Military In Business
SOLDIERING ON AWARDS THE BEST OF THE ARMED FORCES IN BUSINESS TAKE HOME THE HONOURS NEXT ISSUE
THE LONG READ
AI: Friend or Foe? Be sure to check out our exclusive, in-depth focus on Artificial Intelligence
Mark Neill, MD of Landmarc Solutions, urges us to forget the dictionary definition of mentoring and think ‘lived experience’
X-Forces Enterprise is the leading organisation for entrepreneurship training, funding, and ongoing support in the Armed Forces community.
> Thursday 2nd November > Friday 1st December
FOREWORD
It is a great pleasure to write the foreword of this edition of the magazine. The themes in this issue, of developing people and communities, social value and mentoring, are critical in the post Covid era we are living through. With reports of mental health worsening over the last couple of years, especially in those just starting their working lives where the statistics from national to global (World Health Organisation) studies are stark, it is more important than ever for communities to create a sense of belonging. Personal growth in a world that may look less than positive at the moment is all about developing people, communities and building resilience to be able to take the knocks and setbacks. And there is no doubt, as proved by countless veterans and members of the service community, that a sense
of 'giving back’ or ‘serving others’, building social value, gives you a sense of worth that builds confidence and resilience, individually and as a community. It has rarely been more important. Mentoring can be a key part of this, both as a mentor and a mentee. Probably one of the best pieces of advice given to me came from a mentor who had the ability to observe me, my character and my interests, and was able to point me in a new direction that was bold, and ultimately very successful. As a mentor, I offer advice out of a spirit of wanting the best for those listening, with no view to profit from it, except to see others succeed. I recommend it! Enjoy reading the magazine!
Lt. General Richard Nugee
Chairman, X-Forces Enterprise
IN THIS ISSUE 12
GOING GREEN WITH CENTRICA
ON YOUR MARKS, GET SET, BAKE!
30
20
EMPLOYEE WELLBEING
18 06
MENTORING: WHAT DOES IT MEAN TO YOU? AWARDS WINNERS UNIVERSITY OPPORTUNITY
10
16
26
SOCIAL VALUE
ACT
XFE KNOWLEDGE EXCHANGE HUB
Military in Business magazine is published by X-Forces Enterprise
Editor@x-forces.com
www.x-forces.com
Information contained in our published works have been obtained by X-Forces Enterprise (XFE) from sources believed to be reliable. However, neither X-Forces Enterprise nor its authors guarantees the accuracy or completeness of any information published herein and neither X-Forces Enterprise nor its authors shall be responsible for any errors, omissions, or claims for damages, including exemplary damages, or with regard to the accuracy or sufficiency of the information contained in XFE publications. All rights reserved. No part of any X-Forces Enterprise published work may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without written permission from the publisher.
WHAT DOES THE WORD 'MENTORING' MEAN TO YOU?
We asked Mark Neill, Managing Director of Landmarc Solutions, to share his thoughts on mentoring - little did we expect he'd provide such a personal and thought provoking insight into his experiences. Mentoring is an idea profoundly shaped by my early career in the British Army and further refined through insights from contemporary influential figures like Simon Sinek and Professor Jordan Peterson, which holds immense significance for me. Mentoring transcends a simple exchange of information; it encapsulates an ongoing, non-linear journey. Reflecting on my life journey so far, I've transitioned from the Army to Civil Aviation, then into the Commercial Defence Test & Evaluation sector, and from there, today, I find myself at the helm of a Defence Infrastructure business. It's been a diverse career path that has demanded
different mentors at different junctures. Drawing from these experiences, I perceive mentoring as a dynamic process that can involve one or multiple mentors, adapting to the evolving needs of individuals across various life stages. This viewpoint may deeply resonate with the Armed Forces Community. For those who've served in the Armed Forces, a resolute and compelling "why" often drives their commitment – a dedication to serving King and Country. However, uncovering a personal and profound "why" can pose a significant challenge when they transition to civilian life. This is precisely where Simon Sinek's concepts prove invaluable. His emphasis
THE EXCLUSIVE LONG READ on understanding our intrinsic motivations, particularly among veterans, strikes a chord. Moreover, drawing from Peterson's teachings on personal responsibility, the essence of mentoring extends beyond the mere transmission of wisdom; it encompasses empowering individuals to chart their own path of personal growth. Empowerment and discovering one's "why" serve as pivotal starting points when contemplating mentoring. If not explored already, they lay the foundation for my interpretation of mentoring as a transformative journey that empowers and enlightens. At Landmarc, my leadership team and I have been focused over the past 36 months or so on managing a substantial period of change, particularly as we approach the conclusion of our sole UK contract on the Defence Training Estate (DTE). Moreover, we've achieved a remarkable feat by securing our future through the recent award of the thirdgeneration contract on the DTE in May this year, amidst formidable competition. This journey of transformation has significantly influenced our mentoring philosophy, particularly as we look ahead to shaping what will be ‘next-generation Landmarc’. Our mentoring philosophy is firmly grounded in nurturing a culture of growth and collaboration. It's about tapping into the diverse expertise that resides within our organisation, creating an environment where mentorship is not
