference than with an event in a Brewery?! As ever, beer guru, Alex Barlow from Triple Point hosted us wonderfully and we were enthralled to hear from Paces advocate and student, Jack Mitchell. Using his eye gaze computer and his Yorkshire voice (one especially recorded for him by Yorkshire actor Gerard Fletcher), he shared his own fundraising story – to date he has raised more than £8,000. Hats off to him!

Next up was the Yorkshire Hidden Gems Launch event over at Wentworth Woodhouse hosted by Rotherham Pioneers Chief Executive, Jackie Freeborn, ably assisted by Alex Gardner from Smile Business Support. What a venue. What a turnout. A packed room heard all about the Hidden Gems Discount card, a little card that does so much. I unfortunately missed an event also at Wentworth Woodhouse the night before, but I heard great things about the Charity Leaders Forum launch event hosted by the team at Bhayani HR. Hopefully I’ll make the next one. I was also sad to miss The Business Book Awards that we had helped judge, held at a prestigious black-tie event in London. Along with Andy we’d help choose a winner and runner up in The Business Journey category, those being The Meantime by Nick Miller and Panos by Panos Papadopoulos – both great reads. Andy did make the event whilst I stayed home to make sure I was up and raring for our own 3D Connect event.

This was a secret event; no one knew where they were going or who they were going to hear from until the day before! Our secret venue did not disappoint, a big thanks to CEO, Roz Davies and the team at Green Estate. What a location and what a journey they are all on – a super example of vision, determination and teamwork.

Our ‘secret panel’ shared more ‘Sheffield Secrets’: Wimbledon Rooves, Tottenham Hotspur Pitches and Bejing Botanical Gardens all ‘Made in Sheffield’, thanks to Sheffield Business SCX Special Projects; sustainable rum that contributes to ocean clear-up is flying off the shelves from Babco, a Sheffield drinks company; and of course, Jack from Paces shared his ‘Made in Sheffield’ secret voice too!

Our conclusion was: let’s stop being so secretive and let’s start shouting about the great things happening here in Sheffield!

Follow

With Jill White of Andy Hanselman Consulting

Follow Matt on Linked In or visit the Coda website at codaarchitecture.co.uk.

WORK HARD, PLAY HARDER: SUMO CELEBRATES 20 YEARS

Founded in Sheffield in 2003 by Carl Cavers, Paul Porter, Darren Mills, and James North-Hearn, Sumo Digital began as a small team of passionate developers with a shared vision to create exceptional games. Today, the wider Sumo Group has grown to over 1,600 talented people across multiple studios and businesses in the UK, Europe, India, and Canada.

Over the past two decades, Sumo Digital’s family of studios has built a reputation for creating highquality, innovative games across a range of genres. Some of its well-known and beloved titles include Outrun 2, Sonic & Sega All Stars Racing, Sega Superstars Tennis, and LittleBigPlanet 3 – with recent releases including Snake Pass, Hood: Outlaws & Legends, Little Orpheus, and BAFTAwinning Sackboy: A Big Adventure.

Bristol-based Auroch Digital, acquired by Sumo Group in 2021, has enjoyed recent success with the launch of Brewmaster: Beer Brewing Simulator on PC and console, as well as recently announced games – Mars Horizon 2: The Search for Life and Warhammer

40,000: Boltgun.

Sumo Group’s publishing arm Secret Mode, founded in 2021, has helped publish recent games including Eternal Threads, Turbo Golf Racing, and Wobbledogs, as well as A Little to the Left which went viral on social media with over 80 million views.

“Celebrating 20 years is a fantastic achievement for any business, and Sumo’s success is due to the incredible people we have working across our award-winning studios,” said Sumo Group CEO and co-founder Carl Cavers. “We’ve developed and collaborated on some truly spectacular games over the years, something that we

are incredibly proud of – and long may it continue.

“I’d like to thank our partners for their constant support over the last 20 years, and for trusting in us to create fun, groundbreaking experiences for all to enjoy. We’re looking forward to spending time with people from across Sumo Group this month as we officially kickstart our 20th-anniversary celebrations.”

In June, Sumo will host its flagship two-day learning and development event SDC23 for a second year. The conference will see over 1,000 of Sumo’s people coming together to collaborate, network and share cutting-edge

knowledge with over 100 speakers from across the company.

Following the twoday conference, Sumo is also hosting its very own ‘SumoFest’ music festival event exclusively for Sumo staff with well-known names from the music and entertainment industry making an appearance.

In addition, Sumo founders Carl Cavers, Paul Porter, and Darren Mills will also be featured in a fourpart video series throughout the month as they look back at the ‘Moments that shaped Sumo’ – discussing memorable games and decisions across the business from the last 20 years.

www.sumo-digital.com

Sumo Group, the award-winning provider of creative and development services in the video games and entertainment industries, is bringing its people together this month to celebrate 20 years of creating great games.

LIGHTBULB MOMENT:

LAURA BLACKBURN

For this month’s delve into the entrepreneurial stories behind South Yorkshire businesses, unLTD caught up with Laura Blackburn, founder of 2D animation studio B Animated, to discuss what inspired her to take the plunge in setting up her own company.

Could you tell us about the background to setting up the business?

Following on from graduating with a graphic design degree in 2009, I went on to work for a publishing company, working on adverts and laying out magazines. They created their own marketing department, so we started working with clients doing marketing materials, logos, posters, brochuresthose sorts of things. Then they created a video department so I got asked to help out on some motion graphics. This was around 2012-2013, and I didn’t know too much about animation at the time. So, I essentially taught myself.

You clearly took to it well? Yes, it quickly went from helping out with a couple of moving images to working on animations. That became a service that they offered and still offer now.

Was there a specific moment where you remember deciding you were going to set up your own business?

It was more of a case of me realising I could do this myself. I saw there was an opportunity to build a business out of my skill set and just wanted to give it a bash. I started looking for a job, emailing a few of the agencies which I really wanted to work for. A lot of these I now work in partnership with, which is something I would have never imagined a few years ago.

I started putting my business around; a lot of people wanted animations and I ended up realising the potential in it.

Was it daunting setting up your own business?

I didn’t know much about it at that point, as I’d always been an employee. I didn’t really know what I was signing myself up for, but I set up as a limited company for my first six-month

contract. I could see there was some potential and knew I was capable. I could see there was some potential and knew I was capable. I took an office at the Digital Media Centre (DMC 01) and started collaborating with a few companies who were based there. Quite a lot of business after that came through word of mouth. It all just progressed from there really. Current clients include Barnsley Council, Science in Sport PLC and Amco Giffen. I work with a wide range of companies in the private and public sector.

What advice would you give to someone who’s thinking about starting their own business but is potentially a bit unsure or lacking the confidence to do so?

I suppose it’s the classic ‘if you don’t try, you’ll never know’ advice. I jumped off the top diving board, didn’t really know what to expect. I knew if it didn’t work out, I’d have to get another job. But yeah, you don’t know until you give it a go. www.banimated.co.uk

ABOUT B ANIMATED

B Animated is a 2D animation studio, based at the Digital Media Centre in Barnsley.

Our mission is simple; to use our expertise in animation to help clients get the best results.

We work on a wide range of projects - in both the public and private sectors - creating eyecatching, on-screen animated content to promote businesses, services and products.

When it comes to design and animation, we appreciate that every client is different, but what never changes is our personalised approach.

NAME: DAN LAVER

EMPLOYER: BIDBI

ROLE: PARTNER RELATIONS MANAGER

Why motivated you to get involved in the SIBI Ambassador group? Since being part of See It Be It, I’ve been really aware of how much more engaged I would have been if Id had the same experiences. I want to promote See It Be It and get more people and businesses involved – it’s great for everyone!

What have you enjoyed most about being involved in the campaign? Meeting the young people. They are switched on and generally more grown-up than those of us in our 40s. Don’t listen to the media; young people today can be as inspiring to you as you can be to them.

What are the benefits to your business/employer?

These are the people our businesses will be employing in a few years’ time. Knowing their thoughts and passions helps you create an environment that will attract talent. Beyond that, SIBI has allowed us to meet other businesses in a range of sectors that don’t necessarily engage in regular networking events. Most of all though, it’s been a lot of fun and very varied.

Sheffield City Council’s See it Be it in Sheffield campaign aims to inspire the next generation by linking up schools and colleges with local employers to provide meaningful encounters and experiences of the workplace. You can find more information at sheffield.startprofile.com/page/ seeitbeit-employers or by following @ SeeItBeIt_Sheff on Twitter.

CAN A FLEXIBLE WORKING REQUEST BE REVERSED?

The biggest example in employment law is the shift to working from home. This was huge, with the Office for National Statistics (ONS) saying that in 2022 the number of people working from home more than doubled compared to pre-pandemic levels. While some have embraced the commute-free lifestyle, a survey by software firm Ivanti showed that just under 40% of office workers are struggling with aspects of remote working. In the wake of such worrying statistics, businesses may be considering what changes need to be put in place to best support their staff with their mental health, including a review of flexible working policies and arrangements.

Katie Ash, an employment law expert at Banner Jones, provides some insight into what employers might need to consider if they find themselves in this position:

“Firstly, it’s important to establish where the employee’s ‘place of work’ is. If the employment contract stipulates the employee’s home address, then the employer has no right to ask the employee to work from the office and can only do so if the employee agrees or the employer takes steps to enforce the change with a variation of the contract. If they are reluctant, then

the employer’s immediate options are likely to be limited.”

But what if the employee is asking to come back to the office?

“In that case, a reasonable employer should try to accommodate them in the workplace. If the employee made a flexible working application to work from home, but now wants to change their place of work, then they could potentially be asked to complete another flexible working application. Either way, any change to the place of work should be recorded in the contract of employment.

“If it isn’t possible to accommodate the

employee’s request, think about other ways to support the employee, such as more in person supervision or catch-up meetings, a regular team lunch, and more frequent telephone or video calls. Acting unreasonably, regardless of what the contract says, may harm employee relations, and could lead to grievances, resignations, and potentially Employment Tribunal claims for unfair constructive dismissal which could prove costly.”

Katie goes on to explain that dealing with reverse flexible working applications could prove challenging for businesses who have reduced their office space

or got rid of it altogether but cautions that employers must follow the statutory procedure if a flexible working application is made.

“Ultimately, the outcome of these requests will depend on the specific circumstances of the employer and the employee, but it’s important to ensure that no decision prejudices the individual unfairly or unnecessarily. As with any contractual change the best course of action is to get legal advice to find a resolution that works for all, and our team are here to help with that.”

Katie Ash, Head of Employment Law, Banner Jones Solicitors

For many, the Covid-19 crisis is starting to feel like a distant memory. However, there are still changes to the way we live and work today that were influenced by the restrictions that were put in place.

CHLOE ANGUS - CORPORATE WELLBEING MANAGER AT CAVENDISH

A COLOURFUL APPROACH TO LIVING YOUR BEST LIFE!

World Wellbeing Week is returning June 26-30 and gives us all a great opportunity to reflect on our personal approach to wellbeing.

At Cavendish we highlight the importance of proactive wellbeing, as well as understanding the different dimensions of wellbeing. So much of what we see around wellbeing is focused on the physical (nutrition, sleep, movement) but wellbeing is so much more than this; it is an individual way to live life fully. There are in fact eight pillars of wellbeing, as shown in our colourful wheel diagram: physical, intellectual, emotional, social, spiritual, operational, financial, and environmental. Each pillar requires attention, as neglect could negatively impact other areas and have a negative effect on health and quality of life. But the wheel doesn’t need to be perfectly in balance; the aim is to have an approach that feels most authentic to us personally.

