West & North Yorkshire Business Magazine Q3 2019

West & North

Yorkshire

usiness PRODUCED & PUBLISHED BY WEST & NORTH YORKSHIRE CHAMBER OF COMMERCE

Skills for the future West & North Yorkshire Chamber of Commerce British Chambers of Commerce Accredited

CONNECTING, SUPPORTING & REPRESENTING BUSINESS IN THE REGION

Q3 2019

Up to 66% off † Business Breakdown Cover for Chamber members Service level

Roadside

Relay

Relay Plus

Home Start

Accident Management

Offer Price

Standard Price

Difference

Fleetwide 1

3

3

3

3

3

£87.49

£236.50

£149.01

Fleetwide 2

3

3

3

3

£78.69

£202.50

£123.81

Fleetwide 3

3

3

3

£64.74

£189.50

£124.76

Fleetwide 4

3

3

3

£55.94

£155.50

£99.56

Fleetwide 5

3

3

£47.27

£114.50

£67.23

Fleet Europe

£16.44

£44.50

£28.06

Minibus Rescue

£193.16

£316.50

£123.34

£174.32

£387.00

£212.68

3

Specialist 2

3

3

3

Specialist 4

3

3

3

£149.66

£306.50

£156.84

Specialist 5

3

3

£96.99

£202.50

£105.51

3

The table below gives you more details about the specific services which can be included within our Business Breakdown cover Roadside

Repair or recovery to the AA’s choice of appropriate local repairer.

Relay*

Transportation of vehicle, driver and up to 7 passengers to a UK mainland address if prompt local repair not possible.

Relay Plus*

Extended Relay service to include one of three alternative arrangements for driver and passengers; car hire, accommodation or public transport services.

Home Start

For breakdowns at or within ¼ mile of your home address.

Accident Management

Takes the hassle out of arranging repair, recovery and insurance claims after an accident or vandalism.

For more information, please contact your local Chamber of Commerce Direct Debit. To make life easier, you can now pay for your breakdown cover by Direct Debit.

Based on Fleetwide 3 Standard rates for 3-6 vehicles. All the above prices are per vehicle per year, inclusive of IPT (Insurance Premium Tax). All prices are subject to change. Fleetwide cover does not apply to: specialist vehicles, ie: taxis, mini cabs, hire vehicles, ambulances, police vehicles, vehicles on tradeplates, minibuses, privately owned vehicles (unless used for business purposes), motorcycles and courier vehicles (all of which can be covered on Specialist rates as above), or any vehicles over 3.5 tonnes gvw.

Terms and conditions apply. *Relay and Relay Plus services are not provided at or within ¼ mile of driver’s home address.

Offer cannot be used in conjunction with any other offer. Offer prices are only available while your Chamber membership is current. We reserve the right to review pricing at any time.

Full terms and conditions available on request by calling 0800 55 11 88. Business Breakdown cover is provided by Automobile Association Developments Limited (trading as AA Breakdown Services).

Relay Plus is underwritten by Acromas Insurance Company Limited. Acromas Insurance Company Limited is authorised and regulated by the Commissioner of Insurance, Financial Services Commission, Gibraltar, and regulated by the Financial Conduct Authority, United Kingdom. Acromas Insurance Company Limited is a member of the Association of British Insurers. Head Office: 57-63 Line Wall Road, Gibraltar. Registered Number 88716 (Gibraltar). UK brand address: Acromas Insurance Company Limited, Enbrook Park, Folkestone, Kent, CT20 3SE. Automobile Association Insurance Services Limited is an insurance intermediary authorised and regulated by the Financial Conduct Authority.

Registered Office: Fanum House, Basing View, Basingstoke, Hampshire RG21 4EA. Registered in England and Wales number 2414212. †

BSF_BCC_0360 (0217)

West & North Yorkshire Business

Q3

WELCOME 3

Leaders change

Following two years’ service, the President of each of the three Chambers stood down this summer and members voted for their replacements. So we welcome Andrew Digwood for York and North Yorkshire, Suzanne Watson for Bradford and Amanda Beresford for Leeds. Have a look at their columns.

Each Leadership Group has some new members too, sharing their views and issues.

Sandy Needham Chief Executive West & North Yorkshire Chamber

From media coverage you might think that cities are bad news, so I’m pleased that the Business Improvement Districts in Bradford, Leeds and York show a more optimistic situation and work on promotion, activities and supporting local business.

Leeds BID is in its fifth year and will be seeking support for a renewal – see Andrew Cooper’s feature.

Transport continues to take up a good deal of time for the Chamber’s Policy Team and members. We have been asked to contribute to the recently announced HS2 review. The Northern Powerhouse Rail proposal remains a priority and there are more local highways schemes needed.

Skills are a high priority and that is the main topic of this quarter’s magazine, with interviews and features on members who are investing, time, money and effort in producing the future workforce, from school childeren, students, apprentices, employees and innovators.

08455 240 240 editor@yorkshire-business.co.uk www.yorkshire-business.co.uk @WNYorkshire_Biz

We celebrate their ambitions and contributions to deliver the next generation of business in Yorkshire.

Q3

West & North Yorkshire Business

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MEMBERS’ NEWS News from Bradford, Leeds, York & North Yorkshire

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© 2019 West & North Yorkshire Business - No Part of this advertising or promotion without the express permission of the editorial team.

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Chamber of Commerce.

Printed by Hart & Clough www.hartandclough.co.uk The Chamber group includes Chamber International, Business Enterprise Fund and West & North Yorkshire

SKILLS FOR SUCCESS Naylor Wintersgill

24 DEGREE

APPRENTICESHIPS York St John

26 EMPLOYEE

DEVELOPMENT Beneden Health

42 PROFILE

ESH Group

44 INTERNATIONAL 45 PROFILE 46 APPRENTICESHIPS Yorkshire Housing

47 APPRENTICESHIPS Garbutt + Elliott

48 REPRESENTATION

Apprentice funding reform

49

CHAMBER PRESIDENTS New presidents

50 TRANSPORT HS2 - The facts

54 GROWTH

Leeds City Council

57

28 EDUCATION

60 PROFILE

Minster FM

Royal Armouries and Leeds Beckett university

30

STUDENT INTERNS

31

GRADUATE CAREERS

32

BUSINESS SUPPORT

Bradford University

Leeds Beckett University

TOP TIPS Project Rome

Leeds BID

61 PROFILE

One Design Architectural Services

University of York

62

CHAMBER CHARITIES

63

RAISING THE BAR

Three new charities

Solenis

34 EDUCATION

64 SOCIAL

36

66 EVENTS

Yorkshire Bank

Accredited

Gordons LLP

27 APPRENTICESHIPS

Chamber of Commerce.

West & North Yorkshire Chamber of Commerce British Chambers of Commerce

EMPLOYMENT LAW

Mace

Bradford Grammar School (Front cover feature)

magazine is accurate on the date of publication.

This magazine is published by the West & North Yorkshire

The Skills Service

23 EDUCATION

publication may be reproduced or used in any form of

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Saftronics Limited

Network Scientific

makers and senior executives across both the Yorkshire region and the wider UK business community.

News from across the region

Northcoders

West & North Yorkshire Business is a quarterly business magazine produced by the West and North Yorkshire

REGIONAL NEWS

Business Enterprise Fund

GLOBAL TRADE Trading with China

38 FINANCE

What you missed online

Upcoming events

West & North Yorkshire Business

Q3

CONTENTS 5

Inspiring scientists 32 37

23

Get in the know to improve business

38

Exploring exporting options

The coding bootcamp comes to Leeds

63

38 Investments with real impact

Raising the profile of chemistry

Q3

West & North Yorkshire Business

6

BRADFORD NEWS

A fresh approach It’s a real pleasure to write my first column as President of Bradford Chamber.

In two years as Vice-President, I learned more about Bradford, its future plans, and about myself as a business owner, juggling new responsibilities and wearing various hats in an evolving role.

While Bradford navigates its own evolution - campaigning for a through city centre train station, showcasing our cultural offering in the City of Culture bid, and contributing to devolution conversations, uniting employers with schools to inspire the next generation of employees.

Supporting local literacy The team at Tong Garden Centre has announced the winners of a competition that it ran with Bradford Stories, for children to win prizes to play at its new indoor play area.

Pupils at more than 20 Bradford schools were invited to create a name and a story for one of two new characters at Grass Hoppers indoor play.

The schools were selected by Bradford Stories, a National Literacy Trust hub to improve literacy levels in the city by promoting reading, writing, speaking and listening.

Your Chamber asks the important questions and speaks on behalf of, campaigns with and represents our business community.

I launched Approach PR in 2001. Chamber services like networking, signposting, and sharing experiences has fuelled, inspired and cushioned my business journey.

Living and breathing the hurdles that often challenge productivity and growth has inspired our new business support toolkit, now live on the website. Incorporating member expertise, it will support microfirms and SMEs struggling with the complexity of daily management and growth, using monthly themes to unlock invaluable tips and advice.

Feeling heard, having a voice and being part of the conversation is as important for Bradford’s businesses as it is for others in our District. The Chamber operates on all of these levels and that’s why the President’s hat is one I feel honoured to wear.

Suzanne Watson President Bradford Chamber

CNG and Sound Leisure hit the high note with custom jukebox The UK’s only manufacturer of classic jukeboxes, Sound Leisure, has built a custom-made jukebox for Harrogate based, CNG (Contract Natural Gas).

Sound Leisure worked closely with the CNG team on the unique design of the vinyl playing jukebox, now situated in a new break out area which also features table football, board games, sofas.

Managing director, Jacqui Hall, said: “Our business is nothing without its people, and it’s important to give them a working environment that allows them to think, relax and spend time with each. The custom-built jukebox is the perfect addition to our new breakout area.”

New engineering facility A brand new engineering facility at Cutler Heights, Bradford, was officially opened earlier this summer by Judith Cummins, MP for Bradford South, on behalf of chemicals specialist Christeyns.

A further significant investment in facilities for Christeyns in Bradford, this new Cutler Heights location will provide an important hub for its commercial laundry engineering division, currently handling multi-million pound contracts for laundries nationwide.

The facility will house the engineering team and provide hot desks for visitors as well as meeting facilities for management.

Three apprentices are also working with the engineering team and will be based at the site.

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Science-tastic site visit Manufacturer Airedale Chemical has strengthened its ties with local children with hands-on off-site learning to support their science curriculum.

Community Primary School with tales from the world of chemistry and answered questions about working in a Science, Technology, Engineering and Mathematics (STEM) career.

Research and development chemist, Madeleine Lofthouse, entertained year four pupils from Sutton-in-Craven

She finished by inviting the class to join her and the rest of the experts at Airedale Chemical where a site visit is

Verner Wheelock training is delight for Turkish company

Win exports through productivity improvement

Innovative internet service provider takes home a very special award

Skipton-based food industry training company, Verner Wheelock, regularly provides in-house training to wellknown food manufacturers throughout the UK and recently ventured overseas, to deliver Level 3 Food Safety & Hygiene training to ENKA at their headquarters in Istanbul, Turkey.

Shipley-based precision engineering company, Produmax, which is a global expert in flight control components and assemblies, gave the region’s manufacturers an insight into its transformation into to a £8.5m international business, employing a 75-strong team and with exports now accounting for 70% of turnover.

Bespoke internet service provider Exa Networks was named as Best Small or Medium Enterprise in the Bradford Means Business Awards at a glittering ceremony in Centenary Square.

ENKA is a global engineering and construction company. The training was required because ENKA operates canteens during their projects which generate high volumes of food production. They are audited on food safety and needed certification to improve their audit quality.

Managing Director, Alison Wheelock, said: “Distance really is no barrier to training. Technology can provide accessibility, but there is still a high demand for face-to-face training.”

planned later this year.

This is the third year that Airedale Chemical has hosted pupils from the school in a bid to bring their science lessons to life and encourage younger generations to consider a future in STEM jobs.

The award-winning manufacturer, which has embraced a ‘one team’ culture and incorporated state-ofthe-art automation into its production facilities, hosted an ExportExchange ‘Live’ event.

But it was winning such a prestigious award in his home city that had such a powerful effect on director and cofounder Mark: “I can honestly say I have never been prouder to pick up an award. I am a Bradford lad, born and bred, with claret and amber in my blood. To be picked out from such an incredible number of amazing businesses in my home town was fantastic.

More than 50 manufacturers that are planning to start or grow their export activities attended the event which included a tour of Produmax’s purpose-built, high tech factory.

“Bradford is a great city on its way to becoming an amazing one. It is THE place to start, grow and thrive as a business, and we are delighted to be doing our small part.”

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LEEDS NEWS

A new voice Hello. This is my first column as your Leeds Chamber of Commerce President.

During the next couple of years, some big issues will affect business in our region. These will include Brexit, anticipated improvements to our infrastructure including Northern Powerhouse Rail and the expansion of Leeds Bradford Airport, HS2, devolution and climate change. We need to ensure our voice is heard on all of these important matters at a local, regional and national level.

However, we must not take our eye off the fundamentals that we need to get right to ensure Leeds, the economic powerhouse of the region, has the best environment for business to prosper. Matters such as skills and availability of labour, business costs, digital and transport connectivity, the right amount of development, including housing, is in the right place – these are all central to the success of commerce in the area.

During my period as President, I look forward to continuing to address these crucial issues on behalf of Chamber members while working with other organisations such as the Council, the Local Enterprise Partnership, universities and transport providers.

Amanda Beresford President Leeds Chamber

Making space for Samaritans on unique Leeds Rhinos kit Mental wellbeing was front and centre at Leeds Rhinos’ Betfred Super League clash with St Helens as main sponsor Leeds Building Society made space on the team shirts for Samaritans.

The unique kit featuring Samaritans’ logo was worn for one game only to help raise awareness of mental wellbeing as part of the Society’s partnership with the charity.

Leeds Building Society’s sponsorship gift forms part of its two-year partnership with Samaritans to raise £250,000 to enhance the technology available to volunteers across the charity’s branches.

Richard Fearon, Chief Executive Officer at Leeds Building Society, said: “We’ve worked with Samaritans to increase awareness of mental health among our colleagues and members. We’ve had fantastic support from both and are well on our way to reaching our £250,000 target.”

B&M Waste make successful migration to ISO 45001 Continuing to keep safety at the forefront of our business and maintaining a happy working environment, B&M Waste Services has successfully transitioned to the new ISO 45001 standard.

Speaking on the news, Ann McMurrie, EQHSC Manager, said: “At B&M Waste Services, Health and Safety is imperative to ensuring safety of both staff and customers, with a range of safety practices in place, including the newly implemented breath-testing vehicles and winning ROSPA Gold for the third consecutive year, we continue to ensure that they are operating to the highest standard.