just an aspect but a cornerstone. This philosophy finds its expression in our unwavering commitment to transparent communication, vibrant knowledge sharing, and the strategic creation of mentorship opportunities across various parts of the business. On a day-to-day basis, this philosophy comes alive. It's seen in the seamless rhythm of interactions between mentors and mentees, the carefully structured sessions for knowledge exchange, and the fostering of cross-functional mentorship relationships that add layers to our workforce's professional development. In the spirit of innovation, we've also initiated a facilitated coaching and mentoring programme this year. By partnering with leading professional coaches, we're dedicated to offering unparalleled support to our current and future leaders, ensuring their growth and success within Landmarc. Recognising the distinct needs of our veteran employees, especially those who have joined us directly from the Armed Forces, Landmarc collaborates closely with SSAFA – The Armed Forces Charity, through their 'Transitional Mentoring for Service Leavers' initiative. Since 2019, Landmarc has supported SSAFA, exemplified by our role as the primary sponsor for the charity's 'Wellbeing Conference.' Additionally, our teams have orchestrated various fundraising events, and we've also taken on mentoring roles within the charity to aid those departing the Forces. Notably, more than a quarter
of Landmarc's workforce comprises individuals with a Forces background. Our commitment extends beyond lip service; we are dedicated to supporting the ongoing efforts of the Armed Forces, even beyond their time in service. These initiatives embody an acknowledgement of the immense value that veterans contribute to our organisation and reflects our ethos of recognising and celebrating individual strengths. The mentoring schemes tailored for veterans are grounded in the profound appreciation of their past experiences and thoughtfully integrated into their transition into the corporate landscape. This approach resonates with the philosophy that places personal responsibility at its core, crafting a narrative that embraces one's unique history. The importance of effective mentoring cannot be overstated when it comes to nurturing a productive and fulfilled workforce. It catalyses individual growth, elevating skill sets, bolstering self-assurance, and fostering a profound sense of belonging. A mentor's adept guidance goes beyond the surface, providing much-needed clarity for career trajectories, offering insights into the intricacies of the corporate culture, and equipping individuals with the tools to surmount challenges. When employees feel both supported and genuinely invested, their inclination to make meaningful contributions towards the organisation's objectives is magnified. This sense of purpose culminates in a thriving workforce brimming with motivation.
My team and I remain acutely attuned to the areas where our business can further develop and flourish. Our pursuit is one of continuous improvement, with a ceaseless drive to enhance efficiency, productivity, and collaboration. Achieving these demands more than an aspiration; it requires a positive business culture where psychological safety emboldens individuals to give and receive constructive feedback willingly. Amidst these endeavours, mentoring emerges as a pivotal tool within our corporate toolbox. It's the instrument through which we refine and hone our business, contributing substantively to our journey of growth and progress. A particular memory stands out distinctly in the tapestry of my mentoring experience. During my tenure with a previous employer. I was asked to guide a junior colleague who had transitioned from our engineering department into a leadership role in general management. While I try to avoid overgeneralisations, engineers often possess a natural inclination for precision and attention to detail – traits that undoubtedly serve them well within their specialised domain. However, as the stage shifts to encompass general management and leadership, a different set of attributes are required. Adaptability in processing information (which may be unqualified and sometimes conflicting), the capability to make swift decisions, and a willingness to embrace pragmatic solutions become paramount, as the pursuit of perfection often impedes progress.
My team and I remain acutely attuned to the areas where our business can further develop and flourish. Our pursuit is one of continuous improvement, with a ceaseless drive to enhance efficiency, productivity, and collaboration. Acknowledging my colleague's background and personality traits, I played a role in nurturing their growth as a leader through ongoing conversations and attentive listening. I shared insights into the intricate art of stakeholder management and encouraged them to explore novel avenues for problemsolving. Witnessing their transformation, from tentative steps in the corporate landscape to their current role as a flourishing entrepreneur, has been a gratifying experience. This evolution is a testament to the considerable power of effective mentoring, guiding an individual along a trajectory of professional development and growth. As a mentee, a notable moment in my life stands out. This period came at a critical juncture – the transition from a Service leaver to the corporate arena. During this time, I was fortunate to receive guidance from a seasoned executive mentor, a beacon in a time of change. I was grappling with a profound quandary – how to rediscover my "purpose" (my "why") beyond my former (and very meaningful) role as part of an Army Bomb Disposal Team. This question became poignant as I adjusted to what seemed like, in comparison, a routine 9-to-5 job. The search for purpose became my lodestar. "What contribution could I make? How could I translate my experiences into meaningful value within
this new context?" Like echoes in my mind, these questions were slowing down my transition and impeding progress in my new path. The mentorship I received offered me strategic perspectives that acted as a compass. They assisted me in navigating the intricate landscape of decisionmaking and instilled a renewed confidence in my own capabilities. This experience underscored the significance of seeking guidance, and the profound impact it can wield on one's professional journey. Through my mentor’s guidance, I learned to anchor myself, unearth my purpose, and align my journey with intentionality. This lesson endures with me and is a testament to the profound transformation that effective mentoring can bring. About Mark Mark is Managing Director of Landmarc Solutions who work in partnership with the Defence Infrastructure Organisation (DIO), part of the Ministry of Defence, to manage and operate the UK Defence Training Estate, which covers around 120 locations across all four nations: England, Northern Ireland, Scotland and Wales. Mark recommends that readers check out Simon Sinek's book 'Start With Why' and '12 Rules for Life' by Professor Jordan Peterson.