Here’s a closer look at these pillars in more detail:

• Physical: looking after your body now and for the future

• Intellectual: being curious, challenging yourself and valuing lifelong learning

• Emotional: managing emotions, respecting feelings and having a positive outlook

• Social: maintaining healthy and joyful relationships and allowing others to care for you

• Spiritual: finding purpose and meaning in activities

that match your beliefs and values

• Operational: participating in work that provides personal satisfaction and aligns with your goals, values and lifestyle

• Financial: managing resources, making informed financial decisions and setting realistic goals

• Environmental: understanding how your environments affect you, and the impact you have on the environment

We like to consider this as a wheel: working together, the sections of the wheel give you balance and a full life according to your terms.

It’s a great tool to use for selfawareness at any time: Looking at the wheel, consider how “healthy” or fulfilled you feel in each area (assign a number if that works for you).

Reflecting on the full picture, which pillar would you like to give attention to right now?

What action would you

like to take? This could be arranging regular catch-ups with a friend, preparing batch recipes to make eating during the work week easier, reviewing your personal finances, or even volunteering.

• How would this action make you feel?

• What impact will this have on the other areas and your overall wellbeing?

Why not take five minutes now and give this a try. This model can be presented to your team in an interactive focus session to help kickstart their wellbeing approach. Get in touch with chloe.angus@ cavcare.org.uk to find out more.

Cavendish Wellbeing, part of Cavendish Cancer Care, provide wellbeing services to local businesses including bespoke online platforms, Mental Health First Aid, focus talks and guided sessions. This service helps to provide Cavendish Cancer Care with funds to continue delivering essential support to those affected by cancer in the local community.

BY THE SOURCE SKILLS ACADEMY

STRENGTH IN UNITY – THE SOURCE PLANS MAGNA MOVE

After 20 years in landmark offices at Meadowhall, South Yorkshire’s Training Provider of the Year, The Source Skills Academy, is moving to Magna. The Source, which has transformed the lives of over 10,000 people since launching at Meadowhall Way in 2003, will take up residence in September in a move its CEO Tricia Smith describes as “a merging of like-minded organisations upskilling the young people of South Yorkshire.”

Tricia added that “Magna is a unique, immersive learning experience for children and is about to have an exciting revamp, thanks to Rotherham’s successful bid for £20m from the Levelling Up Fund. It is an ideal place for us to be. Like us, Magna Trust is a not-for-profit charity, so we have the same values and goals: helping young people to find their best futures.”

Last year the awardwinning science centre at Templeborough drew over 110,000 visitors, including 30,000 Key Stage 1 and 2 schoolchildren aged 4-11, for whom it provides hands-on STEM learning.

“Many of the skills children use in Magna’s workshops

are perfectly suited to the apprenticeships we specialise in,” said Tricia. “We want to help Magna expand and deliver activities and workshops for Key Stage 4 and 5 pupils and post-16s, as well as being on hand to support those looking to do apprenticeships.”

Magna launched in 2000 after a £46m Millennium Project transformed what was the largest electric arc steel producing facility in Europe into a science centre

to maintain the heritage of steelmaking in Rotherham and Sheffield.

Kevin Tomlinson, CEO of Magna, said: “Supporting the development of young people lies at the very heart of our education offering. I am looking forward to welcoming The Source to their new home at Magna’s head office on Sheffield Road. There are clear synergies between the two organisations, in our common goal of helping to inspire and nurture the next

generation. Collaboration can only enhance the services that these two major South Yorkshire based charities bring to the area.”

Magna’s strong road and public transport links, soon to be enhanced by the building of a tram-train stop, also have strong appeal to the training academy, which has pledged to become more deeply embedded in local communities.

Another draw is the Work Wise charity’s Get Up To Speed interactive careers event for learners, teachers and parents, which is staged at Magna each year.

Cost considerations are another factor. During the pandemic, The Source swiftly embraced technology to provide training online and while face-to-face tutoring is again the norm, less operational space is required. Its lease with British Land, which owns the Meadowhall Way building, is due to expire in September. Tricia Smith explained that “Meadowhall had long been an ideal base for us but the world changed dramatically and as a charity with responsibility to its trustees, we have to be mindful of cost too.”

SPONSORED

The Source Skills Academy in Sheffield is passionate about bringing out the best in people. It has been helping businesses to increase the talents of their teams since 2003 and is proud to sponsor Skills Focus, a monthly spotlight on training and apprenticeship news and funding to help you develop your staff.

Charities educating and inspiring the region’s young people will be working together through Rotherham’s popular science and heritage centre.

The Source CE, Tricia Smith at Magna

THE BENEFITS OF PLANNING IN BUSINESS

We are now six months into the year and time has flown! Have you reviewed your business plan for 2023? Was there a plan for 2023 or are you winging it like last year? Perhaps it’s on the shelf or in a forgotten file, not looked at since it was sent to the bank?

Research shows that your chances of business success increase by between 30 and 142% when a written plan is in place and there’s no suggestion that you could be worse off by having a written plan.

If you haven’t got one yet, it’s never too late to start. As accountants we look at figures for the last period and use them as a basic starting point for the following period. The setting up of a 90 Day Plan is a very useful timescale: short enough to keep control and measure but long enough to be able to see the results of changes you have made in your business.

This strategic framework revolves around setting short-term goals, objectives, and action plans to drive progress over a three-month period. By focusing on a manageable timeframe, you can access several key benefits that contribute to growth, adaptability, and overall success. The 90-day planning approach fosters goal clarity and focus within a business. By setting specific, measurable, achievable, relevant, and time-framed (SMART) goals for the short term, teams are better able to visualise and prioritise their targets. This clarity increases motivation, boosts productivity, and

encourages proactive decision-making which can also benefit employees, as they can see tangible progress and achievements within a short timeframe.

The time-constrained nature of 90-day planning emphasises execution and accountability. By setting realistic milestones and deadlines, businesses can ensure tasks and projects are completed efficiently and on time. Regular checkins and progress reviews during the planning cycle allow for course correction, identifying potential bottlenecks and allocating resources accordingly. Measuring progress and

evaluating outcomes are critical components of effective planning. The 90day timeframe provides an ideal window for assessment, allowing businesses to monitor key performance indicators (KPIs) and adjust strategies as needed.

Write these down and identify regular weekly actions to improve the business; whether these are focused on improving sales, lead generation, conversion rates or pricing, reducing costs, improving engagement, or staff retention, they can all be monitored and broken down into small manageable tasks. General recommendations

suggest setting aside five hours a week for working on rather than in your business.

Finally, the results of your planning will always reflect in the figures. Discuss your Profit & Loss, Balance Sheet and cash flow with your accountant to see the results of your actions in your business finances.

We’re always happy to discuss your business issues and planning, so call or email me on andyfroggatt@ roystonparkin.co.uk to get a copy of our e-book, 57 Ways to Grow Your Business, or our New Business Kit updated for the 2023/24 tax year.

ANDY FROGGATT – ROYSTON PARKIN

MARTIN TWIGG

journey as a new business owner so far.

Tell us about your company. Making the use of the latest drone technology, Iprosurv – Martin Twigg provides high quality aerial data services such as photography, videography, thermal imaging, mapping and surveying, and 3D modelling, as well as security and surveillance operations. Drones are utilised across various sectors from agriculture, construction, engineering, and insurance to marketing, property sales and lettings, and facilities management, to name but a few. Drones reduce carbon emissions, improve efficiency, and reduce health and safety risks when compared to traditional inspection methods like scaffolding, cherry pickers or working at height teams.

When did you decide to start up on your own and what inspired you?

I was inspired to start a drone business when I was flying drones operationally for the police. In September 2020, I was 18 months from retiring as a police officer and looking to run my own business. I had recently qualified as a drone pilot and the technology was advancing rapidly, allowing drones to be used in a wide range of applications across the UK, so I wanted to be part of that growth. I had already set up an electrical testing business, Marcaz Ltd, and saw an opportunity to change direction and pursue my interest by purchasing a franchise in a drone business in April 2022.

How has Launchpad helped you?

Launchpad have been an asset to me and my business, having been there to talk ideas through, provide reality checks when needed and greatly assist with my development through the various training programmes and workshops they provide to small businesses like mine. They also made me more accountable to myself. At times when starting a new business, you want to run before you can walk, yet at the same time, you can

STATEMENT FROM JULIA MILLEA, BUSINESS START UP ADVISOR

“It’s been great to work with Martin on shaping his business proposition so he can stay focused on demonstrating the unique wealth of knowledge and expertise he brings to his customers. Most of the work we offer is around clarity so business owners can see their priorities and a clear path forward to developing their business strategy and growing more successfully, as Martin has done.”

feel you have made no progress at all. Launchpad are supportive and help to boost your morale by highlighting how far you have come in a short period of time.

What are your hopes and aims for your business?

I am still a relatively new business, with my drone operation only recently reaching its first birthday. My aim is to continue to develop by helping those businesses who are looking to reduce their health and safety risks, reduce costs and improve efficiency. I want to develop and grow my business so I can employ staff to assist me with my vision for Iprosurv – Martin Twigg, allowing me to develop my transition from public servant to a successful business owner. Find out more by contacting Martin on martin.twigg@iprosurv. com or 07939 653818 and visiting www.iprosurv.com

Starting and growing a business is not easy and that’s why the Launchpad programme was created. Part funded by the European Regional Development Fund and our partners means there is no cost to the entrepreneur, so we can get straight to work on turning those dreams into reality. Stop dreaming and do it. Contact us for information now on 03330 00 00 39 or email growthhub@southyorkshire-ca.gov.uk.

From 27 years with the police to harnessing the advancement of drone technology, Martin Twigg talks to unLTD about his

unLTD launch Small Business Awards!

The unLTD Business Awards will be held at Peddler Warehouse on November 30, 2023 and will be a celebration of South Yorkshire’s SMEs, Start Ups and Entrepreneurs.

Each year the awards will move across the region to ensure all parts of South Yorkshire are fully represented, while the awards have been designed to be easy to enter to encourage time-poor businesses to take part.

“We want all SMEs, small businesses and entrepreneurs from across South Yorkshire to feel like they are represented by our awards and stand a chance of winning,” says unLTD owner Phil Turner. “We have designed the entry and judging processes to be as straightforward as possible to encourage small business owners and managers with often little spare time to be able to take part. We really want all types of businesses from right across the region to be involved and celebrate each other’s successes. The only caveat is that you must be an SME”

There are 20 awards in all, with most categories bracketed by industry – the idea being that recruiters compete against other recruiters and accountants

against other accountants. With overall awards for Best Entrepreneur, Best Micro, Small and Medium Business all included, as well as an overall winner, there is hopefully, just about something for everyone.

Entries will open in September, with judges meeting in October to agree a shortlist and the ceremony celebrating all winners at the end of November.

Said Phil: “It has been a pleasure to collaborate with Sheffield Chamber of Commerce over these past two years and to develop the Sheffield Business Awards - despite the difficult times in which we were organising events.

“Now, however, a wonderful opportunity has opened to allow us to celebrate so much more in the region. Alongside the Exposed Awards, run by our sister magazine and aimed at the hospitality industry, we see a space to celebrate those small and medium businesses that drive so much of the region’s economy. With our new award ceremony, that’s exactly what we are excited to champion.” For more information on how to enter, sponsor or attend the unLTD Business Awards, keep a close tab on the unLTD website and social media.