Transitioning to the new ISO 45001 standard is a testament to our continued hard work and dedication to the safety and wellbeing of our staff and all interested parties.

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Businesses team up to address the skills shortage Alex Duckett, Managing Director of Gilbanks, said: “It is great to see all the businesses of One Park Row work collaboratively to address an industry need and help young people get invaluable work experience.

The talent shortage in the region has been well reported, and hopefully, this scheme will start opening dialogue between some of the region’s students and the wealth of experience and ambition at One Park Row.”

Young people from Leeds are gaining valuable work experience across a range of industry sectors, thanks to a unique partnership organised by workspace provider Gilbanks and social enterprise Ahead Partnership.

The students worked with Gilbanks, Pinsent Masons and Barclays on a range of activities which introduced students to the opportunities within the sector and helped them develop workplace skills.

The initiative brought together the tenants of one of the city’s most prestigious office spaces, One Park Row, to provide young people with exposure to a wide range of businesses and potential future career options, all under one roof.

Stephanie Burras, Chief Executive, Ahead Partnership, said: “#FinProLCR Talent Scheme builds on some fantastic business engagement activity in schools, colleges and universities through Ahead Partnership and employers.”

Restaurant departmental switch up raises thousands for charity

Gateley raises over £10,000 for Candlelighters

WBD strengthens IP offering with acquisition of James Love Legal

The teams at Fazenda took part in a departmental switch up, with the expert passadores swapping knives for cocktail shakers, and the floor team taking to the flames in the kitchen for Social Sunday.

The Leeds office of Gateley Legal has raised over £10,000 for children’s cancer charity Candlelighters.

Transatlantic law firm Womble Bond Dickinson (WBD) has bolstered its IP presence in the UK through the acquisition of James Love Legal (JLL), the highly ranked boutique practice.

All six restaurants, including their sister brand Picanha, saw a departmental shuffle during the Sunday evening service with all proceeds from food sales being donated to Hospitality Action. Established all the way back in 1837, the charity offers vital assistance to anyone working in hospitality in the UK who find themselves in crisis.

With Fazenda’s fantastic team work and enthusiasm on the evening, Leeds raised £4,200 with a total of all the restaurants collectively raising an amazing £18,200!

The legal practice has supported the charity through a number of fundraising activities including raffles, bake sales and a treasure hunt through the streets of Leeds. A total of £10,558 has been raised for the cause, which supports families across Yorkshire facing children’s cancer.

Andrew Johnson, partner and head of Gateley Legal’s Leeds office, said: “We are a passionate bunch of people who have taken time out to bake, run and above all have fun in support of Candlelighters. I’m pleased to see our efforts reflected in this great fundraising total for such a vitally important charity.”

This recruitment news follows on from expansion in the firm’s IP offering through the acquisition of Blakely Sokoloff, the well-known Californian patent boutique; the creation of a major life sciences team in the firm’s new Boston office; and the opening of a Houston office.

Patrick Cantrill, who heads the IP team at WBD in the UK comments: “I am delighted to welcome James and his colleagues to our Leeds office. We are focused on attracting the best people to the firm, adding valuable expertise and experience to our existing team.

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YORK & NORTH YORKSHIRE NEWS

Man with a plan I am delighted to be writing my first article as president of York & North Yorkshire Chamber.

Over the last two years as vice-president I have heard from companies who report difficulties in recruiting appropriately skilled staff. Whilst we have some fantastic colleges and universities the challenges seem to be around retaining young people within our communities, and competing for talent with other commercial centres in the region and nationally. I believe part of the solution is ensuring we can offer an affordable standard of living for our young people after they graduate and this will need us to address housing affordability and availability, as well as transport connectivity challenges.

In my role as president I will also be working on behalf of members to push the case for improving the A64 supporting our members in Malton and Scarborough. I will continue to be vocal on promoting the need for regional rail improvements. Similarly I will continue to promote the need for a local plan which can deliver housing and commercial space of the right type in the right places.

Already I am involved with some interesting projects as president. One is the “Pavement Partners” project being led

by York Conservation Trust to develop a “Heritage Action Zone” centred around Herbert House and Lady Peckett’s Yard on Pavement in York, and the other is the ongoing “City Narrative” project commissioned by City of York Council.

I will continue to ensure your views are considered by the organisations we work with over the coming two years and look forward to working with and hearing from our members over this period.

Andrew Digwood President York & North Yorkshire Chamber

Sirius recruits 15 apprentices The first intake of fifteen new apprentices have been selected to join Sirius Minerals’ Advanced Engineering Technician programme.

The successful candidates are aged 16 and upwards and are the first of 50 engineering apprentices that will be recruited over the next four years, providing skilled and long-term opportunities for young people across the local area.

The new opportunities come as Sirius ramps up the construction of its polyhalite fertiliser project at

Woodsmith Mine, near Whitby, and a tunnel to new processing and port facilities in Teesside. The project is scheduled to reach the polyhalite seam, 1,500m underground, in late 2021 and is expected to create 1,000 longterm jobs at full production.

Matt Parsons, General Manager External Affairs at Sirius Minerals, said: “We have a long-standing commitment to train a local workforce, take on apprentices and help young people to learn and progress in the careers.”

Improve workplace productivity A coaching and training business, HR School, has recently launched with the aim of supporting line managers dealing with the challenges and complexity of managing people at work.

Being a manager is one of the toughest parts of any job and more often than not comes without any training to deal with the complexities that arise in teams.

Debbie Connors, executive coach with a background in HR, recently set up HR School to give line managers the soft skills to operate with more influence and understanding of basic human behaviour. The benefits of increased line management capability include having a positive impact on employee morale, productivity and performance.

More businesses are seeing the value of providing coaching to support employee performance, HR School is delighted to announce the opening of a coaching space in Fulford, York.

West & North Yorkshire Business

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11 A rare double success has been achieved by artisan coffee roaster, York Emporium, after a second member of staff has passed a rigorous, top-flight industry examination gained by only 95 people in the UK. Head roaster and operations manager, Richard Darby, passed The Coffee Quality Institute professional examination to become a Q Grader – the coffee industry equivalent of a professional sommelier wine taster.

All the exams are based around the Specialty Coffee Association (SCA) cupping form and range from objectively assessing coffee quality and identifying, quantifying and articulating coffee characteristics to detecting coffee defects and explaining coffee characteristics using industry terminology.

Due to fast-moving quality control in the coffee sector, as customers demand higher standards and regard themselves as connoisseurs, the qualification has to be re-taken every three years to retain Q Grader status, and York Emporium director, Laurence Beardmore, has also passed again after first qualifying in 2015.

York Emporium

gets taste for success

Ware & Kay Solicitors announces new appointment

Pavers donates over 1000 pairs of children’s shoes to charity

Saint Catherine’s launches ‘Friends in Business’ scheme

Leading law firm Ware & Kay Solicitors has added another Solicitor to its team in York with the return appointment of Bella O’Keeffe to its Wills & Probate Department.

Family-owned retailer, Pavers Shoes has donated over 1000 pairs of children’s shoes, worth close to £14,000, to Shoe Aid.

Saint Catherine’s is inviting businesses to join its new Friends in Business scheme – which is a way of helping support patient care whilst reducing tax bills. Businesses of all sizes can support a great local cause with charitable donations which are eligible for Gift Aid or Corporate Gift Aid.

Bella brings many years of experience and knowledge on a broad range of matters. These range from the preparation of Wills, creation of trusts, estate planning, taxation, Lasting Powers of Attorney, Court of Protection applications and care home fee planning and the administration of estates after someone has died.

Commenting on her appointment, Bella said: “I enjoy the diverse nature of the work and I am looking forward to building on my specific area of expertise and working with a great team which has an excellent reputation for looking after its clients.”

Stuart Paver, Managing Director, said: “We are delighted to supply Shoe Aid with over a thousand pairs of new, high-quality, branded children’s shoes. Shoe Aid does a great job in distributing footwear to those in need around the UK. We bought the footwear as part of the acquisition of Jones Bootmaker, but they do not fit into our plans to rejuvenate this much-loved brand”.

Founded by Lee Todd in 2010, Shoe Aid has distributed close to one million shoes worldwide. The charity has also educated over 25,000 pupils in more than 100 schools on the importance of recycling and re-purposing footwear.

One of the first businesses to join Friends in Business was Castle Employment Group. Suzanne Burnett, director, said: “This is a great way to make it easier for businesses to give a donation to Saint Catherine’s.

Tracy Calcraft, income and business services director, said: “Supporting a local charity makes a real difference to the cause you support and can improve relations with your customers, clients and employees.

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WEST & NORTH YORKSHIRE NEWS Children enjoy Shakespeare at pop-up theatre As it enjoys a second season in York at the foot of historic Clifford’s Tower, Shakespeare’s Rose Theatre – the award-winning pop-up Shakespearean theatre – has welcomed 4,749 school children and their teachers through its doors, from more than 100 schools across the North of England.

Quintessential business This is my last column as Chair of West & North Yorkshire Chamber, having held that role for two years, and prior to that President and Vice President of Leeds Chamber for three years. Over those five years, I have increasingly seen the role that our organisation has played in leading, shaping and influencing many of the key debates and issues that affect West and North Yorkshire.

Pupils and teachers from as far afield as York, Leeds, Manchester, Doncaster, Sheffield, Newcastle, Halifax, Middlesbrough, Bradford, Hull, Sunderland, Scarborough, Knaresborough, Scunthorpe, and Harrogate have enjoyed nine morning performances of Hamlet, The Tempest and Twelfth Night. Many of the pupils were watching Shakespeare performed live for the first time.

Of that total, 2,196 pupils were able to attend for free thanks to generous funding from private donors and charities to the Rose Bursary Scheme, which enables disadvantaged children to enjoy the thrill of live theatre in this historic setting.

The bywords of ‘Connecting, Supporting and Representing’ is at the heart of what the Chamber does for our members - and we do it very well!

Whether organising Leeds Manufacturing Festival and Bradford Manufacturing Weeks, producing the Quarterly Economic Survey, campaigning for regional transport investment, engaging with organisations including the LEPs and the Combined Authority, the Chamber is proactive in ensuring the business agenda and the business community is at the forefront.

Our relationships with local authorities is second to none and we have ready access to government. The Chamber exists for the benefit of members and if you are not already actively involved, I urge you to do so.

We are in uncertain times and that will continue for some months, but I am confident that the business community will remain four-square in looking forward.

The West & North Yorkshire Chamber is a strong voice for business and I have no doubt it will continue to be so. Thank you for your support during my tenure and I hope to see many of you again in the future.

Gerald Jennings, FRICS Chair of the Board West & North Yorkshire Chamber

Yorkshire Academy of Sport launched Professional athletes, amateur clubs and schools in the region are set to benefit from the launch of a new academy of sport in the heart of York. The academy, which specialises in elite sport provision, injury prevention and rehabilitation and grassroots competition, is located at York St John University Sports Campus on Haxby Road.

Jamie Salter, Lecturer in Coaching Science at the University and an Academy Director, said: “Our goal is to enhance sports provision in the community on elite, amateur and school levels. With leading consultants, specialists and ex-professional athletes working at the Academy, we’re in a great place to engage with those looking for expert provision in sport. With access to state-of-the-art facilities at York St John University Sports Campus, students in the school of sport will also gain first-hand experience of providing sports consultancy, injury support and elite training.”

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New champions of ‘Made in Yorkshire’ food and drink mark York based marketing and PR company, Intandem Communications, has taken over responsibility for The Yorkshire Mark, a provenance mark for independent food and drink producers in Yorkshire.

The Yorkshire Mark was created to provide food and drink producers across Yorkshire with a single, unifying mark that celebrates their provenance. With consumers becoming increasingly aware, and supportive, of locally sourced produce, members can use the ‘Made in Yorkshire’ brand across all of their product packaging, social media marketing, point of sale and merchandise to show they are proud to be ‘Made in Yorkshire’.

Managed by Debi Lazenby, it has quickly grown to become a community of more than 70 like-minded,

high quality independent producers and retailers including York Cocoa House, Colemans Cider Co, Ainsty Ales, Town End Farm Shop & York Gin. Mat Lazenby, former director, said: “We would like to thank all those members who have formed the foundation of such a strong network and created a friendly, supportive community of independent food and drink businesses, proudly using the Yorkshire Mark and flying the flag for Yorkshire.

Alex Calvert, Manager of the Yorkshire Mark said: “As a Yorkshire farmer’s daughter, Yorkshire food and drink is something I am passionate about. I’m really looking forward to meeting the members and helping them to spread the ‘Made in Yorkshire’ message far and wide.”

New appointment at Begbies Traynor’s Hull office

DLA Piper real-life monopoly challenge

Customer service awards for Benenden Health

Andrew Maitland is the latest insolvency professional to join Begbies Traynor as it continues to grow its presence across the Humber region.

Sheffield city centre was turned into a giant Monopoly board by DLA Piper’s Sheffield office, as teams battled it out to raise funds for the Master Cutler’s Challenge.

Benenden Health has been confirmed as a ‘Most Trusted’ company after coming top in a vote for the UK’s most trusted corporate healthcare provider in the Moneywise Customer Service Awards 2019 ‘Health Insurance Provider via your Employer’ category,

Andrew Mackenzie, partner for Begbies Traynor in Yorkshire, said: “Having been active in the Humber region for many years, we have built a reputation as the leading independent rescue, recovery and advisory firm.

“With demand for our services continuing to grow, we are recruiting more insolvency specialists and Andrew will be a valuable addition to the team.”

Andrew added: “This is a fantastic opportunity to develop my career by working as part of an experienced team and successful services firm.”

With Master Cutler Nick Cragg starting the game, the teams rolled their first dice at DLA Piper’s office and then raced around the city, visiting as many places on the Sheffield city board as possible by foot or using public transport (sponsored by Stagecoach).

After collecting an impressive $3, 650 DLA Piper dollars in two hours, a team from BHP were crowned the champions. The challenge raised £5,000 for the Master Cutler’s chosen charities of 2019, St Luke’s and Rotherham Hospice.

Benenden Health, a non-profit mutual which provides healthcare services for a membership of over 810,000 across the UK – including employees of 545 businesses – received the award at a recent ceremony in London.

Helen Smith, Chief Commercial Officer at Benenden Health said: “The team at Benenden Health have been consistently recognised over the years for their commitment to great customer service for our members.

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Writing their own script Information technology in the modern world is ubiquitous. From social media, banking on the go, to the shop in your pocket, everything just seems to be effortless. Every time you pinch a photo, swipe a story or scroll through the infinitely expanding digital universe, there is a little bit of code running to make your experience seamless.