THE SOCIAL VALUE ACT: IS IT WORTHWHILE OR WORTHLESS?
Mark Miller, Vice President at GKN Aerospace, kickstarts a series of discussions to help SMEs navigate the pros and cons of the Social Value Act.
The Social Value Act came into force in January 2013, aiming to ensure that public service procurement adds value to the local economy; ensuring social, economic and environmental benefits as well as delivering the procurement service offered by the vendor. This article, in line with the slightly provocative title, is the start of series of discussions to help small enterprise business navigate the pros and cons of this, seemingly worthwhile and advantageous act. Through these missives, the author aims to inspire debate and identify opportunities for XFE to spearhead the implementation of improvements in the Act. In 2015 The Rt Hon Lord Young, the then Minister for the Cabinet Office and founding Patron of XFE, commissioned a review of the act. Whereby it found that the Act had a positive impact, it identified three main barriers to progress: 1. Awareness and take-up of the Act is a mixed picture. 2. Varying understanding of how to apply the Act can lead to inconsistent practice, particularly around: • defining social value and how and when to include it during the procurement process • applying social value within a legal framework and procurement rules • clarifying its use in pre-procurement. 3. Measurement of social value is not yet fully developed. Lord Young’s recommendation was that these barriers be addressed recognising
that procurement must represent value for money and that social value support this. It should be noted that Lord Young remained a constant supporter of the Social Value Act and a champion for the vision. One recommendation in the 48 page report was for the Cabinet Office to promote awareness and take up of social value and work with cross-departmental and SME champions to understand the potential of social value for small business. In addition, a Cabinet Office SME panel would work to promote the concept of social value and produce guidance for small business. Following this, the Government introduced an evaluation process in 2018 for social value that would apply a weighting factor of 10% to each contact bid. The output from this is the Social Value Model that must apply to new procurement activity from Jan 2021. So has it worked? Future articles will investigate each of the barriers above in turn, and identify what has been implemented to overcome them in order to ensure that Lord Young’s recommendations have been addressed. In addition, the author will seek to identify how an SME can make the most of the Social Value model when submitting bids and, how the proposals are reviewed post-win, to ensure that the winning company implements and delivers its social value content. The debate continues in our next issue...
NET ZERO BATALLION CENTRICA FORCES PATHWAY As a FTSE 100 Energy Services and Solutions company, Centrica wants to create a more inclusive and sustainable future that supports our people, communities, and our customers, uniting all towards a common purpose. And for our planet, we have bold goals to fight climate change, lead the UK’s drive towards Net Zero and kickstart the hydrogen economy. Whilst these ambitions provide great opportunities for us all, we know they’ll also be challenging. We’ll need to create thousands of high-quality, inclusive, green jobs to deliver our purpose and allow society to live sustainably, simply, and affordably.
To do this, it’s crucial we engage with and tap into diversity of experience, a wide range of talent and inspirational leadership; Centrica and its Ex-Forces Pathway knows all of this exists in spades right across the Armed Forces community. That’s why we set up our Forces Pathway in April 2022, with the initial aim of hiring a Net Zero Battalion. We want to engage and attract individuals from right across the Armed Forces community; Service Leavers, Veterans, Reservists, Military Spouses and Partners – junior to senior hire. We know the market for recruiting exforces has become increasingly competitive, and Centrica wants to use
Laura Blair describes Centrica’s huge opportunity to tap into the talent of underrepresented groups to help deliver a greener and more inclusive future. our extensive heritage of delivering world-class training alongside dedicated support to bring on board the talent required to deliver our Net Zero plans. So far, we’ve hired over 190 talented individuals from the Armed Forces community, with roles ranging from Smart Energy Apprentice, Project Manager, Heating Sales Advisor, newly qualified Gas Engineer, to Regional Director British Gas Zero. We’re also a signatory of the Armed Forces Covenant and most recently we’ve heard our application for the 2023 Employer Recognition Scheme Gold Award has been successful, which we’re delighted about. Our Forces Pathway directly supports Centrica’s People and Planet goals.As an Energy company we know we have a huge opportunity to tap into the talent of underrepresented groups to help us deliver a greener and more inclusive future. For example, our Forces Pathway is supporting the hiring of apprentices, while removing roadblocks for underrepresented groups. We want to play our part in creating engaged teams within Centrica that reflect the full diversity of the communities our business serves; and if we can support every colleague to be themselves, this ultimately benefits our customers and communities.