After two years collaborating with the Sheffield Chamber of Commerce on the Sheffield Business Awards, we have decided to launch our own awards to be held in Sheffield, later this year.

List of Awards

•Best Nightlife or Hospitality Business

•Best Independent Retailer

•Property and Construction Company of the Year

•Best Business Support or Consultancy

•Creative Business of the Year

•Manufacturing Company of the Year

•Best Recruitment or HR Business

•Best Technology Business

•Finance and Accountancy Company of the Year

•Legal Company of the Year

•Best Not For Profit, Charity or Social Enterprise

•Best Business Start Up

•Best Micro Business (less than 10 employees and under £2 million)

•Best Small Business (less than 50 employees and an annual turnover under £10 million)

•Best Medium-sized Business (less than 250 employees and an annual turnover under £50 million)

unLTD Business Awards

What is it?

Launched this year, they celebrate South Yorkshire’s SMEs, Start Ups and Entrepreneurs.

How Do I Enter?

Via www.unltdbusiness.com – full details will be released next month!

Can I sponsor an award?

Sure. Email phil@unltdbusiness.com

When’s the ceremony?

November 30, 2023 at Peddler Warehouse in Sheffield.

•See It Be It Award for Inspiring The Future

•Entrepreneur of the Year

•Best Company Culture

•Unsung Hero Award for Outstanding Employee

•Business of the Year (chosen by main sponsor)

Growing competition in the sector, increasingly price conscious consumers, and talent retention are just some of the concerns facing today’s legal leaders.

The winners are those with a growth mindset. Technology and automation, flexible working, positive talent management, and a fun, inclusive culture are some of the practices adopted at Best Solicitors.

Led by triathlete, child care solicitor, and CEO Donna Tilbrook, Sheffield headquartered Best Solicitors is facing these challenges head on.

Donna said: “The legal sector has changed and continues to evolve. We have successfully delivered legal solutions to individuals and businesses in Sheffield, and beyond, for 21 years. We recognise that we must not only keep up with a changing landscape, but also stay ahead of the curve.

“We intentionally recruit talent from other sectors to bring fresh ideas to the table. We have a dedicated continuous improvement coordinator recruited from fastmoving retail environments, including John Lewis, and finance and project management experts, from challenging manufacturing backgrounds, helping us drive the business forward.

“Technology, automation, and efficient workflows have been introduced to support our teams to work smarter. Clients experience a continually improving service.

“Our people are our biggest asset, and we recognise that we need to

DRIVEN BY BEST PRACTICE

The legal sector is steeped in tradition. Some laws date back centuries, and many long-established practices continue to this day.

demonstrate this with clear action. We operate an open culture where everyone is invited and encouraged to contribute ideas and a commitment to training to upskill staff.

“We invest in employees who are keen to progress their career and offer the technology to enable flexible working. We have nurtured a positive, supportive culture where camaraderie is a given. We work hard, but place emphasis on having fun

together as a team recently enjoying a day at Rother Valley Country Park.”

Best Solicitors was established with social justice at the heart of the practice. Starting the business representing clients in child care and criminal proceedings, the firm has since grown to offer a range of legal solutions including family, wills & probate, conveyancing, commercial property, personal injury, employment and landlord and tenant services.

Change has played a significant role in its evolution with the business recently marking its fifth anniversary in Barnsley. Changing its structure to a limited business earlier this year, the firm has invested in its IT and marketing while picking up awards along the way – including Private Client Team of the Year, and Commercial Property Team of the Year, at the Sheffield & District Law Society 2023 Legal Awards.

Donna continued:

“Businesses today must embrace the future in order to thrive. We are growing, changing, and adapting - and will continue to do so.”

www.bestsolicitorsonline. co.uk

Best Solicitors CEO, Donna Tilbrook

Best Solicitors at Rother Valley Country Park

Carrie, who has worked her way through the ranks over the last decade, becomes just the third Chief Exec of the chamber, and the first woman in the role since its merger in 2007. To help her continue their success story, Carrie has appointed long-time colleague Shane Young as Operations Director, who has also worked at the chamber for ten years. unLTD’s Phil Turner caught up with the pair to talk about their decade-long rise and what makes them stand out from the crowd…

Can you start by telling us a bit about your backgrounds?

CS: I’m from Nottingham originally, and then moved up here. I started working for one of our member companies, British Gas Centrica,

looking after electrical training for the company. My involvement with the Chamber started through their membership services, so I was going to events and actually met Andrew (Denniff, former Chief Exec) at a policy meeting that I shouldn’t have been at. I then joined the chamber in July 2013 as a membership exec, out there talking to businesses, explaining the benefits and the importance of being part of a chamber. After overseeing Chamber Skills Solutions and supporting businesses through COVID, in December, I became Chief Exec. It all started nearly ten years ago now, and I’ve never looked back.

SY: I started two weeks after Carrie, in the same role. Selling is my background really and when

I stumbled across the role at the chamber, I didn’t know what a chamber was, but I went for it because it was a sales role. Along with Carrie, we smashed that for a couple of years, and we’ve worked our way up in different roles. From May onwards I’ll be working under Carrie, as the Ops Director, which is really exciting.

CS: It’s exciting because over those ten years it’s almost come full circle. In the first two years as membership execs we were working really closely together as a team. Then, through our progression, we kind of moved away from each other. Now the circle is closing, and the team is back together. It’s really quite nice, and quite calming to know that we’re doing this together.

To join so close together and to both still be here, that’s quite unusual in any organisation, but to now be leading the organisation, you must work well together and have a balance of qualities that complement each other.

CS: Absolutely. I’m more of a bigger picture person, who can say to Shane, ‘This is how I see it happening. Shane, how are we going to do it? And that’s how we complement each other. We had a meeting many years ago, and Shane might not remember this, but we did a presentation in a school explaining where we’ve come from, and we’ve come from very different backgrounds and education streams, and had different experiences. The fact that we’ve come together, and we are really quite close in the workplace, and very supportive outside of the workplace, you can’t bottle that. If you could, businesses would be buying it off the shelf! I’m a big believer in fate, and we are the right people at the right time. Shane’s very supportive of me and we just bounce off each other. We’re usually on the same page, but we’re not afraid to say, 'Actually, I don’t agree with you either'; but it’s still very respectful. I think that’s quite rare.

SY: We have no problem challenging each other and that’s important in any business. No matter who’s at the top or who’s at the bottom, you’ve got to have colleagues challenging each other. Things have happened in our lives

In recent years, Barnsley & Rotherham Chamber of Commerce has become a trailblazing example of how a modern and inclusive chamber can thrive and succeed. Boasting over 1100 members, it has some of the highest retention rates in the country and recently appointed a new chief executive, Carrie Sudbury, to continue that good work.

outside of work that have drawn us together and created more of a natural connection. We both always seem to be wanting to go on the same journey. I might go off that way a little bit, Carrie might go the other, but we’ll get to the same spot in the end. It might be a surprise to some, but it’s not a surprise to us that we’ve worked our way through the ranks and got where we want to be.

What do you feel like you both bring to the chamber?

CS: You’re going to laugh at us for saying it, but it is genuinely that we care about what we do. This isn’t just a place you log in work for eight hours a day and then log off again job. To work in a chamber of commerce, you’ve got to understand it. You’ve got to really be involved. You’ve got to be emotionally connected to who you’re talking to and you genuinely want to help and assist. We love what we do. This is us; the chamber is in our blood now. SY: It’s a weird and wonderful world, the chamber, and every day is different. The fact that you’re always around inspirational business owners and business leaders is very good for you personally in the role. You feed off the positive energy that they bring. It’s quite inspiring.

The Barnsley & Rotherham Chamber is in extremely good health these days, how has the chamber changed to become so successful over the ten years you’ve been involved?

SY: First and foremost, Andrew has been a big influence. He’s been a fantastic boss over the last ten years and has built an amazing platform for us to continue. He should leave feeling very proud. Our purpose is to serve our members and to help them in their business, whether it’s raising their profile, growing the network, protecting them, lobbying, external affairs, policy, or whatever it may be; that’s why we’re here, and I think it’s fair to say not every chamber in the UK sees that as its purpose. We’re very membership driven. What we realised, early on when we were selling, is that we didn’t really have a membership journey in place. There wasn’t a lot of touch points, so, even though we were good at what we did in terms of sales, the retention wasn’t as good

as it could be. Just introducing that membership journey, getting our members to understand us as people, rather than just the chamber, and also understanding them, rather than just their brand, I think is really important. We’re so proud to be the second-best chamber in the country for retention. It’s something we need to be shouting about. We’re here to support our members and retain our members in order to help them grow and prosper, especially in a challenging climate.

CS: Strategically, we are the voice of business for our 1100 members, we are that pinpoint to say ‘these are the problems’ and get that message to the right people; be it central government, local government, or local councillors, we are there to challenge where appropriate and to celebrate where appropriate.

That must be difficult when you’ve got 1100 members, who must all

Andrew Denniff, former Chief Executive

have different voices, issues and opinions.

CS: It is difficult, but that’s what we’re here to do. 95% of the time with members issues, there’s usually a golden thread, where the issues are the same for majority of business owners across our patch. For the rest of them, we can have that one to one discussion to say ‘Right, you’ve got an issue with X, Y and Z, let’s see what we can do for you.’ Our members really value that we step in, or that we’ve got the phone number for them to speak to someone directly. These are areas that we need to improve on, and I want to do more of that as well as more public lobbying. We do a lot as South Yorkshire, but I want to do a lot more for Barnsley and Rotherham specifically. We’ve got fantastic relationships with both of the chambers in the in the region; however, I feel that we should have a stronger voice to Barnsley and Rotherham directly. I was in

London recently with the British Chambers of Commerce and what some people think of as little old Barnsley and Rotherham is actually ruffling a few feathers with our retention figures and the size of the membership.

SY: We’re a two-town chamber and we definitely punch above our weight when you look at the benchmarking from British Chambers that come out every year. That’s getting noticed in central London.

CS: When I walked in as the newbie, they knew exactly who we are and exactly how we’re performing and some of the chambers were very jealous of that. That’s testament to Shane, the team and Andrew. We’ve only got 14 staff versus some other chambers in the UK network, who have got 140 or 150 staff and only 900 members or 1000 members. We are very proud of what we do and how we deliver it and I think the figures speak for themselves.

Do you think chambers have had to evolve in recent years to remain relevant?

SY: I believe so. I think there is still a certain stereotype that a chamber of commerce is an old-school approach, but I know the three chambers in South Yorkshire have broken that perception in terms of what we do. We try and put on quirky events, sociable events; it’s not just your stereotypical 'old blokes in grey suits' mentality. It’s inclusive for everyone, as a chamber of commerce should be, and it’s accessible. Some businesses still think we’re part of the local authority or that it’s kind of an old boys' club. I’ve never experienced that in the ten years I’ve worked here, but hearing historical stories, you can understand why there’s still that perception, but we’re doing everything we can to break that.

CS: I think we now reflect the business landscape. The fact that there’s a female chief exec, and the fact that we’re relatively young, that’s quite rare across the network. We’re coming at it with a fresh pair of eyes. The chamber is over 100 years old and there are some traditional elements that I think we

should still do, but we just do them slightly differently.

Is this the toughest economic climate you’ve experienced since you’ve been involved with the chamber, and how do you help businesses navigate this landscape?

CS: It is unprecedented times, but a tangible way we can help is by offering continuity. We offer that personal approach. If someone is waking up in the middle of the night thinking about an issue, they know that they can ring Shane the next day and get an answer or be signposted to the right place. It’s very difficult to predict how things are going to turn out at the moment, but what I can guarantee is that we’re not going anywhere. We will be that consistency that businesses need.