Behind the user experience there is an array of talented technical and creative individuals who have to imagine, think and write the software that the world is now dependent on. Every app, website, and business that relies on technology is written in code, often combining several technologies that are continuously changing and evolving.

One of the biggest challenges facing tech businesses is finding the right talent to actually deliver this software and one of the innovators in this field can be found right here in West Yorkshire. Northcoders, known as ‘the coding bootcamp of the North’ and based at Platform in Leeds city centre, is training the software developers and coders of tomorrow.

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INTERVIEW 15

Amul Batra

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West & North Yorkshire Business

16 INTERVIEW Northcoders was established in 2015 in Manchester and opened its doors in Yorkshire earlier this year. Since its inaugural course four years ago, the business has helped over 400 people switch career into tech on average starting salaries of £25,000.

The diverse backgrounds of its graduates – who range from 18 to 56 – span everyone from people who have worked in retail, driving forklift trucks in warehouses, to engineers, accountants, lawyers, and sales people as well as stay at home parents, football coaches and refugees.

One of the first things that Amul Batra, Chief Partnerships Officer at Northcoders, was keen to tell me as soon as we sat down was the company’s passion for promoting community. “The cornerstone of Northcoders is building a community that is based on our core values of inclusion and quality. Whilst northern spirit, hard work, grit and determination along with humour and fun all play their part.”

Northcoders was established by Chris Hill who, at the time, was working for Sky in Leeds. Amul explains: “Chris felt there was an obvious disconnect between the skills that computer studies graduates were coming out of universities with, and the skills that employers actually needed. He started to think about how to bridge that and researched the subject, using the proven success of coding camps on the US West Coast as his inspiration.”

Eventually Chris staged the first course and Amul, whose background was in the music industry, and who had become interested in tech opportunities, was on it. Fate played its part and Amul invested in the business.

He said: “They took us on that journey, it was one of the hardest things I have ever done in my life.”

He claims he knew the company “was onto something” when the first Northcoder graduate got hired within just a few days. Nine of the first cohort of students went on to get jobs in software development, while Amul began to market and develop the business.

According to Amul the two biggest challenges were, particularly at the time before Northcoders was established, to get people to commit 12 weeks of their life and to ensure that Northcoders had the ear of every company that had already realised (or was yet to realise) the need to embrace digital transformation.

Northcoders now works with over a 100 different companies across the North, including some of the region’s biggest employers like Jaguar Land Rover, BAE, Barclays and First Direct as well as with major brands like On The Beach, Moonpig, Moneysupermarket, various start-ups, consultancies, agencies and tech businesses such as Thoughtworks, InfinityWorks and Apadmi.

understand technology and can learn technology as quickly as we can teach it; to make this community as diverse, inclusive and representative of the population as possible; and to never compromise on quality.

Northcoders’ move to Leeds, initially with a 1,000 square foot campus, was – according to Amul - “always our plan but the timing had to be right as Leeds and the wider Yorkshire region has a dynamic and exciting tech community so we wanted to add to that mix. It’s important to us to build collaboration across the Pennines.”

Amul is keen to revisit and expand on Northcoders’ commitment to promoting diversity in tech. He explained: “Traditionally, coding and

“Leeds and the wider Yorkshire region has a dynamic and exciting tech community so we wanted to add to that mix. It’s important to us to build collaboration across the Pennines.”

Using the latest technology and best working practices, a world class curriculum is being constantly developed. On this Amul said: “After a while we decided to make the bootcamps more modular and manageable, splitting them into four, three week blocks, graduating students every three weeks, and allowing them to move between the blocks if they hadn’t quite done what they needed to do.”

That ability to evolve and be nimble is what seems to set Northcoders apart along with its unwavering commitment to its three guiding principles: to build a community of brilliant, well trained developers that

software development has attracted a narrow slice of society which has tended to be white men who have learned software at university, but that’s not a true reflection of the UK. Brands have realised that developers need to be engaged with their business so they have the ability to create the very best code and technology that will actually resonate with the end user.”

Currently women make up around 32% of Northcoders students, compared to an industry average of 17%. Over the last few months it has launched scholarship schemes and a deferred payment programme aimed at women and gender minorities, as

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L-R: Amul Batra and Chris Hill well as those who identify as BAME or LGBTQ+, have a disability or have had limited access to education, to help address diversity in tech.

Whilst Northcoders welcomes anyone to become part of the coding community, Amul realises that coding isn’t for everyone, and that is a demanding challenge. He said: “We have a rigorous selection process, which is about our potential students finding out if they really want it and if they’re prepared to put the effort in to get the rewards. We start by providing them with some coding materials to work through in their own time, which takes about 20-30 hours.

We then challenge them to assess how well they have learned those materials, and if they are successful, they receive another 50 hours of pre-course materials that will bring them up to ‘course ready standard’. About one in four people who apply for our course get a start date.”

This means that everyone on the course is at the same level, has gained enough knowledge to be able to begin their studies which is where the real hard work begins. Our selection is tough because we don’t want to take people on this journey if it’s not right

for them. But if it is then the opportunities are there.”

A coding bootcamp is full-time, fastpaced and intensive. Over the 12 weeks, students cover full stack web development that includes fundamentals so they can pick up any programming language, as well as back end development, the structure and logic parts that you don’t see when using an app, and also the front end which are the things you interact with as a user. They are also taught workplace practices, such as Agile Principles, so they can go work in modern tech teams. The final element is a two week self-driven project where students are expected to learn a new language or technology.

Northcoders’ unique approach to teaching is something that Amul is most proud of: “When teaching a new language, framework or technology, our approach is to say if you learn it in this way, when it comes to learning a second language, you will know how to pick that up quickly. This is a very different approach to a traditional university or school environment.”

He went on: “It’s the way we teach technology that is so appealing to companies, because these people can

really pick up new technologies quickly. What is seen as really hard on the course is really just training the mind to learn very fast. We don’t teach people to code, we teach people to teach themselves to code.”

Northcoders also liaises closely with the 100+ companies that it works with who are always keen to advise on and feed into the curriculum. This is a massive advantage according to Amul: “We are not a university that might have to wait a few years; we can do it quickly, to make sure we are delivering what business actually needs.”

Technology, of course, moves at a real pace. The average shelf life of a new technology is two and half years, so the ability to pick up new languages quickly is really valuable asset for them and their employers as Amul explained: “Our students are taught to reinvent themselves continuously, so they stay up to date and can pick up what is new.”

After being selected as one of the country's brightest tech stars in the hugely respected Creative England's CE50 list and being named Business of the Year at the 15th Annual Chamber Business Awards, it certainly seems the future is bright for this tech innovator.

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18 SKILLS FOR GROWTH

Upskill your workforce and take talent to a higher level to boost productivity, innovation and develop the next generation of business.

Skills for growth

The Skills Service

The West Yorkshire Consortium of Colleges (WYCC) is a joint venture company formed by seven further education colleges, building on their combined strengths and expertise to deliver the ambitious plans of the Leeds City Region Enterprise Partnership (the LEP) to improve skills in businesses across the region.

The Skills Service is funded by the European Social Fund and managed by WYCC. It aims to improve the skills and workforce needs of businesses. The consortium has secured in the region of ÂŁ23m to support employers and employees in their workforce development.

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THE SKILLS SERVICE 19 Skills for growth The consortium can respond quickly to new initiatives and developments. For example, the team is working closely with the LEP and Channel 4, on how The Skills Service can support independent production companies.

This has been identified as a particular skill requirement for film and TV, and working with their suppliers to deliver relevant training.

Louise Tearle, Partnership Director at WYCC said: “Employers have not had much access to funding to train their staff, and the LEP have identified many areas where there is a real business need and economic benefit to improving skills.”

There is a particular appetite and ambition to upskill the sectors with the highest growth potential and economic impact, such as manufacturing, construction, engineering, science and digital businesses.

Business driven The Skills Service supports the majority of businesses working within the region by targeting small businesses and SMEs with up to 250 employees.

A team of skills advisors work with businesses to assess their business objectives, identify skills gaps, and look at future skills needs over the next five years. Advisors work with the businesses to develop a ‘skills plan’.

Then they can work with partners and stakeholders from public sector institutions, colleges and private sector training providers to support the needs, including specialist training.

Breadth and depth.

The training on offer through The Skills Service is 40% match funded by the European Social Fund for bespoke, accredited and non-accredited training for employees. There are over 1,000 courses on offer, and as a business-led service, the course offering adapts to industry demands.

The breadth of subjects available is huge, covering almost all business related topics from beginner course in

Microsoft Office software, finance and accounting to effective sales and presentation techniques. Practical courses are targeted for specific sectors, including engineering, manufacturing and construction.

The courses on offer are evolving to meet new demands. For example a recent rise in demand for automotive and valve courses has seen some of these introduced in the new Skills Catalogue Additionally, the depth of these courses range from introductory beginner courses, to advanced and accredited courses with qualifications.

Going digital Introducing new technology and techniques can be challenging, but when facilitated by independent training, it can be rewarding for the employee and beneficial to the employer. Sometimes the people in a business, already have expertise and experience, but need to transition to a digital version of their role.

Train to recruit and retain There is research to support that investing in training and workforce development is a benefit for both the employee and employer .

Providing staff with career development opportunities, transferable skills and accredited qualifications can seem to be a risky investment, with the potential for employees to move jobs, however, a business that invests in its workforce is more likely to retain them.

Recruiting new staff is also easier, research has shown that 35% of applicants won’t consider a company if they don’t have a workforce development plan, so by investing in training you are creating a talent pipeline. For the management team that are looking to the future, aiming to be market leaders and be the best in their field, a robust and flexible training option is a key factor for success.

“The evidence shows that employers who invest in their workforce, nurture employees that are more likely to stay with them.”

Brave new world It can be a challenge for businesses to look at potential future skills requirements, think long term and strategically, however they need to invest now in training to future proof their workforce and their business. The Skills Service’s team of skills advisors can help with this in a free, no obligation skills planning session.

Skills Café Monthly Skills Café events provide an opportunity for a particular sector to meet The Skills Service team for advice over a coffee and get a taste of the training available through the project at a free workshop. This October, (advanced) manufacturing is the focus, and construction will be delivered in November. Businesses can take part in a free workshop run by one of the training providers. This bite sized introduction gives businesses an idea of the types of training available.

The Skills Cafe is trying to reach the full Leeds City Region area, to make as many businesses in the region as possible aware that the Skills Service is available in West and North Yorkshire, from Bradford, Harrogate, York to Craven. If you are not sure if your businesses falls within the Leeds City Region, call The Skills Service to find out what training is available to you.

And if you can’t make it to a Skills Cafe, then they will come to you. Plans are in place to have a mobile Skills Cafe, bringing it to construction sites, manufacturers and and sector events, to make it easier and more convenient to start the skills conversation.

Sometimes it just takes a coffee and chat to step back from the businesses and see a wider picture. The Skills Service is there to help your ambitions and train your team for the future.

Get in touch www.skillsservice.co.uk skills@westyorkshirecolleges.ac.uk 0113 235 4460

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20 SKILLS SERVICE CASE STUDY An award winning Harrogate business has taken advantage of The Skills Service to boost its workforce training.

Network Scientific is a small business in Harrogate and welcomed the support that enabled the company to find the most suitable training and help the training budget go further.

The team’s enhanced skills are already making an impact, coupled with an increase in motivation and confidence, the business’s overall performance is on the up.

However, with change comes opportunity, and so I also wanted to develop future leaders to be able to make decisions about the business as we evolve. I don’t want it to be just me ‘leading the ship’. I wanted the team to have a vested interest in making this company thrive. If the team understand the business as it is now, and have the skills to make measured, key decisions in the future, then we would be a stronger company in years to come.”

Managing Director Zara Jackson explains how The Skills Service has been an invaluable support to her business that specialises in recruitment for the science industry.

“I heard about The Skills Service from a variety of sources, all of whom knew about my ambitions to develop my team, grow the business and reach my next big turnover target.

“I got in touch with Sharlotte, one of the skills advisors, who came to meet me. We talked through my plans for the business, the potential I had within the team, previous training and ideas for future training. This was a really useful way to lay out the possibilities for my business, and with access to the European funding, it became clear that this year I could make my training budget go further than ever before.

“I set up the business in 2010 and started trading in 2011; just me. But I had ambitions to grow, and I’m proud to have recruited my twelfth member of staff in recent months.

“We’re a specialist recruitment agency, and with Brexit just around the corner, I wanted to make sure my team was resilient to develop the business during tough times.

With the support of The Skills Service, Zara and her team signed up for a variety of training programmes including some specialist training that was sourced separately to the courses listed in the Skills Catalogue.

The company is half way through its training and Zara is already seeing an impact on the team’s working style and the business’s performance.

“In the past I would hear comments like ‘We can’t recruit to this post’ or ‘We haven’t recruited to that post’.

Now there’s a key difference, I hear ‘we haven’t recruited to that post… yet’. The team have new skills and the confidence to achieve our business goals. For example, the training explored and analysed personality types. Now the team have a clear awareness of their own personalities and working styles, and they can identify personality traits in others, including clients and candidates, and this can have massive significance in

succeeding in this industry.

“The drip feed of training is keeping the team motivated and organised.

We have spread out the sessions so that the training is not forgotten, and the learning can really embed itself in the way we all work. As a result I am seeing continued increase in performance, not just a one–off peak.

“The Skills Service is invaluable to small businesses like us. A business is only as valuable as its employees, so investing in their skills means they stay motivated, interested in the business and as ambitious as the business. It’s simple if you don’t train your staff you won’t keep them!

“The investment we’ve made in our workforce has been recognised with our recent win at the Harrogate Enterprise awards for ‘Employer of the Year’. This has helped to create a positive reputation for us as an employer and helped to recruit two new members of staff who approached us for opportunities. The wide scope of our training programme was made possible by The Skills Service, and demonstrates that this support can have a longer term impact and fringe benefits other than just the immediate training of current staff.”

The Skills Service works with over 50 training providers and lists over 1,000 training courses in its Skills Catalogue.

SMEs in the Leeds City Region (Bradford, Calderdale, Craven, Harrogate, Kirklees, Leeds, Selby, Wakefield and York) are eligible to 40% funding towards training their workforce through The Skills Service.

The Skills Service is managed by the West Yorkshire Consortium of Colleges and funded by the European Social Fund.

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Make

training go further

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22 SKILLS FOR SUCCESS

Sowing the seeds for success Home-grown is good for business.

Emily Bebb Accounts and audit team Naylor Wintersgill Chartered Accountants

As your most important asset, nurturing the natural talent and investing in the on-going professional development of your team is an essential part of sowing the seeds for the sustainable growth of your business.