Centrica Forces Pathway also works with military charities that specialise in supporting the transition to life after service, as well as service and regimental associations and ex-forces networks. Indeed, we were humbled to partner with X-Forces for the Soldiering On Awards Finalist’s Reception in the House of Lords, on 18th July. It was a privilege for us to be involved in celebrating the individual stories of 36 outstanding finalists, with all demonstrating attributes such as determination, entrepreneurship, resolve and selfless commitment. Via our continued partnership with X-Forces Enterprise, our Centrica Forces Pathway and our leading role in Big Business Supporting Small Business, we will continue to shine a light on the Armed Forces community, celebrating and championing their vast and varied talents – now and in the future. To quote Dan Weddle - ex-Royal Navy Weapons Engineer who came through the Forces Pathway and is now a Senior Project Manager: "Centrica removed a lot of the apprehension that all service leavers feel. The support and positivity has been fantastic.” Click the button for more information
Enterprise Education Professor Gary Packham – National Academic Adviser to X-Forces Enterprise - continues his reflection from last issue on enterprise and entrepreneurship in education... Young children are amazing. They push boundaries, learn through exploration, experimentation and through interaction and sharing of experiences with their peers. As a parent, I know this can be frustrating at times, but I also wonder at and celebrate the ability and willingness of young children to not only ask ‘why’ but also ask the more interesting question of ‘why not’? They could certainly be described as ‘gales of creative destruction’, not yet bound by societal norms, happy to challenge the status quo and change the rules. The challenge for education is to encourage and facilitate this behaviour throughout the entire educational journey, ensuring that educational frameworks are sufficiently flexible to ensure students don’t just focus on
existing narrow definitions of performance and and success. Instead, they need to be allowed to continually challenge, explore and fail, developing entrepreneurial mindsets and skills which will provide them with the resilience and adaptability so critical in successfully navigating an increasingly complex, turbulent and hostile world. We need to acknowledge however, that whilst there is an ever-growing number of young people wanting to pursue an entrepreneurial career, many still don’t where to start and many will do not fit into the current narrow definitions of what attracts support and/or funding. A position that perhaps does not align with the informed views of entrepreneurial champions such as the late Lord Young who was a big advocate of enterprise and entrepreneurship being available and accessible to all.
“Enterprise for Life skills has been part of our DNA from the beginning. Working with Gary Packham has proven extremely valuable and we look forward to continuing to supporting young adults into entrepreneurship, intrapreneurship, and employment. Don’t miss our next issue when all will be revealed!” Ren Kapur MBE My view is that effective enterprise and entrepreneurship education needs to improve in three areas. Firstly, it needs to find ways of engaging and retaining the engagement of young people from diverse backgrounds. Second, it needs to be more relevant and liberal in terms of what entrepreneurship is, enabling individuals and groups to discover and explore it within a context they can relate to and/or is important to them. Not everybody wants to be ‘the next big thing’ or be on The Times Rich List. Entrepreneurship needs to be achievable (as well as accessible) and we need to be cognisant of this when trying to promote entrepreneurship as an alternative career path or desirable outcome. Finally, there is a need to ensure that our young people are equipped with the skills, knowledge and expertise they need to give them the tools and confidence to pursue entrepreneurship. For this to work, our measures of success and failure probably need to change. Finally, there is a need to ensure that our young people are equipped with the skills, knowledge and expertise they need to give them the tools and confidence to pursue entrepreneurship. We all probably quote the well-known phrase of ‘failure being the first step on the ladder to success’ but as it currently stands the way in which policy makers, education and industry calibrate success
means there is still work to do to normalise this and turn this into a valuable learning outcome. Policy makers could perhaps consider different ways of assessing educational outcomes which embrace creativity rather than conformity and entertain a wider range of performance measures which better align to the concept of entrepreneurship for all. At the same time industry and businesses need to work in partnership with educators to extol the virtues of pr enabling entrepreneurship so that it can continue to drive positive change and innovation to truly transform lives, business and society.and we need to be cognisant of this when trying to promote it as an alternative career path or desirable outcome. Finally, there is a need to ensure that our young people are equipped with the skills, knowledge and expertise they need to give them the tools and confidence to pursue entrepreneurship. It would be very easy to conclude that enterprise and entrepreneurship in education remains very much a work in progress. Despite this, I think it is still fair to say that education has made a good effort in delivering enterprise and entrepreneurship, learning lessons and evolving over time to try and ensure what is being delivered remains relevant and of value. Connect with Gary on LinkedIn here.
MENTORING MATTERS Due to popular demand, we are lifting the lid on our mentoring provision and bespoke IT platform, the Knowledge Exchange Hub - a peer-to-peer community helping thousands of members of the Armed Forces family to develop and grow. Mentoring lies at the very heart of the XForces Enterprise model for supporting entrepreneurial ambition among members of the Armed Forces community, powered by our unique Knowledge Exchange Hub. But how exactly does mentoring work? According to the University of Southampton, mentoring involves helping individuals to develop their career, skills and expertise, often drawing upon the mentor's own experiences in the process.