SY: Businesses have come out of the pandemic extremely resilient. While it’s unprecedented times, I genuinely believe that businesses are more open to discussing the pressures and challenges they face.

What does the future hold for the chamber?

SY: We want to grow, but we want to do that organically, like any good membership organisation should. We will be expanding the team to have additional staff working within the membership department, which is very exciting and will hopefully take the good work we’ve done onto the next level.

CS: I can’t give you too much detail now, but we are also looking at additional benefits for members to reflect the current climate and to help businesses through these next few months and maybe years. We can hopefully announce them later this year. The next thing we’re going to be doing is refreshing the website to give members more opportunities on there, so that’s very exciting. We’re also slowly updating our space and the branding to better reflect how we operate. Events will carry on, but they'll be bigger and better, so it’s going to be a busy next six months. But mainly, we just want people to know that there are two people heading up the chamber who have been here for ten years and genuinely care about it. It’s very exciting times.

To join the chamber visit brchamber.co.uk

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BEHIND THE SCENES

Between 14-19 June, thousands of documentary lovers and members of the filmmaking industry will be travelling from all corners of the globe to Sheffield for the 30th edition of DocFest. Last month, unLTD caught up with new managing director Annabel Grundy and acting creative director Raul Niño Zambrano to discuss pulling together this year’s event.

Can you give me some idea of what has been happening in the past year in the lead-up to 2023’s DocFest?

We’ve travelled to other festivals, watched many films online and contacted people who have contacted us, thinking about films for this year and films for future festivals. We also have advisors all over the world who we consult with, who watch films on our behalf, and we get feedback from them. We have identified the six strands of film, and we are keen to stick with them. We want people to be able to navigate the festival more easily and we feel this will help. We’re a great team, which works well. We had 2500 film submissions, which had to be narrowed down to just 122. It’s really difficult! We always have to reject some really good films, which is hard, but we have to ask tough questions.

To get an idea of the operation, how big is the DocFest team today?

There’s a small year-round team of about 12, and we expand to about 40 as the festival approaches. We also have up to 500 volunteers, who

we can’t manage without. One thing we’re proud of is that in the yearround team we have people who started as volunteers. It’s important to us that people can aspire to become part of the DocFest team.

Could you tell me about the retrospective with Iranian filmmaker Rakhshan Banietemad. That sounds particularly intriguing and jumped out at me during the programme launch speech. Whilst we react to what’s happening

in the world, we’re also able to look at amazing voices in the cinema such as Rakhshan’s. The retrospective on her work shows how her films have influenced and shaped both the industry and creatives within the region of Iran. Her films have always focused on female activists and giving voices to women. We’re screening six of her films, alongside six new films by contemporary Iranian filmmakers, which will explore the challenge of everyday life in Iran, but also express their hope for a brighter future.

I’m always keen to see music documentaries and there are quite a few big names this year. Was that a conscious effort?

Music filmmakers often approach us. They’re keen to use Sheffield as the base to launch their films, as there is such a strong musical history and heritage here. We’re very proud that people are so keen to premiere here at DocFest. We know Sheffield is a musical city, and we love to get local people out and joining us.

Have you noticed the audience changing or any new trends with regard to the industry?

They are growing. It’s always good to have an introduction by the filmmaker with a Q&A after the film. People really like that, and it has helped the festival grow. Following the pandemic, we’re now well on the way to a full recovery. Everyone was so happy DocFest was back in 2022. It was smaller but we’re now growing back to where we were. Cinema as a whole is still in recovery, but we’re in a great position as a festival. People will always come out for something special. The industry response is much stronger too. Films are feelings and dreams writ large, and everyone enjoys the communal feeling of sharing them. Some people say that cinema will go away, but it never will. We as humans want to sit together and experience shared narrative and feelings.

Documentaries are now so much more mainstream. Streaming platforms all have a documentary section alongside the feature films these days. That’s at the core of how DocFest started in Sheffield: people got together and said, ‘Documentaries need to be seen in front of a large audience. We need to celebrate it’. It’s grown since then.

UNLTD'S TOP SHOUTS:

The fight for free press looks like being a very common thread this year. The Price Of Truth follows the editor of what is now Russia’s only independent newspaper and looks set to be an intriguing watch. In Not A Bedtime Story, the director confronts her father over the stories he told her as a child, which she has come to realise were in fact about what he did as a Colombian guerrilla fighter.

The Body Politic is a portrait of Brandon Scott, Baltimore’s youngest black mayor. He may well be at the world premiere, too. Short films are often by necessity what documentary film-makers produce. Wim Wenders has worked with four young Iranian filmmakers, and their films will be screened under the heading of Iran: A Sense Of Place, made about places not people. Two live podcasts will be recorded at DocFest. One called Witches, about being a witch in the modern world, and the first ever live episode of BBC Radio 4’s Soul Music.

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DRIVING CHANGE

unLTD headed down to the New York Stadium in Rotherham to meet the team at Whyy? Change, an award-winning professional services company who specialise in transforming people and industry through a range of accredited training courses.

Settling down for a brew with Ray Byrne (CEO), Emma Harrison (Managing Director), Matthew Trueman (Head of Communications), Lynda Holbrey (Head of Quality HSE) and Laura Wright (Head of People), we discussed their passion for learning, the important values underpinning their work and why they are so much more than a training provider!

What sets Whyy Change apart from other training providers?

RB: First of all, you’ve upset me a bit. You’ve called us a training provider. We’re much, much more than that!

EH: I think a big part of what sets us apart is our focus is on quality, not quality. We’re not interested in just getting the maximum number of learners in to ensure maximum income. It’s all about the learner experience, ensuring that we deliver a quality provision through accredited apprenticeships and qualifications to add value to the learner outcome. We think about our learners’ long-term careers, getting a CMI badge on their CV and then giving them the opportunity to apply for Foundation Chartered Managership (fCMgr) or Chartered Manager (CMgr) status also through the CMI. It’s about the next step, the longer learner journey.

RB: To add to that, I would say it’s the word ‘transform’. Our vision is to provide business knowledge and services to transform people in industry. We look at what people can do for themselves and what impact they can have on their

business. That’s why this business was set up: I wanted to work on moving businesses from where they are today to where they want to be tomorrow. We don’t just tick boxes here.

How do you ensure that the quality of the learning experience remains second-to-none?

MT: A key thing for me is that the training we deliver is done faceto-face. I think our learners find a lot of value in that; they appreciate having direct interaction with a tutor and engagement with peers in the classroom. It allows them the opportunity to bounce ideas around and fully integrate their learning experience in one safe space, rather than having to learn online where students are reliant on tutors being online 24/7 to receive feedback and answers questions.

LH: Yes, that’s a big advantage. Whenever an apprentice comes in here, even if it’s just me who’s teaching them, they will know everybody else. We introduce them to the team and since we’re all practitioners in different fields, we’re able to give advice on various topics, sharing that knowledge and generally making for a better environment.

Could you share any standout success stories or positive impacts?

EH: The Ofsted inspection last year, our first full inspection, was hugely positive and we received a Grade 2 good outcome, which for our first inspection, especially as a small provider, we were really thrilled with

and it helped to validate the hard work we’ve all put in as a team.

RB: My standout success stories are the nine people working here. They took a risk on coming to work with me at Whyy?, some have come from working for large companies, and I had nothing really but a vision and a dream. They’ve all seen that, bought into the values and behaviours, and they make me want to lead and drive this business more passionately than ever.

EH: In terms of some personal success stories from the team, Matt won Technology and Digital Apprentice of the Year at the South Yorkshire Apprenticeship Awards recently, where we’d been shortlisted for four awards. It’s not why we do what we do, but being recognised always feels good.

What are the key challenges faced in the industry, and how do you overcome them?

EH: Funding from a government perspective. There are different funding bands for apprenticeships, and the trajectory has only been going one way and that’s down. That’s an ongoing challenge. The apprenticeship funding rounds are regularly under review, and as governments change, they have different priorities. But we’ll continue to shout about the importance of development, progression and transformation.

LH: Some companies might think that you need to go with a large provider. However, we’re really proud of our apprentices who have helped us achieve a 100% success rate, which refers to people who

PHOTOGRAPHY: ROSS JARMAN

WHYY?

go through the whole process and pass at the first attempt - with 87% of those going on to achieve a Merit or Distinction. We’ve had apprentices sent to us who’ve come from places where they’ve had 3040 in a class, as they don’t feel like the value is there.

RB: A lot of companies have digitised their training and run it solely online, but I think people are attracted by the face-to-face aspect of what we do. We get people from Manchester, Bradford, York, Sheffield, Chesterfield, the Midlands – they want face-to-face delivery, small groups and bespoke programmes. It’s all about the quality of the learning.

MT: A challenge I’ve noticed is educating people on the Apprenticeship Levy; explaining to businesses and employers on how they can utilise it and help to grow their staff through upskilling.

EH: Yes, I think a lot of employers think apprenticeships are for the typical 16-20-year-old, straight-outof-college age group. Upskilling is really important no matter where you are in a career, as it can really change your trajectory.

What initiatives are in place to foster personal growth for the team at Whyy Change?

EH: Apprenticeships. I finished my Quality Practitioner apprenticeship in December. Lynda was my tutor, it linked to my role and we’re encouraged from day one to find ourselves an apprenticeship. Matt is coming towards the end of his Marketing Manager apprenticeship and had also done a Level 4 Certificated in Professional Digital Marketing with us through the Chartered Institute of Marketing. Lynda has developed her CPD (Continuing Professional Development) working with the Chartered Quality Institute. It’s all in the culture of encouraging us to be lifelong learners.

RB: We have to be learners. We want to be pushing ourselves and this place is all about encouraging curiosity, thinking, learning and creativity wherever possible within these four walls. I think most human beings relish that opportunity.

www.whyychange.com, call 0114 400 0077 or email info@ whyychange.com

VALUES MATTER: THE WHYY? CHANGE TEAM TALK US THROUGH THEIR SIX GUIDING PRINCIPLES

DO RIGHT BY EVERYONE

RB: This is about us, the team. It’s about making sure that whatever we do, we’re always looking to be stronger as a company, with the target audience always being the learner. This place was built on all of our shoulders and every decision we make has to be for the greater good and we want our behaviours to reflect this.

BE CURIOUS

MT: Everyone’s always looking to explore new ideas, find out where the opportunities are and take on fresh knowledge. It’s about understanding challenges and finding innovative, thinking-outside-the-box ways to push boundaries and get to where you want to be. If you’re not moving forwards, you’re moving backwards.

SYSTEMS MATTER

EH: This is about having evidence-based decision-making and processes as part of your delivery for apprenticeships and commercial training. This ensures that all the learners that come to us have the right outcome at the end of their training programmes and a positive experience. Quality assurance, acting on feedback and continuous improvement all link into our strategy as a business and ultimately drives the experience.

KNOW THE LEGACY, TELL THE STORY

LW: This links into the culture of working for Whyy. We’re a close-knit family here and that’s because we know the story, how it all started, and we know where we want to go. We make sure that anyone new to the organisation understands the roots of it and the legacy we want to achieve, ensuring that we’re all moving in the same direction.

DO WHAT WE NEED TO DO

EH: As a small team, there aren’t 20 people in the background who are able to pick up the bits that keep a business running. Whether that’s cleaning the toilet, grabbing some milk from the shop, ensuring the kitchen is stocked with the basics – we’ve got a culture where taking care of those tasks is very much all of our joint responsibilities. It’s a team effort, we support each other and it transcends into how we deal with clients and learners who come onsite, making sure we do what we need to do so people can enjoy a positive experience when they come to Whyy Change.