Naylor Wintersgill have been offering an apprenticeship programme to enhance our workforce for over 27 years, locally recruiting at least two individuals to start their accountancy careers with us in permanent positions annually. As part of our growth strategy, in 2018 we also extended our apprenticeship opportunities to our expanding taxation team.

Naylor Wintersgill Chartered Accountants HEAD OFFICE: Carlton House Grammar School Street, Bradford, BD1 4NS 01274 733184 LEEDS OFFICE: One Park Row Leeds, LS1 5HN 0113 3401133 www.naylorwintersgill.com

One of the key challenges that ourselves and many of our clients in a variety of sectors face is an increasing skills gap. We believe that apprenticeships allow us to harness the talents of really bright, dynamic and enterprising people that have a lot to offer and help us to build our workforce of the future.

In fact, each and every one of our people are key to our overall success and through our development hub, we can provide a supportive learning environment. With training accessible to all, we can be certain that our people have the knowledge, experience and abilities to realise the future potential of Naylor Wintersgill, not only providing a platform for professional success but also transferable skills to benefit the wider community.

We actively encourage our team to develop as people through voluntary work and involvement in the charity sector. One way in which we do this is through TutorMate UK – an online reading programme to help young students in Bradford improve their literacy outcomes. Through TutorMate we are directly able to have a positive impact on the future educational and employment prospects of young people in Bradford and help drive inclusive growth for the city. During the 2018/19 academic year, our team have donated over 92 hours of volunteer time and engaged in over 150 reading sessions through the platform.

We encourage our team to take ownership of their role, use teamwork and develop relationships with our clients built on trust and confidence.

These strong relationships form the basis of ensuring our clients grow and succeed and we view this as equally as important as having technical knowledge.

Accounts and audit team member Emily Bebb, who started her career at Naylor Wintersgill in 2011 as an apprentice, recently received personal recognition by winning ‘Rising Star of the Year’ at the 2019 Yorkshire Accountancy Awards. In fact, we have always had a tradition of developing talent internally, Managing Director Victoria Wainwright has spent her entire career here, starting as the very first Naylor Wintersgill apprentice.

Home-grown really is, good for business.

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Unlocking students’ potential From careers advice to volunteering At Bradford Grammar School (BGS) careers advice and guidance is seen as an integral part of teaching, something that is exciting and helps unlock students’ potential.

From Year 7 pupils are encouraged to pursue extracurricular activities via our sporting, drama and musical offerings.

They also participate in the Duke of Edinburgh Award, building resilience and independence. We believe that enjoyment of lessons leads to great results which leads to success and pupils are encouraged to study options that they are passionate about.

In Year 12 students have the option to undertake an Extended Project Qualification (EPQ), which offers a bridge to independent learning for students and requires a lot of selfmotivation. It is rigorous and demanding as well as adaptable and

fun and can become the point at which the rhetoric about independent learning turns into reality.

our Year 12 pupils work with YOUNG carers from the local community in a unique joint project with Barnardo’s.

In the Sixth Form we run Career Guidance Networking Events.

Professionals bring expertise in theory and knowledge of the labour market and links with employers to the table. Our biennial Careers Evening offers our Year 11 and 12 pupils the chance to hear from over 30 different career possibilities, from Doctors to Fund Managers and Cycling Performance Analysts.

These opportunities provide important support to our local community but also enable our pupils to build interpersonal communication skills and to have a better understanding of the outside world.

Volunteering can positively contribute to people’s health and wellbeing. BGS hosts Age UK on Wednesday afternoons, and pupils really enjoy providing some companionship to elderly guests.

This sort of volunteering helps reduce loneliness, now recognised as a serious health risk, and is one of the community-led approaches that can help improve mental health. Students also visit local primary schools to assist with reading and once a week ten of

We are also seeing more pupils successfully apply for degree apprenticeships, opening a new raft of opportunities to build a career, gaining a qualification, whilst earning and developing practical skills. Recent examples include Legal degree apprenticeships with Kennedys Law and an Automation Engineering degree apprenticeship with Amazon.

Apprenticeships like these are a wonderful alternative for pupils who are up for a different challenge and feel ready for the world of work.

Together, all these different elements help our pupils to explore the opportunities open to them to make purposeful steps towards their future.

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24 DEGREE APPRENTICESHIPS

Degrees of difference

How Yorkshire employers and students are learning to love degree-level apprenticeships

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Train and gain If you’re looking for a way to improve productivity, product/service quality and boost staff morale in your business, working with a university might not be the first thing that springs to mind. But maybe it’s time to think again. Those were the top three improvements cited in a broad study from the Department for Education on how business is benefitting by offering apprenticeships, and one of the nation’s trailblazing institutions happens to be based here in Yorkshire, York St John University. The University is stepping up to the plate to help employers address company skills gaps with tailor-made degree apprenticeships.

It’s been four years since degree apprenticeships were launched as part of the Government’s ambition to reform the apprenticeship system in England. Originally intended as a tool for economic growth. “York St John has an innovative spirit and we have navigated unknown waters to create Degree Apprenticeship programmes which will enable employers and organisations to transform their companies and communities,” says Jo Burgess, Head of Apprenticeships at the University. “Through nationally reaching consultations with partners, stakeholders and friends we have developed a range of programmes which we believe are different and add value in a range of ways.”

Education is nothing without experience. York St John University has championed

this ethos since 1841 when it began working with business and organisations to nurture students into professionals with skills as well as knowledge. With the launch of Degree Apprenticeships by the UK Government in 2015 this delivered an opportunity for institutions like York St John to bring together the very best of higher and vocational education and develop it into apprenticeship programmes. Skills and productivity challenges have plagued the UK economy for the last few decades, but with flexible and forward- thinking approaches like these, higher education and business can work together as never before.

Do the maths York St John is the very first English University to offer a Degree Apprenticeship in Data Science. You may not know exactly what that involves, but we all know we’re living in an age of big data, with companies dealing with ever increasing volumes of information. Correct management and analysis of this data is key to unlocking its potential for business and has applications across almost every industry, be it forecasting the spread of disease, designing user-friendly websites or preventing insurance fraud. And with Data Scientist being called the sexiest job of the 21st century by the Harvard Business Review, clearly they’re both rare and attractive. Those in the know are already filling the spaces on the Data Science Degree Apprenticeship, with major employers like Nestle signed up.

As word spreads, the numbers show how the popularity of such courses is soaring. In fact, Times Higher Education has called them a quiet revolution in HE. This is borne out locally too: York St John University’s Chartered Managers Degree Apprenticeship has doubled in size in a year; while their Executive MBA is now

taking 2 cohorts this autumn, with an extra entry now planned for February to accommodate demand.

“On a personal level, an MBA is something I’ve wanted to do for years,” says Rob Williams, from VetPartners.

“Professionally, the Executive MBA helps to fulfil a business need by helping to create clinical managerleaders within our veterinary corporate business. In particular I personally wanted to understand more about business leadership, and the York St John MBA Degree Apprenticeship has leadership content embedded throughout the course.”

And making the most of your apprenticeship levy in this way is good for company image too thinks Rob Watt from Covance: “We’ve worked with York St John University to develop a laboratory science degree apprenticeship that works for us. We recognise that an apprenticeship programme raises profile of our company and makes us more attractive in the sector, it’s good PR.”

Forget the debt So the benefits to business are clear and well documented, but what about to the learners themselves? Degree apprenticeships give students the opportunity to gain a higher qualification without accruing the student debt of traditional university graduates. Apprentices learn on the job and gain vital work experience while they train. This earn-while-youlearn model is both attractive to students who might be put off university because of the idea of debt, and also to current workers looking to upskill as they don’t have to take a career break to do so. No wonder demand for them is rocketing.

For more information on Degree Apprenticeships at York St John, please visit: www.yorksj.ac.uk/study/ degree-apprenticeships/

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26 SKILLS

Developing the future workforce of Benenden Health

Research suggests 68% of employees have changed jobs due to a lack of learning and development opportunities. We also know nearly half of the millennial (24-38) generation plan to leave a job within two years. So, it’s important for businesses take a proactive role in helping employees shape their working futures.

At Benenden Health, we have introduced a variety of initiatives aimed at supporting our workforce both now and in the future.

Using our apprenticeship levy and in partnership with York St John University, we’ve enabled employees to undertake master’s and chartered management degrees. This helps those who might not otherwise have access to higher education. We also have three sixth form leavers currently in apprenticeship schemes across the business.

Benenden Health Benenden Health provides an affordable alternative to private healthcare for both individuals and businesses. Based in York, the organisation employs 284 people in Yorkshire.

08082561587 www.benenden.co.uk/for-business @benendenhealth linkedin.com/company/386023/ facebook.com/benendenhealth

Our ‘Be Aspirational’ career development programme moves away from the typical nine box grid approach to talent management – a tool widely used in HR that assigns employees to relevant boxes. Instead, it focuses on what our employees want from their time at Benenden Health.

We acknowledge that everyone in our business has different career aspirations. We make sure conversations are productive by encouraging managers to build personal growth plans with their teams. These aid fluid conversations and ensure our employees get the most out of their time with us as well as preparing them for their next career

move, whether that is internal or external to Benenden Health. One of our biggest areas of focus is on the multi-generational nature of our workforce. For example, helping our older generation plan for retirement and getting prepared for ‘Generation Alpha’ - the first generation born entirely in the 21st century.

We have also recently introduced a ‘golden hour’ where employees take an hour each month – during their work time and with full support from line management - to focus on their own development. We have found this resonates particularly well with those in contact centre roles, who are not typically given the space and time to focus their self-development.

One of the key areas we’re exploring for the rest of 2019 is our approach to health and wellbeing. As a healthcare provider, we have always been conscious to practice what we preach.

We are now taking this to the next level by helping employees create wellness action plans that drive honest conversations with their managers.

All our initiatives – and these are only a few – are brought together in our ‘Living our Values’ sessions. These help Benenden Health employees discover what makes them tick, what they need to do to operate at their best both in and out of work, and how we can help them prepare for a successful future.

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Taking on an apprentice made perfect business sense to Minster FM Taking on an apprentice can bring great benefits to both your business as well as to the person you hire for the role.

These days Minster FM is much more than just a radio station. Broadcasting to York and North Yorkshire our quarterly radio audience of 164,000 adults with 62% ABC1 is enhanced by the steady growth of our digital & social department, with our offering now including a hugely popular website, online discount vouchers, video production, website design and more. In late 2016 we decided to hire an apprentice to provide us with a much-needed extra pair of hands for this growing department and to provide an opportunity for someone to launch their career and gain new skills.

At interview, Natasha Palmer impressed us with her interest and knowledge of online and digital technologies, and was soon appointed as our first Digital Content Apprentice, partially funded through our company’s apprenticeship levy fund.

Natasha was quickly able to be given basic tasks, and as she gained experience, became able to take on

more responsibility with less requirement for close supervision, helping her to gain confidence and initiative in the role.

Alongside developing her skills at work and benefitting from our knowledge and experience, Natasha was also receiving formal training from her apprenticeship provider. This gave her an alternative perspective which meant very often, Natasha was able to suggest different and new ways of doing things – something which benefitted us more than had we simply been training her in our own procedures.

As time went on, Natasha was able to take on specific roles including administering and marketing our downloadable discount vouchers.

In her first year of doing this, we saw a 23% increase in revenue from vouchers, making it the biggest growth area for the business. Her work in this and other projects led her to win York Apprentice of The Year 2018, and more recently, Natasha is currently nominated as a regional finalist in the National Apprenticeship Awards 2019.

We’ve even been contacted by the Cabinet Office who are using Natasha as a case study in a national campaign to promote apprenticeships.

After two years working with us as an apprentice and completing her Level 3 and Level 4 qualifications in Digital Marketing, Natasha’s contribution to the business had become so significant that it was an easy decision to keep her on as a full-time employee.

For us, the mutual benefits of taking on an apprentice are clear. We have been able to nurture a young person’s skills and talent, which we as a business have then been able to benefit from in so many ways.

Bridget Meynell, Managing Director, Minster FM

Minster FM Minster FM is the local commercial radio station for York and North Yorkshire.

01904 488888 www.minsterfm.com @minsterfm linkedin.com/company/minsterfm @minsterfm

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28 EDUCATION

Bringing his and her story to life

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L-R Lisa Stephenson, Senior Lecturer at the Carnegie School of Education Leeds Beckett University and Director of Story Makers Company and Tristan Langlois, Head of Education and Events at the Royal Armouries in Leeds.

Chamber members collaborate to help children create their own history Mightier than the sword Next year the Royal Armouries is looking to launch ‘Mightier than the sword’, a project inspired by a rare manuscript in the museum’s collection.

I.33 is a fourteenth century illustrated sword-fighting manual. Remarkably the illustrations feature a young female fighter named as Walpurgis, whose story is unknown. The project is to create this woman’s story with the assistance of schools and students from around Leeds.

Projects like this at the Royal Armouries encourage hands-on, experiential-based learning and creative storytelling can make a significant contribution to the emotional and literacy development of students, Sometimes there isn’t the curriculum space in schools to engage rich cultural stories, this Chamber member partnership maximises all of the fantastic spaces in our city, creating opportunities for diverse children from across the city to work together.

Tristan Langlois said: “This project is about placing children at the centre of the Royal Armouries experience and encouraging them to engage with and be inspired by our collection. We encourage the kids to handle objects, to wear the clothes, to wield the

weapons because we know that will make the stories - and their learning come alive.”

The Royal Armouries is working with Story Makers Company to develop and deliver engaging learning sessions, where students are encouraged to create their narrative, become part of the story and explore creativity with other students.

Lisa Stephenson said: “We’re excited about being part of this project, Story Makers Company is a social enterprise at Leeds Beckett University that was formed by artists, educators, teachers and researchers from the School of Education. This opportunity allows us to share our research and practice skills. We are looking forward to working collaboratively with the Royal Armouries to develop a relevant literacy framework for children.”

the city don’t have access to arts experience. This project allows children to feel confident in their own imagination and in their ability to think in different ways. Children might be working on a fictional problem, but actually it is a real-life problem as well.

Tristan Langlois said: “A lot of work has been done over the last 10 years about emotional intelligence, creative writing, empathy and the ability to put yourself in someone else’s shoes. There’s evidence to suggest that a key factor of success within business is the social development of young people. We need to invest in young people now for better employees in future.”

Investing in the future

Creative community

Cultural organisations are investing in young people and increasing links with universities, this ensures that a wellrounded group of young people enter the job market in the years ahead.

Research by Tom Dobson and Lisa Stephenson at Leeds Beckett with schools, shows that active storytelling through drama can support more invested writing opportunities and emotional literacy

The collaboration between these Chamber members increases the educational opportunities for young people and connects them to the rich cultural heritage that makes Leeds and a more diverse and inclusive city.