Mentoring is very different from managing or coaching, and it is important to know what the key skills and behaviours of a good mentor are before getting started. For mentoring to be successful, there must be trust and rapport between mentor and mentee. To establish this from the outset, it is a good idea to hold an informal introductory meeting to share expectations for the mentoring relationship. It is important to define the mentee’s objectives, as this will help identify the
MENTORING aspects of the mentor's experience that will be most relevant, as well as clarifying the content of the sessions that follow. The success of a mentoring conversation depends on the quality, not the quantity of the questions asked, which should prompt the mentee to engage in some genuine self-reflection and achieve greater insight into the situations and challenges they are facing. The mentor may need to provide feedback from time to time. This might be because they notice a certain type of behaviour that is affecting the mentee’s ability to achieve his or her objectives or because they feel the mentee should have approached a situation or challenge in a different way. This feedback should be provided positively and constructively. One of the major ways in which mentoring differs from coaching is that the mentor shares their knowledge and experience. It is likely that two parties have been matched because of the mentor's skills and expertise in a certain field. However, mentoring is not merely about telling a mentee all about past experiences and expecting them to repeat these. Instead, it should be done in a way that will help to guide the mentee towards identifying their own solutions. The mentee should do the majority of the talking in sessions, and discussions should always be driven by the mentee’s needs and objectives.
“Our chief want in life is somebody who will make us do what we can.”
Ralph Waldo Emerson
My job is to take these great people we have and to push them and make them even better."
Steve Jobs
I don’t care what you do for a living - if you do it well I’m sure there was someone showing the way. A mentor.”
Denzel Washington
MENTORING The X-Forces Enterprise Hub is a bespoke digital platform that has been created specifically for peer-to-peer support and knowledge exchange among members of the Armed Forces community.
Another way in which mentors can support mentees is by introducing them to others in their network, especially if the mentee is seeking support in a specific area out with the mentor's core experience. In order to ensure this conversation is as productive as possible, the mentor can prepare the mentee ahead of time, support them to create a list of objectives, and encourage them to share the outcome of the meeting in the next mentoring session. For new mentors, it is important to use resources that can help develop communication skills and the ability to help the mentee engage in selfreflection. One such resource is the model of reflective space, which maps out the stages a mentee must go through to achieve greater insight into the situations they face and the solutions available. Experienced mentors, on the other hand, might find it helpful to engage with some of the more complex academic work that
is being conducted into mentoring. Industry journals and credible websites and blogs can be good sources of this type of information. When the mentoring cycle or programme comes to an end, it is important to properly close down the relationship. This involves reviewing the outcomes, acknowledging successes and achievements, and recognising each other's contribution to the relationship. The mentor ought also to ask for feedback. Bringing the relationship to a formal close in this way will help to ensure it ends on a positive note, and both parties have tangible outcomes from which to learn and develop. The Knowledge Exchange Hub is free to join and provides members with access to a wealth of information, as well as the opportunity to connect with Business Captains – experienced business people offering their services as mentors. Check out the Hub at xfehub.com
SALUTING THE VERY BEST OF THE BRITISH ARMED FORCES, ALL UNDER ONE ROOF! Ministerial and military leaders gathered to celebrate outstanding achievements within the Armed Forces community and praised the enduring sense of service and valuable contributions made by its members to the benefit of society.
Soldiering On Awards, the primary awards programme that celebrates the whole military community, at the prestigious Park Plaza Westminster Hotel on the evening of Wednesday 27th September 2023.
The 2023 Soldiering On Awards honoured excellence and endeavour by individuals and organisations, including serving personnel, veterans and family members. The event showcased 12 diverse categories, in each of which a winner was announced, among a memorable evening of entertainment, attended by representatives from all three military services, military charities, and corporate supporters.
Chief of Defence People, Vice Admiral Phil Hally CB MBE, recognised the military community’s contribution to society in his address: “The British Armed Forces are made up of exceptional people who all share a common bond of trust, camaraderie and friendship and who deliver phenomenal things every day for our society.
Presenter and journalist Jeremy Vine returned to host the 13th annual
“Awards such as these help to lift the lid on all these remarkable achievements and by doing so, inspire so many more. This year’s awards celebrate some of the
SOLDIERING ON AWARDS most extraordinary talent from our Armed Forces and their families, each of whom commit and serve in their own way for our nation and deserve our highest praise.” Minister for Veterans' Affairs, Johnny Mercer MP, praised the finalists and collaborative theme behind the programme. Minister for Veterans' Affairs, Rt Hon. Johnny Mercer MP said: "I am determined to make the UK the best place in the world to be a veteran. And to do so, veterans need support from both the government and their communities. These awards celebrate those who help to make a difference for the better. I commend the spirit of collaboration, the shared sense of purpose and tireless dedication of the nominees, finalists and winners." Well known veterans sent encouraging video messages including adventurer Bear Grylls OBE, pilot and astronaut Major Tim Peake CMG and ‘SAS: Who Dares Wins’ Chief Instructor Billy Billingham. Bear Grylls said: “The incredible Soldiering On Awards is such an important time of the year. The chance for all of us involved with the Armed Forces to celebrate people who’ve gone that extra mile to make a difference, to soldier on, to make a difference, and show what an incredible family we are part of.” Meet the 2023 finalists here.