SHARE KNOWLEDGE

MT: This applies in two ways. Sharing knowledge is essentially what we do: sharing it with our learners and apprentices, so that they’re able to upskill and share knowledge themselves within their own businesses. But from a cultural point of view as well, everyone here at Whyy? is a practitioner and we have our own skill sets. So, for example, I did IT with Business at university, so if there’s an IT module on one of the marketing apprenticeships, I’m able to adapt and share my knowledge on that. It’s essentially about encouraging collaboration across the team and the courses we offer.

RISING TO THE BiG CHALLENGE

Last month, the unLTD team was delighted to attend the BiG Challenge Awards 2023 – a celebration of entrepreneurial spirit in a city-wide competition that connects young people and employers through an immersive enterprise experience.

The BiG Challenge is an annual enterprise competition facilitated through Sheffield City Council’s See It Be It in Sheffield Team and is open to all Y7-Y9 students. With a startup loan of £25, each team designs and develops a business, which includes selling their products and services at the Moor Markets and pitching their ideas in a Dragons’ Den-style presentation to decide the overall winner.

The event was held at OEC Sheffield on 30th March 2023, with special guests including Dame Julie Kenny, Master Cutler; Lt Colonel R A McPherson MBE, High Sheriff of South Yorkshire; Deputy Lord Mayor of Sheffield Cllr Colin Ross; Lady Mayoress Jackie Satur, and Kate Josephs CB, Chief Executive of Sheffield City Council, who presented the overall winning prize.

Award sponsors from local businesses took to the stage to present prizes to the most outstanding teams, covering a range of categories including innovation, use of technology, visual media, and sustainability. Many of the sponsors are acting Business Ambassadors for See It Be It who volunteered their time to mentor teams throughout the competition and regularly commit to offering valuable employer encounters to Sheffield schools.

Amongst the sponsors was Harvey Morton, who was responsible for awarding the Marketing & Sales prize. In his speech announcing the winners, he said: “Having suffered from bullying in school, this opportunity gave me something to work towards and put my energy into. My original idea as a student is now a successful business that grew from participating in the BiG Challenge and taking a chance on myself.

I would encourage all those students to take up this opportunity,

whether it’s in a group or on your own, as it will help to boost your confidence and give you a focus, plus you may even discover a talent you never knew you had along the way. If an idea doesn’t work, try something else, just don’t give up!”

Due to the exceptional efforts from the teams involved, the volunteers for the pitches decided to award two teams with the BiG Prize for Outstanding Achievement. Congratulations to By the Sea from High Storrs School and Torched Views from Holgate Meadows.

Halima and Mia from By the Sea accrued an impressive profit of £202 by selling their handmade decoupage trinket dishes made from real shells, collected from UK beaches and locally sourced from fishmongers. 10% of their profit was donated to WWF’s sustainable fishing charity.

Malachi from Torched Views made an outstanding £153 profit from his framed prints and cards of photographs taken and edited himself. His customers included Action for Children, who will be using his products as greetings cards with a view to purchase more in the future.

Reflecting on her experience as a volunteer and the impressive submissions judged, Jill White from Andy Hanselman Consulting said: “This year has truly been an outstanding set of students, but for us as Dragons, one thing that really stood out across all the participants this year was Corporate Social Responsibility, sustainability and environmental awareness – this is very encouraging for us to see and hear from our young people.

Originality, creativity, passion and love is what made our two winning teams standout this year.”

The full list of award winners can be found on the BiG Challenge website: business.bigchallenge.biz.

SEE IT BE IT IN SHEFFIELD

Sheffield City Council’s See It Be It in Sheffield campaign brings to life the world of work by linking local businesses and employers with schools and colleges, providing young people with meaningful employer encounters and experiences of the workplace.

For more information, visit sheffield. startprofile.com or email seeitbeit@sheffield. gov.uk to involve your business.

Website: sheffield.startprofile.com/page/ seeitbeit-employers

Email: seeitbeit@sheffield.gov.uk Twitter: @seeitbeit_sheff

EMBRACING INNOVATION THROUGH DIGITAL TECHNOLOGY

Digital technology can play a vital role in helping businesses to unlock new markets, bringing new products to market and increasing flexibility in the way that we all go about our daily business. Yet many businesses across South Yorkshire have been slow to embrace the opportunities offered by digital solutions, stifling growth.

These were the conclusions drawn by the Sheffield City Region’s Strategic Economic Plan, which not only identified that digital was a key sector in its own right, but one that could play a vital role to support growth within a wide range of sectors including manufacturing, engineering and serviceled businesses.

In 2020, the four local authorities operating across South Yorkshire successfully secured funding to pioneer the South Yorkshire Digital Innovation Grant scheme. The match-funded grant scheme provided businesses with an opportunity to access between £1,000 and £5,000 to match fund digital projects worth up to £10,000 in a bid to help SMEs across the region embrace technology to boost growth.

Launched in August 2021 as one of a number of measures to help businesses overcome some of the challenges posed by the Covid-19 pandemic, the Digital Innovation Grant scheme was led by Enterprising Barnsley and supported by Business Doncaster, Business Sheffield and RiDO.

HARMONY MUSIC SCHOOL

Headquartered at Ecclesfield Business Centre, Harmony Music School provides oneto-one music tuition to help budding pianists, drummers, guitarists and singers. Its youngest pupil is aged just 4 and its oldest learner is 86 years old.

When the Covid-19 pandemic stopped Harmony Music from delivering faceto-face lessons, Aubrey and Abby decided to try moving their tuition services online. Delivering their tuition using just a camera and microphone, the experience planted an idea to explore new ways of sharing their knowledge and inspiring others to take up learning a musical instrument.

It proved to be a watershed

moment for the business, and Aubrey and Abby realised they could expand their business beyond their physical location by broadening their online tuition offering. Coupled with plans to launch a series of self-taught courses, which can be downloaded from the company’s website, the musical duo realised that whilst their plans offered a golden opportunity to expand and grow the business, it would require a significant financial investment.

The funds provided through the Digital Innovation Grant have enabled the company to introduce an online booking system, whilst upgrading the audio and visual equipment has helped

Aubrey, Abby and the rest of their teaching staff to support budding musicians across the UK, with regular lessons being taught to pupils across Yorkshire and beyond.

Work is also underway to develop their self-taught teaching sessions, which Harmony Music hopes to officially launch later this year.

“Since acquiring the funds, we’ve secured regular work with students based across the UK, and we’re now planning to recruit additional music teachers to meet the rising demand for our services.”

Aubrey Robinson, Co-Founder, Harmony Music School

WHITE’S BAKERY

White’s Bakery is a fourthgeneration family business that produces a range of tasty cakes, muffins and biscuits, which are enjoyed by school children across the UK.

When the Covid-19 pandemic left the 90-year-old business fighting for its very survival, managing director David White realised that the business faced a very stark choice: evolve or risk closing its gates forever. Working with a business consultant, David began exploring ways of overcoming the barriers that were holding the business back. Together, they quickly identified a number of factors that were impacting the business: a reliance on old and unreliable machinery, the use of cumbersome and

time-consuming paper-based admin systems and an unclear growth plan.

White’s Bakery secured help through the Digital Innovation Grant to improve the way in which the vital ingredients used in every product could be tracked and traced. Working in the food industry, traceability is vital; however, the bakery

had historically relied upon cumbersome paper-based records. The grant helped White’s Bakery to invest in scanning guns and barcode technology, allowing the vital information to be recorded at the click of a button.

Help was also secured through the Business Productivity Grant scheme to help White’s Bakery invest

in a state-of-the-art metal detecting machine, used to detect potential contaminants on the company’s production line. With all lines tested each hour, the new equipment also replaced a paper-based monitoring system.

“The solutions we implemented have helped us to reduce the time taken to record the vital information needed to deliver the highest possible levels of food safety, but they have also allowed us to capture much more detail. We’re now working towards doubling our turnover and have exciting future growth plans to scale the business further.”

David White, Managing Director, White’s Bakery

Although it would be difficult to imagine any type of business that doesn’t use any form of technology, embracing digital can help SMEs to overcome and unlock very real barriers to growth by helping businesses to adapt and respond to the challenges they face.

The impact of the Covid-19 pandemic on many businesses not only saw the office being replaced with home working, but it perhaps also illustrated the vital role that digital technology can play in helping businesses to adapt and respond to the challenges they face.

The UK’s Digital Strategy, published in 2017, not only laid out plans to make Britain the best place to start and grow a business but crucially, it stipulated that every business should receive help and support to become a digital business. The strategy positioned technology as being a vital aspect of business innovation, estimating that the economic contribution of digital technology would generate a GVA of £200bn by 2025; this figure appears to be in sight, and in April 2023, data published by the Office of National statistics revealed that in 2020 alone, digital had contributed a GVA of £142.3 billion.

In South Yorkshire, an area that has lower than average levels of productivity and economic output compared with other parts of the UK, the South Yorkshire Digital Innovation Grant scheme was developed to help businesses overcome barriers to growth by embracing technology.

Of course, it wouldn’t be fair to suggest that every business in the region has been resistant to embracing technology; in many cases, the real barriers have often been sourcing the right forms of technical support, and the costs of implementation. For some, the Digital Innovation Grant has helped SMEs to overcome those very real barriers, with successful projects ranging from embracing cutting edge technology to introducing new products or services to simply helping manufacturers to manage levels of stock and production more effectively.

Since its launch, the Digital Innovation Grant scheme is projected to have supported over 230 businesses in the region. Of those, 148 said they intended to use the grant funding to introduce new products or services, and a total of 109 jobs within the region are anticipated to be created as a direct result of the scheme.

A report commissioned by Enterprising Barnsley revealed

CROSSROADS CARE

Crossroads Care, which delivers over 70,000 hours of home care each year and supports over 700 patients every day, used the help provided by the Digital Innovation Grant scheme to develop a new patient care management system.

Designed to provide families of those receiving care treatment with peace of mind, as well as reducing the administrative burden upon its care staff, the new patient management system delivers real-time updates, as well as replacing its paper-based systems with an electronic alternative.

Since developing its new patient management system, the Rotherham-based charity has not only succeeded in

that of those businesses that did secure help from the Digital Innovation Grant scheme, just 38% said that digital played an important part in their business, prior to receiving help from the grant scheme, whereas 48% said they either hardly used or had some use of digital solutions in their business. After receiving investment, over 60% of businesses said digital now played an important role in their business, with 80% reporting positive impacts upon productivity and profitability.

As many businesses continue their recovery from the Covid-19 pandemic, coupled with rising rates of inflation and the cost-of-living crisis, the need for digital technology has never been greater, and the Digital Innovation Grant has helped businesses look towards a brighter digital future.

HEADLINE FIGURES:

232 BUSINESSES SUPPORTED

150 NEW PRODUCTS OR SERVICES INTRODUCED

109 ANTICIPATED NEW JOBS CREATED

60% OF SMES SAID DIGITAL SOLUTIONS NOW PLAY AN IMPORTANT ROLE IN THE BUSINESS

WILL HELP BE AVAILABLE THROUGH THE DIGITAL INNOVATION GRANT SCHEME IN FUTURE?