This collaboration provides an opportunity for children to see things in different ways, develop tolerance and build community, which is a real benefit.

Make your contribution

Lisa Stephenson said: “We know from NSPCC research that there’s a rise in children’s mental health issues and we know that many children from around

To discuss the programme further, as well as information on how you can become involved in supporting the programme, please email Zoe Bray, Corporate Partnerships Manager at the Royal Armouries on: zoe.bray@armouries.org.uk

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30 SKILLS

Achieving innovation through student interns Students of the University of York can bring skills and enthusiasm to bear on a whole range of business projects through the Student Internship Bureau (SIB).

were delighted “withLambson Kirsty’s work and she

has been able to make good use the experience in her subsequent professional development which currently sees her working with Channel 4.

”

You can learn more about the work of the SIB, and see more examples of its work at www.york.ac.uk/business/students

Launched over ten years ago the SIB now annually facilitates over 100 intern projects in organisations across the region, in York, Harrogate, Ripon and Thirsk.

The University works with businesses to specify projects, typically of 8 to 12 weeks in duration that the student will tackle on a paid basis. The SIB has developed processes to ensure that the student can get working on the project quickly and easily which makes it particularly suitable for SMEs. Student interns have tackled new initiatives across a whole range of issues. Projects have involved indepth market research, integrating new IT systems, customer consultations or designing new HR policies and procedures and many have made use of the wide range of languages spoken at the University.

Of growing importance in recent years have been projects connected with the effective use of social media and digital marketing techniques. One such project connected second year Philosophy student Kirsty Taylor with Lambson, a speciality Chemicals Company with a global reputation based in Wetherby.

Lambson had identified a need for a strengthened digital marketing strategy to support their predicted business growth. Kirsty was part of

a new marketing and growth working group within the business.

Over the course of one summer Kirsty invigorated the company’s social media, overhauling their presence on a number of platforms and increasing the number of interactions by nearly 300%. Of particular value was her work on introducing regular articles of professional interest on LinkedIn to encourage repeat visits. One of these articles gained Lambson a free invitation to attend and speak at a leading industry conference that would otherwise have cost the business over £12,000.

In addition, Kirsty worked to redesign the company’s printed media and website, ensuring that the two were complementary and their content fresh and easy to access. To ‘future proof’ her work she trained colleagues in the use of the systems she had established and streamlined customer feedback processes to make it easier to collate, analyse and evaluate the impact of all social media activities.

Lambson were delighted with Kirsty’s work and she has been able to make good use the experience in her subsequent professional development which currently sees her working with Channel 4.

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CAREERS 31

University of Bradford project

to boost graduate job prospects The University of Bradford has secured £300k from the Office for Students to lead the Graduate Workforce Bradford project to boost the job prospects of black, Asian and minority ethnic (BAME) graduates across the Bradford Metropolitan District.

The project, working closely with employers and BAME students/graduates, will develop and deliver a range of new and innovative approaches to graduate recruitment, and develop stronger relationships between local communities, employment sectors and individual employers.

Professor Shirley Congdon, Vice-Chancellor of the University of Bradford, said: “We have a very strong track record in supporting the employability of our graduates, with 94% being in employment or further education within six months of graduation. However, we have to make sure that we identify any issues that lead to graduates not fulfilling their potential and Bradford employers not accessing the skills available”.

On-going action research will develop a greater understanding of the employment aspirations of BAME graduates, and identify and implement working practices to better support their career planning. Linking with, and working in partnership with other projects across the Bradford District will be a key focus.

Working in partnership with thirteen key Bradford employer and community organisations the University will lead the three-year Graduate Workforce Bradford project. The project will address two challenges for Bradford. The underemployment and unemployment of BAME graduates; and the recruitment, skills gaps and work force diversity needs of Bradford employers, particularly within the health and social care, manufacturing and engineering, and public service sectors.

A great first example of this is the project working with the recently launched Graduates2Work programme, sponsored by the DWP and delivered by Aspire-igen. This programme supports unemployed graduates (from any University) living in the Bradford district.

If you'd like to get involved and learn more about the Graduate Workforce Bradford Project please contact Urfan Faqir u.faqir@bradford.ac.uk or Kath Bridger (k.a.bridger@bradford.ac.uk).

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West & North Yorkshire Business

32 INTERVIEW How are you feeling about your new role?

“When this role came along, I was really excited; I was already working at Leeds Beckett on an ERDF funded project that offered support to digital startups. Being embedded in the Research & Enterprise team gave me the time to appreciate the plethora of business support available to SMEs within the region. I was taken aback at the variety of options available actually.

So, when the chance came up to spread the word about what partnering with a university like Leeds Beckett can offer organisations, and seek out partnerships within the SME market, I jumped at the chance. Many individuals still think that universities exclusively benefit students, but within my new role, I aim to display the full range of enterprising opportunities available to companies who want to innovate and grow.

Is this opportunity to work with the university open to all sectors?

It is open to most sectors, however some programmes are sector specific.

Underneath the umbrella of ‘SME Engagement’ sit a range of options.

A good example of this is our new intensive business support programme that we have recently launched, Accelerate. Successful startups will be put on a 6-month intensive programme, account managed by myself, and gain support from the university. This could/may include masterclasses, online learning, student placements, funding, corporate assistance, hot desking and more. The eligibility criteria for this programme is that companies work in the business to business space, are based in the Leeds City Region, and be under 3 years. Companies that aren’t necessarily right for a specific program can tap into the other services, including consultancy, graduate placements, research projects and knowledge transfer partnerships to name a few. This is the beauty of the SME umbrella. Generally speaking, there will be some support available for any SME that wants to grow.”

What challenges do you have to overcome?

“One of the biggest challenges I have is trying to explain that we have the resources and knowledge to help businesses grow, and that there isn’t necessarily a large bill at the end of it. In my previous life I worked in business development for law firms, and

unfortunately, no matter how great a relationship you build with a company, there is a hefty bill at the end of it. At Leeds Beckett, a lot of the programmes we run and services we offer are free, or subsidised.

How do you engage with the larger university teams?

I quickly realised the sheer size and geographic reach of staff here at the University. It is really important for me to have an internal relationship with both industry facing teams and academics. I meet regularly with the employer engagement team, the business development managers and enterprise & research staff across the university. If the University’s aim of positively impacting the fast growth of Leeds and the wider region is the be met, I need to understand our aims as an institution. The SME Manager role is two pronged, inward facing and outward facing, each very much as important as the other.

Tell us more about the six-month acceleration programme for startup and scale up companies.

We’re really excited about this one. The team have been designing the programme for the past few months and area just ready to launch. We are looking for companies that are at least a year old and generally have a proof of concept. We want to work with companies who have exciting and innovative ideas and support that innovation and growth. Those signed up to the programme can use our business centers in Leeds, Halifax and Wakefield we have access to grants and funding through the ERDF funded Ad:Venture programme, academic expertise, research projects and graduate placements.”

What are KTPs? “Knowledge Transfer Partnerships (KTPs) are deemed the best kept secret of universities. It’s not a difficult one to explain, it is effectively a triangle made up of a business that wants to innovate, a knowledge base institution (a university) and what we call an associate. The associate is a recent graduate, who is hired by the University and embedded in the business to transfer new knowledge and expertise. The business will also gain the expertise of an academic half a day per week to oversee and guide the associate and ensure project delivery. Projects generally involve multiple academics from the university and allow the

business to tap into some real cutting-edge research and resource. It’s an opportunity for universities to engage with industry and vice versa. Both are able to become more innovative, tap into new markets and approach new technologies. KTPs are government funded through Innovate UK and SMEs can receive funding of up to 67% of the costs of a project. Knowledge Transfer Partnerships allow companies to tap into an incredible source of information and academia through the university.”

How do you grow your network of businesses?

“Half of my battle is getting businesses to know the university is there to offer help. I’m a prolific networker and ensure I attend 2 or 3 relevant events per week. In this role, it’s incredibly important to network because, and it’s the biggest cliché in the world, but people do business with people. I also have a strong online presence via LinkedIn and Twitter, and either reach out to individuals that would benefit from the university’s services, or, because of the articles I release or events I share, I get contacted directly by companies who are looking to collaborate.

Do you have any LinkedIn advice?

“I would say be present, be active and make sure you’re following the right people, so the algorithms work behind the scenes. This will make your news feed a representative of your industry and sector. You need to like things, comment and engage with others.

Make sure your profile picture is professional, use short informative paragraphs and start following people within your industry. Try and look on LinkedIn for 10 minutes a day, start small and watch your network grow.”

What is your aim over the next year?

To get out to the SME market and display the wide range of business support options we can offer as an institution. I have a fully loaded presentation, love a coffee, and am happy to talk to any growing SME who wants to work with us.

Whilst working in the private sector, it was often commented that the hardest part of approaching a University was knowing where to start. I’m very happy to be the first point of contact for organizations looking to touch base. Whether it be myself to continue that relationship, or a referral to the right team here at Leeds Beckett, I’d love to hear from you.

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Understanding university links Deb Hetherington is the new SME engagement manager for Leeds Beckett University.

The role Deb undertakes links businesses to the university and helps SMEs with business support, which includes funded projects, subsidised projects, and internal programs. The Chamber marketing team interviewed Deb to find out more about how she felt about taking on this new role, how the link between businesses and the university works and how she develops her relationships.

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34

Supporting the businesses of today and the employees of tomorrow This year has not been an easy one for UK businesses.

Worries about the outcome of Brexit negotiations, a weakening currency and a dampened macroeconomic outlook have caused many firms to hold back on key investment decisions.

As a Bank with a long history of helping businesses to thrive amid difficult times, we are always looking at new ways to extend our support for SMEs (small and medium sized enterprises).

This was confirmed by CYBG’s latest SME Health Check Index, which showed levels of business confidence across the UK had fallen to the lowest level in 12 months.

With this in mind, we’ve launched a new academic programme to help spur their growth, while simultaneously providing students across the North of England and Scotland with a unique opportunity to gain new skills and boost their employability.

Yet we know it’s not just the wider economic conditions that present challenges for businesses.

Each individual enterprise has its own unique obstacles, whether that’s building brand awareness, honing a competitive advantage, selling into new markets or anything in between.

In collaboration with leading UK Universities, we’ve launched The Clydesdale & Yorkshire Bank Greenhouse Programme - an initiative which brings together SMEs with Masters of Business Administration (MBA) students, who work together to overcome the major challenges for our customers’ companies.

Supporting your growth Whether you’re scaling up, starting up, or anything in between, Yorkshire Bank has a range of products and services* to help your business.

To find out more about what we can offer you, visit: secure.ybonline.co.uk *All lending subject to status and eligibility. Security may be required.

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EDUCATION 35

Clydesdale & Yorkshire Bank Greenhouse Programme in action The concept is simple – our customers submit a statement describing an opportunity or challenge they would like to overcome, leverage or explore as a business, and a group of students is then allocated to work with them to help.

Students meet with the business’ decision makers at their university campus for a series of workshops, starting a process of identifying the best path forward. This culminates in the creation of a number of recommendations within a final report, that the students present to the company four weeks later, with a suggested approach.

In February 2020, we will host a new Clydesdale & Yorkshire Bank Greenhouse Programme workshop at the University of Leeds, with more planned across the region in the near future.

“I feel more confident in my ambitions to be an entrepreneur since being part of the programme.”

Sue Douthwaite, Head of Small Business at Clydesdale and Yorkshire Bank, said: “We’re thrilled to be facilitating this service through the Clydesdale & Yorkshire Bank Greenhouse Programme that has benefits and learnings for both students and local SMEs.

The programme helps both Cynthia Halatyn groups, with MBA students gaining first-hand insights into the day-today running of an active company, equipping them with useful insights for their future business careers, and customers who can leverage fresh insights.

“It allows our SME customers to get focused, comprehensive and tangible business support, by pooling the resources of talented MBA students, to help them think outside of the box, while simultaneously giving students valuable and transferable skills. We look forward to hosting more Clydesdale & Yorkshire Bank Greenhouse Programme events as we actively expand the footprint of the programme.”

The programme’s pilot event was held in 2018 at The University of Stirling but has since expanded across the UK to a larger list of universities, including Sheffield Hallam University and the University of Strathclyde Business School.

Cynthia Halatyn, MBA student at Strathclyde Business School, said: “I was able to apply all my MBA learning to holistically solving a real-time business problem, seeing the solutions that my team and I came up with add value to the organisation.

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36 INTERNATIONAL

Selling capital equipment to China – some rules of engagement What is “Worldview”?

“Worldview” means a way of seeing the world, shared by a community. A worldview is not a set of personal beliefs that has been consciously adopted (such as a political persuasion) or a preference (for a certain type of music, say). In fact, most people don't even think about their own until it is called into question – for instance, when they visit another country and encounter worldviews that conflict with their own.

One may notice cultural differences on a short business trip – how people greet each other, how they eat, and so on. Such a visit is unlikely to be long or immersive enough to appreciate the differences in worldview between oneself and an overseas partner, differences which run much deeper.

A basic part of China's worldview is a belief that she is an oppressed nation, always taken unfair advantage of by others (notably USA, UK, Germany and of course, Japan). This narrative is retold and reinforced constantly; it shows up in school textbooks, TV series, pop songs – all over the place.

Like tectonic plates, worldview change only very slowly.

Five basic beliefs Experienced China-based lawyer Stephen Dickinson says: "Though the world has greatly changed since the 90s, the attitude of Chinese companies towards the purchase of foreign equipment has not. There are five basic beliefs that drove Chinese advanced equipment purchases back when I was working on them in the 1990s and those same five basic beliefs drive these purchases today."[1]

The beliefs he refers to are: 1

Your price is unfairly high

2 Training is not necessary 3 Proper equipment setup is not necessary 4 After-sale support and maintenance are not required 5 Your attempt to protect IP is foreign oppression He goes on to say: "Once these beliefs are understood, Chinese behaviour on these equipment transactions becomes easy to understand. Once you understand the basis for the behaviour of your Chinese counterpart on these deals, you can design a program that can be successful in the Chinese market."

Unfair advantage?

In short, the customer believes that you are taking unfair advantage – setting the price high, insisting on expensive training, setup and maintenance, and trying to prevent him/her from gaining the technology required to be independent.

Not only so, but because these stem from a worldview, you can assume that other Chinese parties involved in the transaction (the customer’s bank, the customs department, and possibly even your own employees!) will agree with these beliefs deep down, even though they, as individuals, will have differing views and preferences on more superficial matters. Should a dispute arise, and any those parties have to make a judgement call, worldview will win.