SOLDIERING ON AWARDS BUSINESS CATEGORIES Meet the intrepid entrepreneurs who took home 'Oscars' at the 2023 Soldiering On Awards.
SOLDIERING ON AWARDS On 27th September, almost 500 members of the Armed Forces community gathered at the Park Plaza Westminster Bridge Hotel in London to celebrate the accomplishments of the finalists in 12 Award categories. As ever, the Busuness Start-Up, ScaleUp, and Community Impact categories featured stellar business owners from the wider military family. The Business Start-Up Award, in partnership with GKN Aerospace, was won by Carma, whose mission is to remove 1bn tonnes of CO2 from the atmosphere by enabling consumers to buy packages where trees are planted by veterans with PTSD. The Business Scale-Up Award, in partnership with London Stock Exchange Group, went to Tin Trousers. The company started out providing striping up and alterations to Royal Navy uniforms working from married quarters - now it has the tailoring contract for HMS Excellent. Crimsham Farm CIC took the Business Community Impact Award, in partnership with Cisco. Crimsham Farm provides specialist alternative support for children with Special Educational Needs and peer to peer support for veterans and families. Meet the 2023 winners here.
From this year onwards, the winners of the Business Start Up, Business Scale Up, and Business Community Impact Awards, will become Entrepreneurs in Residence at Anglia Ruskin University. The Entrepreneurs in Residence (EiR) will have the chance to work with students on projects and share their lived experience. X-Forces Enterprise CEO, Ren Kapur MBE, welcomed the news saying: 'We’re thrilled to bring this extraordinary opportunity to successful entrepreneurs from the Armed Forces community. Not only will the EiRs benefit hugely from the experience, they will also be able to share the stories of their own careers and enterprise journeys, thus inspiring the entrepreneurs of tomorrow.' Professor Gary Packham, Pro Vice Chancellor Student Enterprise & Entrepreneurship, commented: ‘ARU is delighted to be associated with the Soldiering on Awards, recognising the critical role small businesses play in our economy and local communities. We are excited to be able to offer these Entrepreneur in Residences to the winners of these categories. They will be excellent role models and help inspire the next generation of graduate entrepreneurs to transform lives, business and society.’
EMPLOYEE WELLBEING MEANS INCREASED PRODUCTIVITY
Employers are increasingly recognising the link between an employee’s emotional and physical health and their productivity levels. The Chartered Institute of Personnel and Development reports that employees who feel more appreciated at work have positive associations about other aspects of their lives such as health and relationships. This provides a link between a supportive workplace and a happy employee.
Organisations appreciate the priority of health and wellbeing and the importance of demonstrating that each employee’s health and wellbeing is valued. However, every organisation is at a different stage of development with regards to the strategy they employ and how they can make it tangible for the employees.
Similarly, a Government study reviewed the impact on employee wellbeing and its potential effect on workplace performance suggesting a stronger focus on wellbeing will result in improved workplace performance, linking to profitability, productivity and quality of output.
Benefits Health and wellbeing programmes can provide company-wide benefits, that include:
Increased motivation and productivity. Ongoing support helps staff work
WELLBEING
through personal or work-related difficulties and helps maintain productivity Higher staff retention. Employees who feel supported will have the passion, drive, and determination to commit to the organisation and can ensure the organisation retains its best employees and keeps training and recruitment costs low.
Reduced sickness absence. Staff will face fewer physical or mental ailments that require time off or be aware of them earlier to access the treatment quickly before any condition has time to deteriorate further. Reduced presenteeism. Presenteeism is when a member of staff comes to work despite not being in the best physical or mental health, which causes them to
perform below standard. According to research, presenteeism costs one and a half times more than absenteeism because it causes accidents, underperformance, and mistakes. Jobs often need completing twice, or staff have to take more time off than they initially would have. Higher job satisfaction. Employees who feel appreciated at work gain more satisfaction from working. According to a workplace survey, 80% of people said that better wellbeing benefits would make them feel more positive towards their employer.
Irrespective of the size of your business, an employee health and wellbeing programme can only benefit your staff and your business. Learn more about such schemes here.
FROM FORCES TO FICTION!
Meet Charles Cordell, The Former British Army Officer Turned Published Author! Charles Cordell was brought up in Cornwall, near Falmouth, and spent time as an archaeologist before joining the British Army. He served in a range of operational roles including warfighting, counter insurgency, counter terrorism, and humanitarian on the ground in the Middle East, South Asia, and Northern Ireland, plus a number of diplomatic posts overseas. It was following intense operational postings in Iraq that Charles began to write, exploring his creative side to balance soldiering and incorporating his passion for history. His debut novel was 17 years in the making; he started writing in 2006, took a five year break
and picked it up as he prepared to transition out of the Army in late 2020. Less than two years later, the book was published. God’s Vindictive Wrath has already received some great endorsements, not least from X-Forces Enterprise’s Patron, Lieutenant General Richard Nugee, who described it as, ‘a fast-paced read that brilliantly captures the fear, confusion and luck of battle for the soldier.’ “I started to write in a period of frustration," Charles explains. "After almost back-to-back operational tours my Army career hit a speed bump. I looked for something else I could do, something different."