The Digital Innovation Grant scheme closed to new applicants in March 2023; however, a new phase of grant funding is set to be launched in July as part of a revised Business Productivity Grant scheme. Any businesses interested in pre-registering for the next phase of the South Yorkshire Business Productivity Programme should contact Enterprising Barnsley, Business Doncaster, Business Sheffield and RiDO.

reducing the amount of time carers spend filling in forms, it has also helped to improve the way it communicates with its patients and their families, having successfully developed a family app, allowing family members of those receiving care to share details of carer’s visits with their loved ones. Updated in real time, the app can also inform patients if they are being delayed, as well as helping Crossroads to manage its staff more effectively, helping to reduce the amount of time its care staff spend travelling between appointments.

“Crossroads is a unique organisation that delivers a range of care support

to people living across South Yorkshire. The funds we received have helped us to implement a new way of working, which has helped us to improve communication between patients, their families and

staff. It’s been a genuine game changer for our organisation and one that is already helping hundreds of people every day.”-

Faye Warner, Chief Operations Officer, Crossroads Care

CROOKES & SON TRADITIONAL JOINERY

The Digital Innovation Grant helped family-run Crookes Joinery to successfully boost its production capacity by over 50%. Father and son team Robert and Lee Crookes specialise in traditional windows and doors used in historical buildings.

In recent years, the company recognised that changes in the way wood is treated can mean that the wooden frames it manufactures can provide an eco-friendly alternative to uPVC double glazing. Having spotted a niche in the market, and with rising demand for the company’s wooden framed doubleglazed windows, which can last for more than 60 years, Lee and Robert recognised

that they needed to embrace new forms of technology in order to fulfil their growing order book.

The grant was used to purchase software for a programmable CNC tenon machine, previously purchased by the business, allowing the traditional mortice and tenon joints to be automated. The result proved to be immediate with production increasing by 40% and crucially, the accuracy of the machine eliminated the need to hand finish the joints. As a result of the investment, the company now has the confidence to explore purchasing other time-saving devices to boost its production, and to meet demand it is hoping to train

the next generation of joiners by recruiting new apprentices.

“Specialist equipment can be a significant business investment, and as a small family-run business, we knew that although purchasing the mortice and tenon machine would help us to increase our levels of production, to make the most of the machine we would also need to invest in the CNC software. It transformed our business almost overnight.”

Lee Crookes, Director, Crookes & Son Traditional Joinery

How to mitigate another tight tax year

The 2023/24 tax year came after a year of war in Ukraine and its associated impact, and against a background of overall double-digit inflation. Food and fuel have been the most affected, with households and businesses grappling with the heightened costs of many goods and services. For employers and employees, the challenges on costs of living, wages and trading have not yet eased.

Sheffield based Financial Advisers, SMH Financial Services, share some tax planning tips as we get to grips with the new tax year.

With the tax year came a range of tax threshold freezes which in real terms amount to a tax increase. For additional tax rate payers, the effect has been compounded by a reduction to the threshold from £150,000 to £125,140.

Increasing numbers of higher rate taxpayers may be dragged into the additional rate bracket as a result. Couple with reductions to the capital gains exemption and dividend allowance, the tax burden is only on the rise.

50 Tax Planning Tips

Focusing on the detail of how you can save tax for 2023/24 should help you through these trying times. The SMH Financial Services ‘Tax Planning Tips’ guide for 2023/24, presents 50 handy, bite-sized ideas that will help you make the most of your reliefs and save money.

With guidance across personal and family tax planning, savings and investments, property,

retirement, estate planning, business and employment issues, the guide covers the key areas of your financial life.

Simon Turner, Partner at SMH Financial Services comments: “The advice to make the most of your available tax allowances and reliefs is always central to effective tax planning guidance. For 2023/24, with continuing high inflation and the government’s tax

receipts soaring, it’s more important than ever.

“The Spring Budget in March confirmed a mixture of tax threshold freezes and cuts, reductions in allowances and the expected hike in corporation tax. More taxpayers are likely to move up a tax bracket as the additional rate threshold fell, while capital gains and dividend allowance reductions are likely to require revised strategies.

“In our annual Tax Planning Tips updated for 2023/24, we cover a range of strategies to help you manage your tax planning across personal and family planning, savings and investments, property, retirement, estate planning, business, and employment.

“With worked examples

and hints, you’ll find useful guidance to help you make more effective tax planning decisions and minimise your tax liabilities. We offer strategies to employers whose staff are feeling the pinch due to the rise in inflation, those working two jobs, those looking towards retirement and anyone undertaking estate planning.”

To discuss any issues that you think may affect you, the team at SMH Financial Services can be contacted on 0114 266 4432 or info@ smh.group

73% of women experience bias at work—yet less than a third of employees are able to recognise bias when they see it.

Whether deliberate or unconscious, bias makes it harder for women to get hired and promoted, and negatively impacts their day-to-day work experiences.

This makes it difficult for companies to level the playing field. Knowing that bias exists isn’t enough.

Join us to explore how you can make a difference and influence change in your workplace.

All proceeds will go to the Master Cutler’s chosen charity, The Wentworth Woodhouse Preservation Trust, supporting Wentworth Woodhouse’s work with a wide range of people and communities in low-income households, including ethnic and minority interests and disability groups, to help enrich their lives with cultural activities.

Charity Reg. No. 1155374

Overcoming Unconscious Bias in the Workplace

an Equality in STEM event supporting The Master Cutler’s Challenge 2023

Date Wednesday 6 September 2023

Timings

8.45am Arrival, tea, coffee, networking

9.15am Unconscious Bias Workshop –Introduction & Guiding Principles

9.20am Learn about bias types

9.35am Bias concepts – Intersectionality and microaggressions

9.45am Facilitated groups explore:

• Bias in company cultures

• Bias for senior leaders

• Bias in hiring

• Bias in reviews and promotions

10.35am Review strategies to fight bias

10.45am Commit to One Action

11.00am Finish

Venue Cutlers’ Hall, Sheffield City Centre

7-15 Church St, Sheffield S1 1HG

Price £30 per person + VAT

Who should attend: Anyone working in Science, Engineering, Technology and Construction.

To book, scan here or visit https://equalityinstem.org.uk/ events/overcoming-unconsciousbias-in-the-workplace

For this month’s spotlight on a South Yorkshire business, we caught up with the team behind Brightbox – a Barnsley-based company that design community-led ‘makerspaces’ where people can come together, learn, meet role models and access inspirational resources.

What inspired you to start Brightbox, and what are the main values that drive your organisation?

After being encouraged by a maths teacher to pursue engineering, I worked hard to get into an engineering uni. Once there, I found the education I got in rural America didn’t match up to my peers who had private tutors and attended schools in more affluent communities. That first year was brutal. Then once I started working in the industry, there were no new ideas and certainly very few people who looked or sounded like me. I even had one boss who referred to me as secretary as the only woman on the team! No person should enter adulthood ‘behind’ because of the community they grew up in. Innovation itself needs to be inclusive in order to create inclusive design, making the world better for everyone.

Imagine a world where social impact and being a good human is measured and held in the same regard we hold finances and cashflows.

Can you describe the different programs and services that you offer,

and how they help support people in the community?

Of course. We have 3 core activities: Girls with Drills popup makerspaces, employability training for young people and Borrow It.

Girls with Drills teaches and encourages girls, women and gender expansive people to use power tools. Whether it be for personal projects, building confidence or exploring a career in the trades, we think everyone should have a go and create a safe and welcoming environment for people to try out power tools.

Our employability training has been shaped out of the pandemic where the youth we were working with struggled to find work placements with the world going online. They told us they wanted agency to make decisions for their communities, a better understanding of what jobs are out there for them and some good experiences to add to their CVs. Students can spend 1-18 months with us learning how to use the various tools in our makerspaces, practicing communicating via email and Teams and collaborating across our team and partners to understand the importance

of communication and cocreation.

Borrow It is exactly what is says on the tin. Anyone can sign up for a membership and borrow air mattresses, gardening tools, sewing machines and so on to do those projects around the house or try out a new hobby before committing. It saves storage space in homes, money in the bank and junk from the landfill.

Can you share any success stories of young people who have benefited from your programs and services, and how they have been able to use what they’ve learned to achieve their goals?

One young person joined our allotment-based youth group during lockdown. He was what would be classed as a ‘NEET’ having had poor guidance at college and quite disillusioned with his academic experiences. He was also on Universal Credit and quite low in terms of his hope for future prospects. Our weekly work days at the allotment and one-to-one walks made a huge difference to this young person’s self-confidence and positive outlook.

We worked with this group of young people giving them

complete autonomy to decide what skills they wanted to learn and build on and what projects interested them. As a result, we provided a range of training and activities from CV-building, photography, onsite pizza oven, kitchen build projects and interviewing skills. This young person got the chance to work as our site manager at the allotment. His zest for life seemed renewed and he got involved in various other projects, even winning an award from the Prince’s Trust Charity for one of the projects he was involved in.

How can individuals and organisations support your work and help make a positive impact on the lives of young people in the community?

Sign up for our mailing list is the easiest way to get involved! Becoming a member of Borrow It even if you don’t need the tools, supports our work in community. Our memberships start at £3/ month – that’s just one cup of coffee. If you have the means, please get in touch about corporate team building and sponsorship opportunities.

Find out more at brightbox. org.uk

BRIGHTBOX

Tell me a bit about your journey into doing what you do today?

Let me see. After leaving college 20-odd years ago, I was going to go to university to do music management – I’m now actually a music producer as well as my day job – but the lack of money in it was an issue, which meant I ended up with a part-time job at the post office for two years. After that, I worked at Norwich Union selling car insurance, and then a job came up on the sales team at Insight – a local IT firm. My dad worked in IT, and I thought to myself, ‘I’m never getting into that’! However, I went for the interview, got the job, and eventually got headhunted to help set up an eCommerce business before moving to another local IT provider, Highlander, where I had great success building their sales team up, followed by another year and a half at another technology provider called Millgate.

What inspired you take the plunge and set up your own firm?

I just started to think that I needed to do a shift at it myself. Despite my background being more commercially focused, I’ve always been heavily into technology. As well as that, I had a a clear idea of what should happen with a technology business. The big dysfunctional problem I’ve always seen is that the sales team often don’t work with the technical, as the former is essentially more interested in targets, not about what they were selling, and the customer gets a more honest, genuine experience.

How has that approach paid off?

Really well. It’s taken a while to get to where we are now, but by the end of this financial year, we should achieve £9 million turnover. We view how we do it as a more collaborative structure; nobody particularly owns a specific account, so anyone can work on it, and we’ll direct the

HEADLINE PLEASE

unLTD’s Joseph Food grabs a bite with Daniel Bumby, Managing Director at Simoda, to discuss his journey into IT, the importance of taking risks when building a successful company and how he manages to makes his ADHD diagnosis work for him in business.

customer to the best person to deliver the best solution. Selling is part of what our commercial team do, but it’s more about managing customer relationships and getting the right solutions in place.

The plan when we first set the business up was, let’s build up some investment – and it’s all selffunded, so I’d been living on beans on toast for years – then we did some projects with the NHS during COVID, helping to set up the IT for vaccination centres and doctors working remotely, which went really well in terms of service and delivery. We reinvested the money from that right back in, getting the right people in and paying the right amount to take bonuses off the table as an objective so they can focus on the job. That’s the approach we’ve taken the whole way through.

You weren’t tempted to perhaps sit on that money for a rainy day?

Risk is part of business; it’s what we’ve got to do. Of course, they’re always calculated risks, but I do believe that if you’re going to fail fast, fail forward. If it doesn’t work, so something else. Fortunately, with the people and experience we’ve got onboard, it’s worked out well for us.