Refusing all extras, insisting on final stage payment after one satisfactory year of operation and then withholding

it because of reported equipment problems (which actually result from improper installation or poor maintenance), attempts to extract confidential design information, demands for huge repeated discounts – these probabilities need to be addressed in advance, by careful structuring of the sales contract and other practical measures.

Three cardinal rules 1

Build everything you think the customer ought to buy into a single price (no break-out costs for installation, spares etc.)

2 Stick to that price 3 Demand full payment in advance Note that if you are delivering to a location in China, then shipping and insurance should be either explicitly built into the price, or listed separately; this is because China calculates import duties based on CIF price, and may add a nominal cost for these if they are not explicitly accounted for, before duty and VAT are calculated.

Remember that in many situations you won't actually be competing against domestic companies. If a customer is serious about buying imported industrial equipment, then your competitors will be other foreign companies like yours. Sometimes a competitor will accept the customer's terms and win the order as a result, but the chances are they will pay the price, and any special discount they agreed to will be considered by that customer to be their new normal price for future orders.

[1] Stephen Dickinson How to sell your high value equipment to China, 3-part article posted on China Law Blog (www.chinalawblog.com) in 2017.

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GLOBAL TRADE 37

Businesses give

China 1-1s

top marks again

Already, close to 50 businesses have sharpened their strategies for China as a result of receiving “1-1” consulting sessions from Chamber International.

The most recent round of clinics offered were fully booked out, and the feedback received was excellent once again.

These intensive 2-hour consulting sessions take place at the client’s own premises, with Chamber International’s China specialist, Matthew Grandage, meeting with company owners, directors and senior managers to answer their questions about doing business in China.

Topics included: the pros and cons of the different business registration options available, payment issues, social media marketing, and business culture dilemmas.

Matthew also conducted live online research in Chinese to uncover valuable information relating to potential distributors, competitors, trade shows, compliance issues, and more. Business from a wide range of sectors have benefitted including, most recently, producers of lab equipment, confectionery, medical devices, and an international marketing agency.

One commercial manager from the healthcare sector, who prefers to remain anonymous because of the sensitivity of his company’s business development plans, said: “Your insight really opened up our eyes to the opportunity, and we completely feel that it is achievable now. The content of the session was invaluable”.

Another business that has benefitted from a China 1-1 is scientific instruments developer Ossila Ltd. Founded in Sheffield in 2009 by organic electronics research scientists, Ossila provides components, equipment, and materials to enable intelligent and efficient scientific research and discovery. One decade on, they now supply over 1000 different institutions in over 80 countries globally, and want to extend their market base in China.

In 2017, Ossila received the Institute of Physics’ Innovation Award, and followed it up with a Queens Award for Enterprise in 2018.

Rosie Morgan, Ossila’s customer service manager, says she and her colleagues were “extremely satisfied” with the China 1-1 on every count, and that the session exceeded expectations.

“The whole session was so interesting, and Chamber International are so knowledgeable on strategies for China – even for a niche company like we are” said Ms. Morgan, “We got some good ideas from the session and were given some excellent advice we hadn’t thought of before.

It will definitely help in our venture!”

Recently there were surprises for other business too: for instance, one firm who import goods from China hadn’t realised that the Chinese factory test certificate they had been sent by their supplier actually came from an entirely different company! That information only came to light during, and because of, the China 1-1.

The China 1-1 “formula” is a powerful one, bringing together the client company’s product and marketing knowledge with Matthew’s specialist linguistic and research expertise, and extensive professional network, to deliver answers to the client’s questions.

Matthew, who spent 15 years living and working in China, says: “In many cases I’m asked to mine information from Chinese websites which the clients had never had access to before. This enables the client to gather lots of new data about their competitors’ activities, market expectations, and how their own products appear to potential customers in China. Others ask for advice about specific problems they are encountering with Chinese suppliers and distributors.

“In the China 1-1’s, we’ve found a model that businesses appreciate. They can bring in top managers and a range of staff without expensive away-from-desk time, knowing that their specific questions about China will be addressed immediately and confidentially.”

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38

BEF, the Yorkshire-based social enterprise has announced it has boosted the region’s economy by £31m in the last 12 months as well increased lending to female entrepreneurs by 9%.

The Yorkshire-based social enterprise has announced it has boosted the region’s economy by £31m in the last 12 months as well increased lending to female entrepreneurs by 9%.

The Business Enterprise Fund (BEF), has made the announcement as part of its annual social impact report which also reveals the not-forprofit organisation has loaned a total of £7.08m in the last year, helped to create 175 new UK businesses and generated or safeguarded 820 jobs.

Specialising in responsible and flexible finance to businesses making an impact in their communities, 36% of BEF’s loans in the last 12 months were to female-led businesses across

West and North Yorkshire and the North East.

Steve Waud, chief executive at BEF which is celebrating its 15th anniversary later this year, said: “At BEF we remain dedicated in our role to supporting underrepresented yet tenacious SMEs across the North, who don’t necessarily have the same level of investment available to their counterparts in the South.

“We are proud that 36% of our loans in the year have been to female entrepreneurs which is higher than the industry average and we’re continuing to promote the support available to help tackle the evident funding gap, which has also recently been highlighted in the Alison Rose Review [1]. The economic impact our lending continues to generate is something we are hugely proud of at BEF.” BEF has made 331 client deals in the last 12 months with the highest number of loans

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FINANCE 39

being made to businesses in the manufacturing (25%), business services (18%) and retail (17%) sectors.

Shainy Moscovitch and her husband co-founded CP12 Energy, a gas and heating specialist partnering gas safe engineers with domestic and commercial jobs. A £50,000 loan from BEF contributed to creating three new jobs, marketing activity and fitting free carbon dioxide detectors across the North East region.

She said: “Most would think the odds are against me. I am a female entrepreneur and I am currently writing this with my one-month old baby beside me. BEF looked past all that and saw the company that I am passionately building. It is their belief in me and CP12 Energy that has given us wings to grow and expand.”

Steve said: “As part of our commitment to the United

Nations Sustainable Development Goals (UNSDGs), we continuously aim to empower people from all backgrounds in starting their own businesses with our tailored support and flexible finance solutions.

“This year 40% of our lending has been within lower-layer super output areas which is a 6% increase from last year. These individual businesses are in areas which can be excluded from mainstream funding but are often having the highest impact within their communities.”

BEF has hired five new employees this year in a bid to provide further support and finance to business owners across the North of England, including the North West. Further to its lending, the social enterprise has supported a range of good causes including its continued work with Bradford charity, One In A Million for which it raised more than £7k in the last year.

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Legal update

Holiday pay

by Mary Walker Gordons LLP www.gordonsllp.com

West & North Yorkshire Business

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LEGAL UPDATE 41

Employment Law

What employers must know about holiday pay in 2019 It may have been an unpredictable summer as far as the weather was concerned, but one thing remains constant for employers in the summer season; challenges concerning annual leave allocation. As we reach the halfway point in many people’s holiday year, Mary Walker, partner at law firm Gordons, discusses two key issues that have come to the fore this year.

‘Use it or lose it’ – why the onus is on employers

Calculating holiday pay for part-time workers

For many years, employers have offered a ‘use it or lose it’ policy to workers on their annual holiday allocation; those who don’t use up their stipulated days before a given date are unable to carry it over into the next year, thus ‘losing’ their holiday time or equivalent pay.

There is another recent case which impacts holiday pay calculations, this time specifically for part-time workers and particularly those on a zero-hours contract.

However, a ruling last year by the European Court of Justice (ECJ) has placed greater emphasis on this kind of policy – and particularly on how employers must communicate it.

In November 2018, the ECJ held in favour of two German employees in separate cases which were brought together to the Court. It said that a worker who does not apply to take annual leave during employment does not automatically lose the right to take leave, or to receive a payment in lieu of accrued untaken leave at the end of their employment.

Instead, the Court ruled, the onus is on employers to “specifically and transparently” demonstrate that the worker has been given the opportunity to take the leave. If not, the holiday can be carried over.

What does this mean for employers? In summary, it requires regular and ongoing communication, in plenty of time for workers to book the time off. I would suggest that the policy should be included in company inductions and reminders diarised at key points in the year; like now, when many workers are reaching the midway point in their holiday year.

It is worth noting that this ruling relates to the first four weeks of statutory holiday pay, which is enshrined in the EU’s Working Time Directive.

In the UK, employers are required to offer 5.6 weeks of holiday (28 days) under the Working Time Regulations 1998 (pro-rated for part time staff). The remaining 1.6 weeks is a UK-specific entitlement and not affected by the ECJ’s ruling.

In August 2019, The Court of Appeal dismissed a case brought forward by the Harpur Trust on behalf of Bedford Girls School concerning the holiday pay of a music teacher on a zero-hours contract.

The Harpur Trust had said that casual and term-time staff should be paid an annual leave allowance of 12.07%.

The 12.07% figure was calculated using the 5.6 weeks holiday, divided by 46.4 weeks – which excludes the 5.6 weeks during which the worker was not at work to accrue annual leave.

However, following an Employment Tribunal and subsequent Employment Tribunal Appeal brought by the worker in question, the court said that the teacher was entitled to the full 28 days (5.6 weeks) under the Working Time Regulations on the basis of a full week’s pay calculated in accordance with sections 221 to 224 of the Employment Rights Act 1996.

By taking her average weekly remuneration for the 12 weeks prior to the calculation date and multiplying it by 5.6, this brought her holiday pay to around 17.5% of annual pay, compared with 12.07% of annual pay for staff working the whole year.

Ultimately, it means any member of staff employed on a zero-hours contract, who may not work or be paid for certain parts of the year, is still entitled to receive a minimum of 28 days’ paid annual leave. This must be based on the worker’s weekly pay or, if the pay is irregular, on the average payment for the preceding 12-week period.

The ruling could have a significant impact not only on those in the teaching profession, but also other sectors where zero-hour contracts are commonplace. Employers with large numbers of zero-hour workers could find themselves facing higher holiday pay budgets.

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West & North Yorkshire Business

42 PROFILE Award-winning contractor lays firm foundations in Yorkshire We met with Esh Group’s Head of Corporate Affairs, Darush Dodds, to discuss ‘Constructing Local’, developing the workforce of the future, employing local people and removing the stereotypes of the construction industry.

Darush Dodds Head of Corporate Affairs Esh Group

After 10 years of trading in Yorkshire, and recently becoming a Chamber Patron we have set our sights on growing our workforce, supply chain and increasing our social and economic activity in the region - all supported by our Constructing Local strategy.

We have a strong order book and a mix of great schemes on the ground allowing us to ‘Construct Local’. While most are aware of what our business does, our ‘Constructing Local’ strategy showcases who we are as a business and is woven into our business model through the procurement process. We want to continue to be a business that is easy to do business with, and most importantly, people are proud to do business with.

Our main trading division, Esh Construction, now directly employs 90 members of staff who work out of our Yorkshire headquarters in Swillington.

The site is ideally situated to the East of Leeds city centre and services our civil engineering, commercial build, property services and facilities management operations.

Esh Group www.eshgroup.co.uk @esh_group

It is an exciting time for the company.

We recently appointed eight new team members, including an Operations Manager, Technical Manager, two Senior Quantity Surveyors and a Senior Planner and all have settled in well after joining from national contractors. They are a great addition to our team.

Recruiting experience is essential, however Esh prides itself on developing the workforce of the future.

At any one time, between 5% and 10% of our workforce is enrolled on an apprenticeship or University degree.

Construction is an industry which must foster the development of young people, sharing knowledge and experiences with the next generation through on the job training. Kirstie, our Apprentice Planner is a great example; winning the Civil Engineering Contractor’s Association Yorkshire Apprentice of the Year 2019. Kirstie has been with Esh for four years and is looking forward to starting her degree and becoming a Chartered Civil Engineer.

Helping young people to access the job market, raise awareness and encouraging more young people to consider STEM careers are key parts of our strategy.

This year we launch the 10th instalment of Building My Skills, a free employability skills and careers guidance programme for secondary schools. An entire year group receives four timetabled sessions throughout the academic year, each delivered by a different business guest. To date we have worked with hundreds of businesses to engage 66,000 students. Twenty Yorkshire schools have enrolled for 2019/20 and we plan to double our coverage in Yorkshire in the next three years.

We are committed to attracting more women into construction, in 2016 we launched Get into STEM which specifically targets primary school students early in their development to remove stereotypes and change the perception of our industry. To date we have engaged over 10,000 students and worked in 300 schools; as with Building My Skills, we have ambitious plans to grow the programme in Yorkshire in line with our construction operation.

Esh Group is a member of Business in the Community’s Yorkshire regional advisory board, holds the Queen’s Award for ‘Promoting Opportunity and Social Mobility’ and is sponsoring the Chamber’s 2019 Raising the Bar Community Award.

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44 INTERNATIONAL

First sales may lead to major export order for specialist manufacturer helped by Chamber International A £160,000 contract to provide two motor control centres (MCCs) for vessels used in the oil industry off Brazil has been won by specialist manufacturer, Saftronics Limited, which is already in discussions for providing two more.

The Brazilian customer has a 12-strong fleet of floating production storage and offloading vessels (FPSO) that need fitting with the new MCCs which could lead to a total £1.9m order for Leeds-based Saftronics which is marking its 40 anniversary this year.

MCCs, often used in industrial and large commercial buildings, are an assembly to control separate electric motors from a central location such as a machine room. FPSOs are widely used in the global oil and gas sector, to moor near off-shore drilling rigs so that the oil tankers do not have to sail too close while loading.

Saftronics’ client, which is active in sectors including petrochemicals, oil, natural gas, electricity, chemical-gas and biofuel, required a specialist approach to exporting the MCCs,

which Saftronics secured through overseas trade specialist, Chamber International, which provided help, advice and in-house training.

Saftronics head of sales and marketing, Paul Stead, says: The client approached us after a recommendation as we have other MCCs in operations in FPSOs off Brazil.

We are very pleased to have secured the sales for the first two FPSOs but the chance of the repeat business gives the contract real importance.

“Since the downturn in the oil and gas sector, our export market has suffered, and, while we have successfully concentrated our sales efforts into the UK, this latest success in Brazil proves we can still win topquality business worldwide.

“From our initial meeting, Chamber International fully understood and advised on our specialist requirements. Its professional support and continued contact has given us confidence that we should not be apprehensive about exporting.”

Saftronics, which designs and manufactures motor control centres, low voltage switchgear and control panels, handles large and small projects and is active in sectors

including chemicals, oil and gas, minerals, aggregates, cement and many others.

The company, which operates out of a 2,400m2 purpose-built manufacturing facility in Leeds with 110 staff and an annual turnover of around £8m, signed a franchise agreement to build Siemens Sivacon motor control and distribution centres in 2004.