Charles describes his transition from military to civilian life as a steep learning curve. He wasn’t decided on his second career path, writing or consultancy. The Career Transition Partnership (CTP), the official provider of resettlement support, suggested that he undertake some training with X-Forces Enterprise (XFE) to consider if self-employment would be right for him. XFE’s Self-Employment Awareness Workshop informs service leavers about what starting up a business means and what to consider if they wish to explore this path. “XFE’s workshop really opened my eyes to the possibilities of going it alone, as an author, and how self-employment could work. I came away from that workshop enthused and determined to try. I went back to CTP and explained that I wanted to write full time. I asked to take my Graduated Readiness Time up front, at the beginning of my transition period to finish writing the book. It was a risk, but I had to prove to myself that I had a product I could believe in. I was surprised and impressed that CTP found a way around this and allowed me to take my GRT as business research time. “While I was editing the book, I attended XFE’s more in-depth two-day course. It helped me pin down the business status and strategy that was right for me. Roger was an inspiration. I walked away from the course with my business plan and the confidence to go it alone. Soon after, I began pitching to literary agents and publishers.” God’s Vindictive Wrath is available instore and online from Waterstones, Blackwells, WHSmith and others.
LIFTING THE LID ON:
PROFESSIONAL NETWORKING
If you want 1 year of prosperity, grow grain. If you want 10 years of prosperity, grow trees. If you want 100 years of prosperity, grow people. - Chinese Proverb
The vast majority of people reach out to friends, colleagues, friends of friends or acquaintances from time to time, for a whole host of reasons. Put simply, that's a distilled down version of networking. However, for some, the word networking conjures up images of large groups of people in suits, standing around in hotel function suites, exchanging business cards. That still happens of course, but platforms such as LinkedIn and online ‘virtual’ events have expanded the networking field exponentially. A great way to look at networking is through the prism of three of its main pillars: connection, interaction, and relationship building: Make connections with people either in person or online - with whom you have overlapping areas of interest. Interact and engage with these people as well as relevant groups or organisations From there, you can build relationships Successful, sustainable networking is predicated on reciprocity, or put another
way, apply the venerable sales negotiation principle of ‘give to get' to networking. People will remember you if you engage with your network often, not just when you need something. Offering advice, comment, information and support will also make you memorable. Networking Preparation Research the business interests of speakers and attenders at networking events Develop a short business pitch to be used in conversation with event attenders Keep a supply of business cards handy at all times for 'in person' networking The Follow-Up It can take a number of months to develop business relationship and alliances, so it is important to have a plan for when and how to follow up with new contacts in order to encourage further meetings or invitations to events. X-Forces Enterprise run regular, free, virtual networking sessions where you'll meet like-minded individuals from the military community. Learn more here.
THIRD SECTOR Despite the recognition of the unique circumstances of life in the Armed Forces Community and its impact on financial stability there is still work to be done in ensuring military families have financial security. Research published by RAND Europe, with the support of the Army Families Federation, and funded by Forces in Mind Trust examined the Armed Forces Community’s perceptions of their financial stability and the military employment offer. Service families reported having a limited ability to recover from financial shocks and, whilst participants from the community were positive about their household income stability, there were mixed responses on the adequacy of their income and the adequacy of their financial resources. A lack of opportunity for partner employment was seen as the biggest barrier to financial stability for military families. The frequent relocations and long-hours of serving partners as well as the high-cost of childcare were all factors affecting the employment of partners in Service families.
Frequent relocations also disrupt longterm financial planning, and can result in short-term out of pocket expenses for military families. Armed Forces families were much more positive about other financial impacts of service however such as strong job security, subsidised accommodation, and the Armed Forces pension. The report engaged over 400 serving and ex-serving personnel and their partners, and held key stakeholder interviews including with the Ministry of Defence, wider government, and other support organisations. Tom McBarnet, Chief Executive (Acting) of Forces in Mind Trust, said: “This important research shows that the specific demands and nature of service life can sometimes conspire to undermine the short and long-term financial stability of Armed Forces families and, in some cases, put them at a financial disadvantage when compared to civilians.” Read the report 'Service families need specialist solutions for financial stability'
AROUND THE WORLD
Anyone who has had even one eye on the news of late will have seen disturbing footage of the current unrest in Israel and Gaza. This should give us all pause for thought as we wrestle to discern how the situation can be resolved. Some recent, well-articulated LinkedIn commentary from Luca Leone and Nick Chaffey took this conversation further forward. They quoted a New Statesman article penned by General Sir James Hockenhull, Commander United Kingdom Strategic Command, in which he described Russia’s invasion of Ukraine as the world’s first digital war. He noted that the conflict provides a number of examples of how technology has been used to distinct advantage, notably Ukraine's leveraging of geolocation data from social media to target Russian troops and their use of AI to transcribe and summarise intercepted communications. Victory in this conflict, says Hockenhull, will be largely dependent on exploiting information – in other words, a digital-first mindset. The General asserts that building on the Defence Command Paper, the UK must pursue just such a mindset and take advantage of the entire gamut of digital concepts at its disposal, technologies that deliver economic and strategic advantage. This means investment in innovation and transformative potential. If we are to bring about peace and harmony in the world, we must create a situation where we work collaboratively and empower people both through technology and employment. However, true collaboration is only effective if underpinned by trust. We must harness science and technology to bring about wider understanding and education that can be filtered down throughout society in order to mitigate potential threats. Investment in people, knowledge exchange between SMEs, and recruitment, alongside a new approach to life skills, will be crucial as we redefine what’s important and why. Join in the conversation on LinkedIn here.