What about the office culture at Simoda? What values do you promote?

Well, one of our values is encouraging what we call healthy conflict. That basically means that if we believe is something needs saying, we’ll say it. We believe that everyone should be able to voice an opinion; but don’t just give me a problem, let’s hear a solution, too. Making sure that people are able to communicate effectively is important.

Every Friday, between half-past three and four o’clock, we’ll have a review of the week. Everybody

sits down, we all talk about what we’ve done, what’s gone well, what could have gone better, and how everybody’s feeling. And then we’ll have a beer.

What’s your average day-to-day routine look like?

I usually get in about half-past eight, have my coffee, have a walk around and see if everyone’s alright. Then I’ll jump on emails. I’ve got what you call a default diary, which is structured to certain things I’ve got to do on certain days. So that might be anything from checking the accounting system to doing the reporting for sales, but I have to stick with that structure each day. I’ll then always check in with Jason, our commercial director; Lee, our technology director; John, our services director; and Mia, our accountant.

It sounds like basic things, but they are things I can’t not do. I was diagnosed with ADHD about 12 years ago, so I’m very much a list person. They’re all divided into specific sections, but what I do that day HAS to be on that list. My desk also has loads of fidget toys on it. I’ve managed to be successful with my ADHD, almost using it to my advantage. One thing people with ADHD people can do well is hyperfocus on things that are interesting to them, so I’ve been able to learn a lot of important things on the job, so to speak. Another way I’ve made it work is by bringing in people that can do the things that I can’t do so well. I’ve been able to even things out.

I did a blog on my diagnosis on the website a while ago, and I got loads of people commenting and sending me positive messages saying it was helpful and inspiring to read. I’m not ashamed to talk about it, and if seeing how coping mechanisms and making it work for you in business can help other people out, then that’s great.

Simoda are a scale-up technology business based in the wonderful steel city of Sheffield. They help business leaders and IT teams solve business issues, address business challenges and achieve business objectives through technology products, solutions and services as a trusted advisor.

www.simoda.co.uk

WHERE WE ATE: CUBANA

For over 20 years now, Cubana has been at the top of the tapas game in Sheffield – and for good reason, too. From the moment you step inside the Leopold Square venue, the vibrant setting and warm hospitality transports you into the heart of Havana (or as close as you’re realistically going to get in South Yorkshire).

unLTD chose the venue for our business lunch last month as we considered the well-established venue a safe bet for both quality and atmosphere. Thankfully, we felt justified on both counts as we sank into the ambience and browsed their set tapas menu (two dishes for £11.95 or £5 off any set menu until 6pm, Mon-Fri).

One of the standout dishes I couldn’t get enough of was the ‘Pollo y Chorizo.’ The succulent chicken breast pieces and Spanish chorizo sausage were expertly cooked in a creamy tomato and paprika sauce. The sauce had a rich and velvety texture, complementing the tender chicken and adding a hint of smokiness from the chorizo. The dish was elevated by the addition of sliced red peppers, providing a burst of freshness and a colourful touch.

Another highlight was the renowned ‘Albóndigas’, Cubana’s famous meatballs made with fresh

minced beef and coriander, served in a tantalizing tomato sauce. The meatballs were incredibly tender and flavourful, with a perfect balance of herbs and spices.

For seafood lovers, the ‘Gambas Pil Pil’ is an absolute must-try. The pan-fried tiger prawns were perfectly cooked and delicately flavoured with garlic and a touch of chili adding a delightful kick to the dish. Every bite was a burst of succulence and the prawns melted in my mouth.

The ‘Pincho de Pollo’ was another favourite. The grilled chicken breast pieces were marinated with garlic, cumin and paprika and served skewered, resulting in a medley of aromatic flavours and not too heavy on the stomach. The perfect lunchtime treat!

Finally, the ‘Chorizo y Huevo con Patatas’ provided a comforting and indulgent experience. The crispy potatoes sautéed with chorizo were a perfect match for the free-range egg on top, with the richness of the egg beautifully complementing the smoky chorizo and the crispy potatoes adding a satisfying crunch.

20 years strong and showing no sign of slowing down, Cubana continues to reign supreme when it comes to authentic tapas in an unbeatable setting.

JOIN THE RACE TO SUPPORT YORKSHIRE AIR AMBULANCE

Yorkshire Air Ambulance have announced a special race night at Doncaster Racecourse’s flagship St Leger Festival, on Thursday 15th September.

With over 120 guests already confirmed to attend the September festival, tables are still available for businesses to join Yorkshire Air Ambulance within the ‘Club 1776 Winning Post Marquee’ in the centre of the racecourse.

Included in the table package, guests can expect drinks upon arrival, a delicious three-course meal, unlimited wine, beer and soft drinks throughout the day, afternoon tea including a selection of cakes, entry into the day’s racing, a race card and gift for each guest, alongside the opportunity to join in with many additional games and activities within the Marquee throughout the day.

As longstanding supporters of the emergency response charity, Doncaster Racecourse has supported the Yorkshire Air Ambulance for over 12 years, donating a third of the ticket sales, which has resulted in over £120,000 in donations over the years.

Matthew Wells, Divisional Director at RBC Brewin Dolphin, has been attending the festival with a network of colleagues and guests for many years. He said: “The St Leger Festival is one of the highlights of the year for us, and we are thrilled to support the Yorkshire Air Ambulance with our

attendance.

“The event is always a favourite with our clients and is a great morale booster within our organisations. We are very excited to see what this year’s event will bring”.

In addition to all the excitement of the day’s racing and the exclusive Yorkshire Air Ambulance package, race-goers will also have access to a preracing presentation from expert tipsters who will provide the best bet tips, race stats, and trends to help guests make informed choices ahead of the days racing.

To secure your spot and support the Yorkshire Air Ambulance visit yorkshireairambulance. org.uk

OBJECTIVE SUPPORTS SHEFFIELD MIND GAMBLING AWARENESS CAMPAIGN

Sheffield based B2B creative marketing agency Objective has worked with city charity Sheffield Mind to design and develop a video to prevent gambling harm amongst young people.

Sheffield Mind is a mental Health Charity providing emotional and practical support to people in Sheffield with mental health issues.

The short film, which was shot on location in Sheffield, shares the experience of Kieren, whose love of slot machines and amusement arcades as a child developed into online gambling and a pattern of addiction that destroyed relationships, left him thousands of pounds in debt and eventually drove him to attempt suicide.

Today, as he explains in the short film, with the support of Sheffield Mind, he has been four years free of addiction, and is happily enjoying family life.

Objective Managing Director Dan Broadbent said: “We are delighted to enable Sheffield Mind to raise awareness of support available to young people at risk of gambling harm.

“As the region’s leading B2B creative marketing agency, giving back is at the heart of our organisation and we are passionate about supporting charities in our region.

The video was commissioned as part of the Gambling Awareness Project Sheffield (GAPS).

To watch the video and find out more about GAPS visit sheffieldmind.co.uk/gaps.

LGBT SHEFFIELD SHOUT OUT FOR TRUSTEES

I have been supporting LGBT Sheffield for a few years now, they were one of my first clients who I helped to secure funding and I love the work we do together. Their Pinknic event was such a huge success in 2022 after a 2 year break due to COVID-19, that they have thrown the lot at it this year. Returning acts, more stalls, more corporate sponsorship, Cohesion grant funding gained from Sheffield City Council and still waiting on the result of some National Lottery Awards for All money. The 2023 event will be held in the Peace Gardens in central Sheffield on Saturday 15th July –come along and join the celebration.

LGBT Sheffield operate a busy telephone help-line which supports older LGBT community members who have struggled through COVID-19 and then the Cost of Living Crisis. They have just secured some funding from the Postcode Lottery Neighbourhood Trust to

deliver support work to Trans and LGB residents of Sheffield, helping to increase awareness and reporting of hate crime and managing the effects on vulnerable adults. These workers will also be working in medical practices to educate GPs, social prescribers and community nurses to identify people who are needing support because of hate crime – one of the biggest growing UK crimes.

As a small charity, who’s current trustees have limited business skills and time to run the charity, LGBT Sheffield are keen to recruit new trustees and expand the number of volunteers who help them to deliver to the adult LGBT community in Sheffield. If you have time and want to be active in your support, contact me today!

For any help and guidance on determining a funding strategy, funding audit, business planning or bid writing for your nonprofit, contact me.

‘MAN WITH THE PRAM’ HITS £1M TARGET

After more than 16 years and 1,000 races, fundraiser John Burkhill has reached his £1m target for Macmillan Cancer Support in memory of his wife.

The much-loved Man with the Pram began fundraising in 2007 and has taken part in 1,038 races, including the London and New York marathons collecting money as he walks.

John said he was “honestly lost for words” after hitting his target.

“I’m truly humbled by it all and blown away,” he said.

“People have said I’m a hero and legend, but those people who have put money in the bucket and donated, they are the heroes.

“I can’t thank everyone enough for their support. They all might think I’m a bit daft, in the nicest possible way, but they got right behind what I’m trying to do for those affected by cancer.

“It seemed an impossible dream with an old pram, and a crazy thing for an old man to do but we’ve done it.”

John lost his wife, June, to cancer in 1993 - a year to the day after they lost their daughter, Karen, during a routine procedure.

He initially set a target of £250,000 but, after he hit that in 2013, he turned to what he called the “magic million” mark.

Congratulations, John!

KATH HOUNSLEY

Each month, unLTD chats to a local charity’s founder, delving into the reasons why they set up the organisation. This time around, Ash Birch caught up with Kath Hounsley, founder LGBT Sheffield and Pinknic

Hi Kath. Can you start by telling us why did you decide to set up the charity?

We started the charity back in 2016. I used to be the chair of Sheffield Pride, but it was taken over by a group who wanted to make it more of an alcohol-fuelled Manchester-type Pride. That wasn’t our cup of tea. We wanted it to remain a family-friendly event, so we founded a group called LGBT Sheffield, to run another event called Pinknic, as an alternative.

We weren’t a charity to begin with, but we wanted to run more events, but in order to be able to apply for funding, we decided to set up as a charity. That’s how it began, but from there, we’ve become involved in lots of other projects –we’ve done quite a bit.

Tell us about some of the things you’ve been involved in?

We’ve done things like going out to care homes to deliver LGBT training for the staff, as well as letting people in the care homes know there is something out there for them. Sometimes, people with dementia, they don’t remember that they’re gay, or they don’t remember that they’re in the closet and they come out! In the past, we’ve also hired Union St for drop-in sessions for the LGBT community.

Can you tell us a bit more about Pinknic?

Pinknic is out main event, which is really popular. It’s

taken us a few years to get it going, but because there isn’t an actual Pride event anymore, people have started realising that our event is the only thing that comes near.

It’s a free event that we hold in the Peace gardens and because it’s in the city centre, we get a lot of footfall from the straight community as well – we had about 6500 attendees last year. It’s a family-friendly safe space where people can get lots of information about the LGBT community from the various public information stalls. On the outside of the Peace Gardens, there are commercial and food stalls, and we also have local live acts, DJs and drag acts on the stage.

What are you plans for future of the charity?

My main focus is the older, maybe 50+ LGBT community in Sheffield, who are maybe lonely and isolated, or disconnected from their family,

and probably haven’t got kids to go and talk to. They might have had it very hard, and they can be the most difficult people to reach.

A lot of them don’t have laptops, so we’ve set up a call line specifically for them. And we’re working on how we can show them how to access that.