Saftronics exports worldwide with a partner company in the USA but current exports are below five per cent of sales and the business plans to explore more overseas markets in the next three years.

Chamber International Director: “Chamber International director, Tim Bailey says: “Saftronics is another example of a Yorkshire-based, worldclass specialist manufacturer that is setting a fabulous example to other businesses who consider exporting to be too great a challenge” Chamber International helps hundreds of new and experienced exporters throughout the UK with a wide range of specialist services to make exporting easier and cost effective.

For further information visit www.chamber-international.com

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PROFILE 45

Richard Shaw

Mace is an international consultancy and construction company, founded and built on exceptional people, a commitment to service excellence and an entrepreneurial spirit.

With over twenty years of history working in the north of England, the company prides itself in having a thorough understanding of local issues. Mace provides solutions to both public and private sector clients, which utilises the skills, expertise and innovation approach of people working in the region as well as colleagues from across their global offices.

With particular expertise in the public estates, health, education, infrastructure, transport and property sectors, the company uniquely brings together the construction and consultancy arms of the company to help create development opportunities and bring them to life using modern methods of construction.

Mace is currently involved in some major projects across Yorkshire in the education, leisure, transport and commercial sectors. This includes the delivery of a world-leading facility for the University of Sheffield’s Faculty of Social Sciences, with work starting on site in summer 2019; working with Heeton Holdings Ltd to deliver the landmark Hampton by Hilton Hotel project at Bridge Street, Leeds, which will create an urban destination on the 2.45-acre site; Providing cost

consulting work on the Yorkshire Maritime Museum and in Bradford, supporting the Council’s ambitions to bring Northern Powerhouse Rail to Bradford city centre. We are also pioneering the development of new schools in Leeds and elsewhere in the region through the use of modern methods of construction, an area where Mace is leading the market.

Mace’s Yorkshire team has used its local knowledge and expertise to play a leading role in the Northern Powerhouse agenda. As founding members of the Northern Powerhouse Partnership, Mace has joined other major northern stakeholders in lobbying government to deliver on Northern Powerhouse Rail and an industrial strategy that will allow the North to become a more powerful force of economic growth, which can re-balance the economy to better serve all northerners.

Mace has established itself as a responsible business, with marketleading sustainability performance and a track record of prioritising environmental issues. This has led to industry recognition from clients and bodies including Hammerson, British Land, Construction News, WWF and Heathrow Airport.

MACE Mace is an international consultancy and construction business that shapes the cities and communities of the future by connecting clients, communities, suppliers and partners..

0113 224 0110 www.macegroup.com

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West & North Yorkshire Business

46 APPRENTICESHIPS

Yorkshire Housing - award winning apprenticeship employer At Yorkshire Housing we opened our doors to our first apprentice in 2007 and since then we’ve recruited more than 100 apprentices, maintaining a cohort of up to 25 apprentices on programme since 2015.

Muhammad Uddin Apprentice Yorkshire Housing

Our apprenticeships offer us the perfect opportunity to grow future talent, address current skills shortages and shape our future workforce.

Apprentices have been employed in every mainstream YH department from marketing, HR, IT, Finance, Customer Services, surveying, electrical, gas and plumbing and joinery. They have become so integral to YH that today there are departments in Yorkshire Housing that are made up of apprentices, new and old. 15 per cent of IT colleagues started their Yorkshire Housing careers as apprentices the old now qualified and skilled, mentoring the new.

The ‘grow- your- own culture,’ has led to a multitude of benefits, including increased productivity, engagement and retention. Over 70% of apprentices have continued to be employed by YH and many have demonstrated that within 6-8 months they are meeting productivity targets expected of qualified staff. The introduction of the higher apprenticeships, along with the apprenticeship levy is enabling YH to develop and progress our existing staff, qualifying then in areas such as Chartered accountancy, surveying and leadership. A model that is ensuring the right skills sets are in place when the organisation needs them.

Our apprentices are proud to work for us, and we are passionate in supporting the success of our apprentices. One such apprentice who took his opportunity to shine is Muhammad Uddin, one of our current apprentices.

Muhammad started his Yorkshire Housing apprenticeship straight after leaving school, joining the benefits and advice team. Within 12 months he achieved his level two business admin qualifications and successfully secured a role as customer complaints apprentice, enabling him to complete his level three business admin qualification and now progress onto a team leading apprenticeship.

Yorkshire Housing You can read more about Yorkshire Housing Apprenticeships on our website.. www.yorkshirehousing.co.uk @yhousing yorkshire-housing yhousing

As Muhammad explains: “I have found that apprenticeships are an excellent way to kick start your career, Yorkshire Housing has enabled me to develop my skills and abilities, by giving me hands-on experience across the business. It shows that hard work and determination equals big rewards!”

Muhammad was recently the winner of the national Intermediate Apprentice of the Year Award 2018. The awards were to showcase the diverse range of sectors engaged with apprenticeships and celebrated outstanding apprentices, such as Muhammad, who go above and beyond to champion apprenticeships.

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APPRENTICESHIPS 47

Train and develop The strategy behind our apprenticeship programme was initially to train and develop school leavers and trainees who didn’t hold a degree. This enabled us to build a strong foundation for future ACA or ACCA qualified staff who could move into Senior and Manager roles once they successfully completed the technical and soft skills training. When the changes were brought in enabling graduates to undertake an apprenticeship we had no hesitation in enrolling our ACA and ACCA trainees as apprentices, as the benefits to both the Firm and the trainees has been well proven over the many years we have been running apprenticeships.

Each of our apprentices are assigned a ‘buddy’ when they join us, who is another member of the team studying the same qualification and has generally been with us for at least a year. This ‘buddy’ can help the apprentice as they settle into their role, but also with questions they may have about the qualification, training provider, studying tips. All apprentices also have a mentor who they meet with at least once a month to talk about their development, studies and progression.

The success of our apprenticeship programme is evident in the continuous progression and promotions achieved by our trainees and it’s great to see them taking on increased responsibilities as their knowledge, skills and confidence grows. All of our AAT, and most of our ATT apprentices move on to complete a professional level qualification and we have a number of former apprentices who are now managing teams and helping our new trainees with their development and training.

We have recently expanded our plans to extend this programme and have welcomed 12 new apprentices who will be completing the AAT, ATT or ACA qualification. This is the first time that we have recruited this number of apprentices and it is an important part

of our growth plans. We are also running internal classroom training, which is a combination of basic on-thejob training, as well as gaining an understanding of the apprenticeship scheme, what is expected of the apprentice and the support we will give them.

Our apprentices and the support provided by the Firm are regularly commented on by our training provider, Kaplan, as being outstanding in terms of the level of work submitted by the apprentices, support and training provided by our Firm. We had one of the first apprentices to complete the AAT Professional Level EPA via Kaplan, with the apprentice achieving an overall distinction for the level, which we were very proud of, in fact nearly all of our AAT trainees are on course to achieve distinctions, which is due to their hard work and the support provided by the Firm.

We always seek to recruit apprentices from all walks of life, ensuring that our vacancies are available to students at the local schools and Universities. It is important to us that we recruit apprentices who are enthusiastic about the qualification and role they are applying for, as they will generally spend the next 3 years studying and learning, so they need to enjoy what they are doing!

We ensure that all our apprentices know as much as possible about the qualification before we make them an offer, so there are no surprises when they join, and they also know what they can expect their trainee career path to look like, which includes a salary to reflect their progression and development.

We are extremely proud of our 90% retention rate of apprentices following successful completion of their studies, with those who leave us generally relocating or moving into industry. It is testament to our company, our values and our culture and we look forward to continuing to grow our apprentice scheme.

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West & North Yorkshire Business

48 SKILLS

Reform of apprentice funding

must be a priority The Chamber has been a long standing supporter of apprenticeships, we believe they can help companies meet their skills challenges; they offer people, especially young people, with a structured route into their chosen career, providing a recognised qualification at the end of their programme. However recent reforms, including the introduction of the apprentice levy, have created new challenges which were surely never envisaged when they were created.

Under the current system, the government has assumed that levy payers (companies with a payroll bill above ÂŁ3m) will not use all of their funds and that leftover money can be used to pay for SME/non-levy apprenticeships.

Accordingly, the government withdrew the money it previously contributed to apprenticeships, assuming that the ÂŁ3bn forecast levy pot would be sufficient to cover the needs of all businesses.

However, a recent report from the National Audit Office highlighted a potential overspend of the levy. Moreover, training providers have reported a shortage of non-levy funding resulting in them being unable to meet the needs of businesses and apprentices in turn leading to some having to turn business away or to take on new starts at risk of not being paid.

We are hearing from larger regional employers who have not been able to use up their entire levy and see it being returned to central government coffers. Many companies

simply see the levy as an additional tax on their business, surely not what it was intended to be. Some Levy payers have told us they are unable to use the apprenticeship standards currently available, and argue that they have no money left for other forms of essential training, in turn impacting on their productivity.

In 2017/18 the Chamber network lobbied government to allow levy payers to transfer unspent levy and was successful in seeing this increase to 25% from 10% and to more than one company also.

If companies do want to ensure their unspent levy benefits the regional economy rather than going back to Whitehall then we would encourage them to explore this option.

Chamber members have already benefitted from this but we are sure that more could be done, so if you are unsure how to go about this then please get in touch.

New apprentice starts have fallen significantly since 2015 and the Chamber has called for reforms to the existing system so that Government funds non-levy businesses separately and lets larger firms continue to pay the levy but provides greater flexibility so that they can draw it down for a wider range of workplace training.

We are keen to hear from more businesses about the impact of apprentice reforms and how you would like the system to work more efficiently. Please send your views to mark.goldstone@wnychamber.co.uk

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CHAMBER PRESIDENTS 49

How we elect presidents Chamber presidents are elected every two years by members of the local leadership groups which operate from Bradford, Leeds and York & North Yorkshire.

Bradford Chamber President Suzanne Watson (LEFT) and Vice President Victoria Wainwright

Leadership Groups are the bodies which set and drive Chamber policy activities. Each group represents a cross section of companies and meetings are chaired by that local area’s President. The Leadership Groups are at the heart of Chamber lobbying and campaigns.

While all group members are business ambassadors for their geographical area, the President is the lead ambassador and main figurehead for his/her Chamber during their two-year term of office. Each year, Chamber members are notified of the opportunity to nominate themselves to join their respective Leadership Group, whose roles and activities include the following:

Leeds Chamber President Amanda Beresford and Vice President Mike Briffett

• Determine policy through discussion of activities with local authorities, central government and others • Sit on other bodies and represent the Chamber more widely • Exchange information and views from other relevant business/trade bodies that assists policy development and lobbying • Identify local business needs and act as a ‘sounding board’ for the Chamber’s Policy & Representation team.

For more info on Policy & Representation, call 0113 247 0000 or email policyrepresentation@wnychamber.co.uk

York & North Yorkshire Chamber President Andrew Digwood (RIGHT) and Vice President Laurence Beardmore

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West & North Yorkshire Business

50

HS2 and Northern Powerhouse Rail HS2 is happening. The first phase is under construction across more than 60 sites from London to Birmingham already supporting 7000 jobs and over 2000 businesses – 70% of which are SMEs. The Hybrid Bill Phase 2a (Birmingham to Crewe) has been approved by Parliament and planning for Phase 2b (the crucial northern legs between Crew and Manchester/Liverpool, and between Birmingham and Leeds via the East Midlands and Sheffield and that will deliver the full economic benefits of the rail network for the whole of the UK is well advanced and the Hybrid Bill is expected to be submitted early in 2020.

The continued economic success of the UK relies on having a fit for purpose and futureproof transport network with HS2 and Northern Powerhouse Rail as its backbone in the North.

As this scheme enters a crucial phase many businesses, residents and others have questions that need answering as to why HS2 and Northern Powerhouse Rail combined really are the only option and how they will benefit from it.

Below are a range of questions and statements with answers that highlight in better detail than ever before why the UK needs this investment in its future and, with the worsening capacity crunch on the existing network, why doing nothing is not an option.

Why can’t capacity be delivered by smaller investment in existing infrastructure?

Network Rail is already spending £130 million every week on improvements for passengers through their Railway Upgrade Plan. Even with this there is need for more investment in the network.

It is not as easy as simply adding more tracks to existing routes, but this would potentially cost more than

HS2, take longer and there are simply not enough engineers in the country to make this possible, especially when you consider that we would also need to simultaneously upgrade the West Coast, East Coast and Midland Main Lines.

The disruption passengers would face in the interim would be momentous also. For example, the cheapest alternative option to Phase 2a of HS2 would require several junctions to be built along the West Coast Main Line and would have an even more significant impact.

Another alternative of making longer platforms would require modifying every station across our network.

Alternatives to HS2 offer less flexibility to run the additional services beyond those included in the Train Service Specification (services required to deal with growth once HS2 opens). This could constrain our ability to run a more ambitious train service in the future and there is also less scope for residual capacity to be used by freight (particularly at peak hours).

It would be better to just spend the money on Northern Powerhouse Rail (East-West).

HS2 is key to the delivering Transport for the North plans for Northern Powerhouse Rail (NPR) network, and will provide the backbone on which our NPR ambitions can be realised.

By using spare capacity released by the northern parts of the HS2 network to enable future NPR services, the two projects are maximising the benefits of the UK’s investment in the HS2 network.

There are key corridors that are dependent on infrastructure delivered

by HS2 in order to operate, including: • Manchester – Liverpool (via Warrington), where NPR services could use HS2 infrastructure – including the 13km Manchester tunnel – to serve HS2 stations at Manchester Airport and Manchester

Piccadilly. Therefore, it would be possible to deliver NPR’s ambitions for a 30 minute journey between Manchester and Liverpool • Sheffield – Leeds, where NPR services could use HS2 infrastructure north of Clayton Junction to serve Leeds HS2 station • Leeds – Newcastle via the HS2 junction. This would enable trains from Manchester, Sheffield and the Midlands to travel via Leeds and on to York and the North East. This could also release capacity for more local and commuter services east of Leeds • Sheffield – Manchester, where NPR services could benefit from investment by the HS2 electrification programme on the Midland Main Line Transport for the North has been clear that it firmly believes HS2 will be transformational for the North. It will be a key piece of world class infrastructure integral to the expansion of the existing rail network, regenerate railway stations and their surrounding areas, and support the delivery of Northern Powerhouse Rail, which will free up much-needed North-South and East-West capacity in a system that is struggling to perform.

I’m not concerned about getting to London quicker.

The main benefits of HS2 centre on the increased capacity and better connectivity for rail passengers, if we are to build a new railway for the next 100 years; we need to ensure it is the best it can possibly be.