PUBLIC SECTOR Artificial intelligence (AI) is set to transform the way industries cut their carbon emissions thanks to a multi-million-pound government investment through the Department for Energy Security and Net Zero, and the Department for Science, Innovation and Technology Twelve green AI initiatives will receive a share of £1 million to decarbonise and boost generation of renewable energy, contributing to reaching the country’s ambitious net zero goal by 2050. The schemes range from solar energy improvements, that use AI to improve the forecasting of when it will best produce energy for the grid, to the decarbonisation of dairy farming through the use of AI robots monitoring crop and soil health. Even AI itself could reduce its carbon footprint, with one project developing hardware that will mimic the human brain so that a computer can reduce power consumption when performing AI tasks. On top of this, government will provide a further £2.25 million to support further AI innovations, with the aim of cutting emissions specifically in energy sectors.
Don’t miss our next issue where we pose the question: AI: Friend or Foe?
PRIVATE SECTOR
Embracing the ISO 14001 standard for environmental management is often considered essential for businesses operating in a highly competitive marketplace, but it can also provide commercial and reputational benefits, as our partner NatWest Business explain here.
Kevin Boyle, Senior Safety, Health and Environment Advisor with NatWest Mentor, says: “ISO 14001 is used and recognised worldwide, and if implemented properly, it can help a company improve its environmental performance through a more efficient use of resources.
The set of guidelines, drawn up by the International Organisation for Standardisation, are an internationally recognised benchmark which ensures an organisation’s environmental management system (EMS) meets a high standard and is continuously improving. Certification is an ongoing process, centred on the environmental policy of a business and managed by its staff, before being externally assessed.
“It can also gain a company an edge when bidding for contracts, as it instils a sense of trust among stakeholders. This results in ISO 14001-accredited companies often having a competitive advantage in the prequalification stage of a tendering process.
The ISO 14001 guidelines were developed primarily to help businesses access a framework for better management control, which can result in a reduction of their environmental impacts. If implemented correctly, additional benefits of ISO 14001 can include: increased efficiency, reduction in waste, lower consumption of resources, reduced operating costs, conformance to regulations and legal requirements.
“If you’ve adopted ISO 14001 and you’re competing for a contract against businesses that haven’t, there’s a higher probability you’ll get through that first stage, so it’s a definite advantage.” The ISO 14001 system itself helps organisations identify, monitor, manage and control environmental issues in a holistic manner. And because it follows a standardised, high-level structure it means that all management system standards will have the same principles, and enable integration between systems of different disciplines.
FROM THE ARCHIVE
To celebrate the return of the Great British Bake Off, we reached back into our archives to uncover this gem from October 2019, for all those would-be professional patissiers...
ON YOUR MARKS, GET SET, BAKE! It’s that time of year again when we’re all glued to The Great British Bake Off salivating and dreaming about eating delicious cakes. For some viewers, Bake Off revives a passion for baking and leads to all sorts of culinary delights in the kitchen. Then there are the others, those who can bake the most amazing cakes and patisseries but have always wanted to become a professional. If you want to become the star baker of your own start-up, read on! To start-up professionally you'll need somewhere to bake. Depending on the scale of your small business you may prefer to set up at home first to keep overheads low until you are more established. You will need to ensure your home baking arrangements are in line with those stipulated by the Food Standards Agency. Once they meet these requirements you should register with your local authority so they can carry out an environmental health inspection before you begin trading. You will also need to get your food hygiene certificate which can usually be done online. To get off to a flying start, you could grow your customer base organically before setting up in premises. Build a strong following on social media with a
mouth-watering Instagram page. Social media is an effective and inexpensive way of marketing your new business and is something which you can begin building before officially launching the business. If you have made cakes for friends and family before then these pictures can form part of your online portfolio and you could even ask them to leave reviews on your social media to help build your credibility from the outset. Shows like Bake Off inspire the nation to look for something new – gone are the days where people just want Victoria sponge and customers are becoming more adventurous with their tastes, so that salted caramel and chilli cake or rosemary and lemon biscuits might be more popular than you’d expect! If you've yet to launch your business or if you’ve been trading under 24 months and would like some support, X-Forces Enterprise can help you secure lowinterest Government-backed funding through the Start Up Loans scheme. We can also provide access to free workshops and networking sessions to help you brush up on the essentials of running a business, as well as 12-months ongoing mentoring. Learn more here.
Military In Business® magazine is brought to you by X-Forces Enterprise www.x-forces.com Editor@x-forces.com @XForces @XForces
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