We’re desperate to get a building to house a drop-in centre and coffee shop. We’re trying to get funding for that because there’s nowhere like that at the moment. Apart from the odd bar that will run LGBT nights, Sheffield is bereft of LGBT safe spaces. That’s our big ambition at the moment.

LGBT Sheffield’s next Pinknic event will be held in the Peace Gardens on 15th July from 11am – 7pm. For more info head to their facebook page @ pinknicsheffield.

WE’VE DONE THINGS LIKE GOING OUT TO CARE HOMES TO DELIVER LGBT TRAINING FOR THE STAFF, SOMETIMES, PEOPLE WITH DEMENTIA, THEY DON’T REMEMBER THAT THEY’RE GAY.

Surely this is bonkers and goes to show that good intentions can lead to hell. The hell of feeling that you are justifying your existence or the hell of completing the paperwork to suit a corporate timeline.

The good news is that we have a chance to replace that memory with the modern experience of what appraisals and reviews should be about. So here are my thoughts and top tips:

#1 START WITH THE END IN MIND

The sole purpose of a review is to reflect on today to make tomorrow better. Make sure that the aim of the company is clearly known by all and that today we are going to discuss how we are going to reach these goals. It all sounds a little woolly, however by focusing on the ‘WE’ it removes the defenses we raise when preparing for hand-to-hand combat. Not in the gladiatorial form, but sometimes it does feel like that.

Make it easy to have an open

conversation, and once you feel trusting, the candor of the topics raised will highlight areas to focus on. It’s either that or wait for the question that starts with “How do you feel you performed last year?”. Top tip: Agree on the direction of travel. It’s easy to identify targets etc. when both parties can see the obstacles.

#2 BE MORE FLUID IN GIVING FEEDBACK

A review is usually the formal response to having a conversation with your team, but why should this only take place every year, every quarter or every month. Isn’t a review simply an opportunity to pass on feedback that you want a response too.

I’ve been part of a system that works like that. It doesn’t work. It saps the energy of everyone involved. Can I suggest the alternative method of little and often, face-to-face on an informal coaching basis, and having a ‘light-touch’ FORMAL process that

makes the manager accountable for the process structure, but the individual solely responsible for making sure the process happens.

Top tip: Flip the process on its head. Transferring the responsibility to the individual focuses power into the right hands to empower change. After all, if they are too busy to talk about their own future, then, do they have the right behaviours.

#3 TRUST AND VERIFY

If you write the plan, it’s another action list that may or may not be completed. If they write the plan, then it becomes part of their being. Your job is to make sure that any objectives set are SMART

Relax, rest your eyes, and tell me what comes to mind when I mention employee performance reviews. I suspect that for most, our inner chimp is probably screaming ‘NO’ based on that memory that felt very similar to an episode of Squid Game.

RAY BYRNE

LAURA WRIGHT

in nature but more than that, your job is to ensure that the individual must grow towards the objectives. Otherwise, why are you having the conversation.

Top tip: Give more focus on improving the inputs to the process, and not simply the outputs. Stretch them and it’s a ‘YES’ to all the support they need.

In a small business you are juggling many plates. The question is do you want the team worrying about dropping the plates or thinking of ways to automate the process. Life is easier with the team on your side!

Laura Wright, Head of People and CIPD tutor at Whyy? Change

summarised her thoughts: Performance management is critical to an organisation’s success but too often managers see it as an annual ‘tick box’ exercise. Effective performance management centres on regular two-way discussion and is key to maximising the potential and value that each employee brings to an organisation. According to the CIPD, the approach to performance reviews has changed over recent years with:

Less focus on annual appraisals; greater focus on regular performance reviews.

Less focus on process, such as forced ranking; greater focus on high quality conversations, often aided by a coaching style and

sometimes involving a strengthsbased approach.

Less focus on judging or appraising past performance to inform administrative decisions; greater focus on understanding current challenges and opportunities to help people improve.

Over to you, imagine what your next employee performance review could look like…

Need help with your people development plans? Get in touch with Whyy? Change. Visit www. whyychange.com, email info@ whyychange.com or call them on 0114 400 0077 for a friendly chat and a cuppa.

NEW CEO FOR RECRUITMENT GROUP AHEAD OF FLOAT

Sheffield-based recruitment group Aristotle Partnerships has appointed a new chief executive ahead of its planned AIM flotation.

Medical technology firm B Braun Medical, which has its UK headquarters in Sheffield, has appointed a new UK managing director.

Sheffield-born Michael Parden has been appointed to the role, having worked for the B. Braun Group for more than 20 years.

Parden first arrived at the B Braun Group in 2001 when he joined the Aesculap Manufacturing and Technical Services division.

Michael Parden said: “To have been given the opportunity to lead this great company, which employs over 1400 people in the UK, is one that I am immensely proud of.”

“Becoming managing director of B Braun UK was always a huge ambition of mine having spent over 20 years working for the company, so naturally I am absolutely delighted to have been appointed to my new role.

“My vision is for the company to be seen as a flagship employer in the region and we therefore attract and retain the best people.

“I want each employee to have the same pride working for B Braun which I have had throughout my career with the company and for them to understand how our products and services make a difference to those who use them.”

Former Gi Group chief operating officer Paul Smith has now joined the firm as chief executive, bringing more than 24 years’ experience working across multiple sectors for both global corporate and national independent agencies.

During this time, he has managed the integration strategy of several mergers and acquisitions, launched new brands, implemented process improvements and also completed a number of recruitment outsourcing process (RPO) projects, including the Commonwealth Games in Birmingham.

As CEO, he will work alongside fellow members of the Aristotle Partnerships board, with responsibility for all areas of the organisation.

Paul Smith said: “I am looking forward to leading the next phase of the journey for this incredible provider of apprentice to boardroom talent management solutions.

To quote Aristotle ‘the whole is greater than the sum of its parts’ and it is my

UK MD appointed at B Braun Medical BHP appoints first chief financial officer

Accountancy group BHP has bolstered its senior management team with the appointment of its first chief financial officer.

Graham Parker has joined BHP following a 15-year career holding roles in external audit and financial services.

Parker trained at Big Four accounting firm PwC, where he remained for 11 years. During that period, he spent time working in Australia and was involved in establishing offshore teams in Bangalore.

He said: “I’m excited to be joining BHP. They have a vision and values that very much align with my own, and it’s a firm that I’m proud to be associated with.

“After meeting with the managing partners, who explained their ambitious plans to grow the firm and the way BHP puts its people first, I was in no doubt that I

intention to build on the company’s success by creating more synergy across all brands, fostering a culture which maintains our entrepreneurial and creative environment, ensuring continuous improvement and encouraging every colleague to fulfil their potential.”

wanted to join the team.

“I’m looking forward to adding value and providing insight and analysis to all departments to help improve processes and results.”

FIRST FEMALE EQUITY PARTNER AT MITCHELLS

Laura Pain has been announced as an equity partner at Mitchells Chartered Accountants and Business Advisers – the first female equity partner in the company’s 155-year history.

A Fellow of the Association of Chartered Certified Accountants (FCCA), Laura has been with the Chesterfield-based accountancy firm since 2008 and became an associate partner in 2021. She now joins fellow equity partners Tim Leeman, Tony Hornsby and Andrew McDaid in leading the business.

Laura said: “Becoming an equity partner coincides with my fifteenth year with the firm, making it an incredibly special milestone for me. I am honoured to be the first female equity partner at Mitchells Chartered Accountants and Business Advisers.

As equity partner, Laura will continue to lead the firm’s team of digital accountants who specialise in advising start-ups and small businesses leverage the power of

Cloud Accounting to automate their business processes and reduce costs.

Laura added: “I look forward to contributing to the continued growth and success of Mitchells in the years to come.”

Linbrooke Services appoint new CEO

BRM Solicitors recruit Property Management Specialist

Property management specialist Jennifer Knibbs has joined the regional law firm BRM Solicitors

Jennifer will be joining the well-established team, led by Rob Cooke, based in Sheffield. Jennifer specialises in resolving complex property disputes, recovering service charges arrears, enfranchisement, tribunal proceedings and all other landlord and tenant disputes.

Jennifer Knibbs said: “I am thrilled to be joining BRM at such an exciting time. Working

alongside Rob and the team was a big part of my decision to move and I am looking forward to working with the current and new clients”

Rob Cooke added: “The recruitment of Jennifer to the team is a continuation of continued growth, the expertise that she brings to the team sits perfectly alongside the already strong property litigation team and enables us to provide an even higher level of service to new clients and current client base”

Sheffield-headquartered engineering company Linbrooke Services has appointed Will Wilson, formerly the chief executive of Siemens Mobility in the UK, as its new chief executive.

Wilson, who has worked in railways, aerospace, traffic and general transportation for more than 27 years, said: “I am delighted to be joining Linbrooke at such an exciting time in its evolution.

“With many sectors growing especially around the global decarbonisation agenda we are so well positioned to deliver innovative bespoke solutions as well as growing our unique position within the rail sector as the only multitier signalling integrator.

“The company has an outstanding reputation in the industry and a talented team of engineers, project managers and hugely dedicated staff in all areas. We are already building on this strong foundation, continuing to deliver high-quality projects for our clients, while also expanding our capabilities and exploring new growth opportunities.”

COULD 4-DAY WORKING WEEK POPULARITY BE A PROBLEM FOR BUSINESS?

For this month’s sign-off, we’ll

In a dramatic shift, a new survey conducted by leading recruiter Robert Walters has revealed that professionals are increasingly prioritizing a shorter workweek over work socials and relationships with colleagues. The poll, which involved over 3,000 working professionals, found that a staggering 71% of respondents would willingly sacrifice office camaraderie for the benefits of a 4-day working week.

Commenting on the findings, Chris Poole, the Managing Director of Robert Walters UK, expressed concern over the potential impact on workplace culture and relationships. While acknowledging the positive effects of reduced working hours on employee wellbeing, Poole emphasized the need for caution, as poor

company culture already costs the UK economy billions each year.

Interestingly, the survey also revealed that professionals are more reluctant to give up other workplace arrangements. Only 13% of respondents expressed a willingness to forgo hybrid work arrangements, while a mere 7% would sacrifice training opportunities for fewer working days.

With 91% of professionals expressing their desire for a 4-day week, it has emerged as the most desirable perk when applying for a job, according to the survey. In fact, 49% of respondents stated that a 4-day week topped their list of appealing job descriptions, followed by the ability to work from anywhere (35%).

The survey findings have triggered debates on the perceived entitlement of the post-pandemic workforce. Despite the desire for a shorter workweek, half of the professionals who expressed interest expected to maintain their current level of pay. This has raised questions about the level of responsibility professionals feel toward the financial health and stability of their employers.

While previous independent trials of a 4-day week have yielded positive results, combining this data with the Robert Walters survey emphasizes the need to consider potential negative outcomes of such a change. The findings shed light on the evolving priorities of professionals and the growing demand for work-life balance in the modern workplace.

91% of professionals expressed their desire for a 4-day week

of respondents stated that a 4-day week topped their list of appealing job descriptions

leave you with some interesting food for thought on the latest surveys surrounding the 4-day working week…

NEW HOME, SAME CODA

CODA Studios have made the move to Sheffield city centre.

After more than a decade based in Kelham Island, we have now relocated our head office to the heart of Sheffield.

You can find us at: Sellers Wheel, 151 Arundel St Sheffield City Centre S1 2NU3 Sheffield station – 5 minutes’ walk

“As our business has continued to grow, we became increasingly aware of the fact that we needed a new head office space in which we could take CODA to the next level.”

Matt Bowker, Managing Director