Furthermore, journey times between the Midlands and the North will be reduced significantly, including the journey between Leeds and Birmingham, which will be 57 minutes – more than halving the current journey time and allowing us to run more services between these destinations and beyond.

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51

THE FACTS This will only benefit larger cities – other places will suffer as a result.

HS2 will serve over 25 stations, the vast majority of which are in the North.

A Network Rail study has shown that over 100 cities and towns across the country are set to benefit from the increased capacity offered by HS2.

Towns such as Wigan and Crewe are looking to regenerate their town centres off the back of the arrival of HS2 services.

Both the Greater Manchester and West Yorkshire HS2 Growth Strategies are based around inclusive growth across their entire regions, not just where HS2 stations are.

HS2 and NPR will open up more reliable and frequent train journeys across the North at stations big and small. Both projects are needed for the North alongside the regional improvements proposed by Transport for the North, and the right level of local investment.

How will increasing capacity on the rail network directly benefit my local daily commute?

Our current rail network accommodates fast, slow, non-stop and stopping trains. This means that we can’t run services close together to get the most out of existing routes, which has created a network that is overcrowded, unreliable and congested in many places.

Faster inter-city services eat up the most capacity by forcing other rail traffic out of the way, as trains can’t overtake on a double-track railway.

As these faster trains get priority on the network, slower services often have to wait for them to pass, which can cause significant delays.

Building HS2 unlocks a massive amount of space on the existing railway by placing high speed services on their own pair of tracks.

Once HS2 is operating, services can run much closer together and create space for future growth.

This works in a similar way to the French TGV network and Japan’s ‘bullet train’, with both countries solving their own capacity problems and future-proofing by building new fast lines.

HS2 will allow more local, regional and freight trains to operate, including to destinations not served directly by the new tracks. For example, the capacity released by HS2 could double the number of commuter seats from Manchester Piccadilly on the Crewe and Stoke on Trent corridor, and between Leeds and Doncaster.

Transport for the North has developed a Long-Term Rail Strategy, which sets out the minimum standards we want to see from the North’s rail network. This includes conditional outputs such as: all passenger routes to be served by a minimum two trains per hour; long distance services to achieve average journey speeds of at least 80mph; inter-urban services to achieve average journey speeds of at least 60mph; and local and suburban services to achieve average journey speeds of at least 40mph.

HS2, NPR, and wider investment in the rail network are needed if we are to deliver these benefits for people and businesses in the North.

What might be my realistic commuting area once all upgrades are in place?

Together, HS2 and NPR will give workers, consumers and suppliers quicker journeys that are more frequent and reliable, improving work-life balance. As a result of highspeed rail, East Midlands Hub, for example, will be within a half hour’s reach of Birmingham, Leeds, Sheffield and Chesterfield.

Furthermore, local lines will be able to increase their services as a result of the capacity released by HS2.

Is there a danger HS2 will draw people and businesses to the south at the detriment to northern cities?

The stations HS2 will serve will attract investment to the local area and surrounding region. This economic regeneration and development is already underway. Since HS2 was announced, new records have been set in Birmingham, Manchester and Leeds for building new offices, homes and hotels.

Leeds is already seen the benefits of HS2, with various companies relocating there, such as Channel 4, Walker Morris and Sky’s technology hub, among others. Over the next 30 years, Leeds’s South Bank is expected to provide 35,000 jobs across key sectors, including financial and professional, creative and digital.

Sheffield is developing an ambitious Midland Station master plan that will deliver massive improvements to the gateway to the city and deliver significant land for economic development.

How many HGVs might be taken off the road network because of increased capacity on rail?

On completion of Phase 2a of HS2, it is anticipated that more than one million HGVs could be taken off the roads every year between London and Crewe. This figure will increase as HS2 expands northwards to Manchester, the East Midlands and Leeds, creating more space for drivers on our motorways, improving air quality and helping the fight against climate change.

How many car journeys might the rail upgrades reduce and what would this feel like Each HS2 train could take 1,100 cars off the road, or 4.4km if parked bumper-to-bumper. Therefore, across the entire network, HS2 could relieve nearly 47 miles of gridlocked traffic per hour – the distance between Manchester and Leeds.

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52

HS2 and Northern Powerhouse Rail Surely the construction of HS2 will cause environmental damage?

HS2’s Green Corridor is seeing the creation of a network of new wildlife habitats, woodlands and community spaces, helping to leave a lasting legacy along the route.

Covering 33 square kilometres along the Phase One route (Birmingham to London) the Green Corridor will see HS2 plant around seven million new trees and shrubs, with more than 40 different species of tree being grown in its nursery, including those native to each area. The Green Corridor will include over 33 square kilometres of new and existing wildlife habitat – equating to an area the size of 4,600 football pitches.

That’s an increase of around 30 per cent compared to what’s there now.

This commitment will continue as the route progresses northwards.

The new planting will be a mix of native species tailored to each location, with a particular commitment to reintroduce species currently in decline, such as the Midlands Hawthorn and the Black Poplar, widely considered to be the UK’s most endangered native tree.

HS2 has lost control of costs The budget for HS2 was initially set at £55.7 billion at the 2015 Spending Review albeit this was at an early stage of a very complex project.

Latest indications are that it will be more than that.

Whilst costs must be tightly controlled it is probably not ideal to judge these large strategic infrastructure projects on cost alone.

Much more important is value for money and return on investment and, even with a significant increase in cost, HS2 stacks up well there.

This project will address the north south economic divide in a way many other projects cannot. It will move us towards the front of most industrial

nations in respect of the quality of their transport infrastructure. During the life of the build program it will never exceed £7bn expenditure per year which is something a country like the UK can well afford for something so significant and transformative.

Money should be spent on either HS2 or NPR but not both.

HS2 is real and happening now. There are already 7,000 jobs supported by HS2 with 62 live sites, servicing over 250 work locations.

In October 2017, the Chancellor, Philip Hammond, allocated £300 million to future-proof junctions between HS2 and NPR to allow East-West services to use HS2 infrastructure.

The Phase 2b Hybrid Bill was pushed back from the end of 2019 to 2020 to enable more time to explore all potential opportunities to align HS2 and NPR, to ensure that we in the Midlands and the North get the transport system we need and deserve.

Northern partners are working with HS2 in the North to ensure that HS2 plays a significant role in rebalancing the economy and joining up Britain.

The initial business case for Northern Powerhouse Rail has been submitted to the Government, and while Transport for the North is still awaiting a formal response, the initial comments from the Chancellor have been positive.

A high-capacity, multi-nodal network such as NPR can only be fully realised if intercity traffic is first removed from the current West Coast, East Coast and Midland Main Lines, which is what HS2 will do. The North still requires a reliable connection with the South to ensure prosperity, especially at a time when capacity on the existing rail network is close to critical.

Deciding not to go ahead with one or the other would be akin to having the M62 without the M1. If we can connect

North-South and East-West with a strategic road network, why can’t we do the same by rail?

We cannot afford to invest in HS2 and NPR or any similar infrastructure programmes of this scale.

The National Infrastructure Assessment (July 2017) showed how spend on HS2, NPR and other transport schemes fits within the National Infrastructure Commission’s fiscal remit set by HM Treasury. This investment is happening alongside around £40 billion of investment in the existing rail network over the next five years.

The investment is affordable by committing to spend 1.3 per cent of GDP on this transport investment as set out by the National Infrastructure Commission last year – a level which still remains government policy with cross-party consensus.

There have been different claims and changing projections through the design of the projects.

Since the Secretary of State confirmed the preferred route north of Birmingham in 2017, HS2 have delivered a significant programme of meetings, events and activity to ensure local communities are kept informed of proposals.

HS2 recently held a public consultation and a three month programme of information events at the end of 2018.

Feedback from local people is extremely important and will help to shape HS2 final plans for the railway.

HS2 remain committed to ensuring communities along the line of route receive the right level of support and remain informed as our plans progress.

HS2 work together with local communities and have a dedicated community engagement team who work closely with residents across the route in the North.

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53

THE FACTS Capacity projections are wrong and do not take account of other communications technology (Skype, Twitter etc.) that will reduce need to travel.

We have Europe’s fastest-growing network and, as a result, our railway is the most congested in the world. More and more trains are overcrowded as growth in passenger numbers outstrips the increase in the number of trains on the network. Passenger numbers are growing by six per cent each year and will double in the next 25 years.

Even with the growth of electronic communication, evidence suggests that face-to face interactions are particularly important for firms in knowledge-based sectors.

There is already a high volume of business travel on the intercity routes and even with the investment already committed, there is a projected shortfall in future capacity. If left unaddressed, these constraints will limit the ability of firms in the growing knowledgebased sectors – which have grown three times more than growth in other sectors – to do business.

We are over promising on jobs and economic uplift.

For every £1 spent on HS2 the UK will receive £2.30 in benefits. By vastly improving connections between cities and regions, HS2 will bring people, their skills and our businesses closer together, opening up markets new and old, and creating a more balanced economy for the whole country. HS2 already supports 7,000 jobs and opportunities for 2,000 businesses.

Local economic plans based around HS2 show almost 500,000 jobs and nearly 90,000 new homes resulting from the improved connectivity these services will provide across the country.

Double counting jobs and economic uplift for both HS2 and NPR

HS2/NPR will not address social divides

Our local areas have their own HS2 growth strategies, however, as NPR has progressed, these have been updated in some cases to show the additional benefits of both combined, which is inevitably a greater figure than in isolation and strengthens the case for both schemes.

HS2 and NPR will create more jobs, build new homes and upskill the workforce, allowing the North to reach its full potential. A key aspiration of Transport for the North’s Strategic Transport Plan is to deliver a transport system that promotes social inclusion and improves the health outcomes and quality of life for communities across the North. This will be done by working closely with partners across the North to ensure that HS2 and NPR delivers the benefits we want to see.

No firm plans to deliver the jobs or economic uplift Local economic plans show almost 500,000 jobs and nearly 90,000 new homes resulting from the improved connectivity these services will provide across the country.

The National College for High Speed Rail in Doncaster (and Birmingham) opened to students in September 2017.

It is providing students with the specialist training, skills and qualifications required to build HS2 and otherfuture rail infrastructure projects such as NPR. Along with its sister site in Birmingham, the Doncaster College will play a vital role in ensuring that Britain addresses the impending skills shortage in the engineering sector while upskilling the current workforce in the Midlands and the North.

In September 2018, HS2 launched their Skills, Employment and Education Strategy, setting out interventions to ensure the UK not only has the skills to deliver HS2, but to ensure it becomes a worldwide leader in high speed rail.

This would have a knock on effect in helping us build NPR. Over 7,000 jobs, including over 300 apprentices, have already been supported by HS2. At the peak of construction, HS2 anticipate 30,000 people working to deliver HS2 across the country. Over 2,000 business have won contracts for work on HS2 including hundreds here in the North, around 70 per cent of which are SMEs and 99 per cent of which are British based companies.

What other benefits might be seen as part of the rail infrastructure upgrades (new faster trains, more seats, more frequently) and by when?

HS2 will be completed by 2033, but reduced journey times on the Western leg will come from 2026 when Phase One opens and this will improve further in 2027 when Phase 2a opens.

What might be the local job opportunities and when?

With over 7,000 jobs supported by HS2 currently, HS2 will need more than 30,000 direct jobs at peak construction.

There will be thousands of opportunities on offer to local people, and now is the time to get involved.

HS2 are looking for everything from engineering to catering services, designers to ecologists, and concrete to electronic components. It is not just about track and trains.

HS2 expect the majority of contracts to go to SME suppliers.

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West & North Yorkshire Business

54 GROWTH

That’s what we call

inclusive growth Fairness and reducing inequality are at the heart of the Leeds Inclusive Growth Strategy, launched last year.

One year on it’s an approach which is winning widespread support. Partners across the city have not just signed up to the principle of inclusive growth but are making a series of hard pledges, setting out what they will do to help build a compassionate city and a strong economy…

The pledges have come from all sectors – including further and higher education, the private and voluntary sectors, leading sports, arts and cultural organisations.

KPMG, for example, has made a commitment to use their influence and global network to help make Leeds known nationally and internationally as a place to invest, start and grow a business.

Leeds Rhinos’ pledge is to use their brand to raise the profile of Leeds as a sporting city, and through Leeds Rhinos Foundation, to support initiatives which will improve and change lives through alternative education, prison rehabilitation and health recovery programmes.

Leeds Beckett University, a major employer in the city, has made a series

of pledges including doing more to boost the local economy by increasing the share of purchasing spend made with organisations in the Leeds city region and advertising all job vacancies extensively to local people. It has also guaranteed a place for any student studying at a school or college in the Leeds City Region who meets the university’s admissions requirements.

East Street Arts has pledged to create the UK’s first live-work dedicated arts and tech hub in the Mabgate area of the city. It will have community facing facilities open to the residents of Lincoln Green and Burmantofts, and rates of pay for all staff (including interns) will be no lower than the real living wage.

These pledges are just some of many practical steps being taken to deliver an inclusive growth agenda. But major challenges remain. There are still high levels of poverty and disadvantage which create unequal life chances, health outcomes and levels of attainment in communities across Leeds.

While there have been some notable successes, for instance reduced

smoking rates and a fall in obesity levels amongst pre-school children, improvements in life expectancy for people living in disadvantaged communities have stalled. Worryingly, in-work poverty is growing and 20 per cent of children in Leeds live in poverty, compared to 17 per cent nationally.

Local social inequalities are reinforced by national inequalities in spending on transport infrastructure, with Northern cities suffering decades of chronic under-investment contrasting with funding channelled into projects in London and the South East.

Analysis by policy think tank IPPR North shows transport investment in London at £4,155 per head of population, compared to just £1,600 in the North. Major infrastructure projects such as HS2 and Northern Powerhouse Rail represent huge opportunities for investment and growth but continued uncertainty around Brexit represents a real threat to future prosperity.

Attracting foreign investment has been a great success story for Leeds in recent years. Importantly, last year 40 per cent of this came from

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55

“The strategy sets out our strong ambitions to ensure all our citizens can reach their full potential and benefit from the prosperity of a growing city.”

Cllr Judith Blake leader of Leeds City Council

Europe. Looking at exports, eight of West Yorkshires’ top ten trade partners are based in Europe and there is in some sectors heavy reliance on overseas workers.

Climate change represents an even greater long term challenge and Leeds City Council has been one of the first to declare a ‘climate emergency’, recognising the urgent need to take action to accelerate the move to a zero-carbon economy.

Failing to take action will have catastrophic consequences, while tackling climate change has the potential to bring huge improvements in quality of life and far-reaching economic benefits.

Switching to electric vehicles, better insulation for homes, schools, hospitals and commercial premises, upgrading street lights to LED and extending the reach of district heating networks could generate savings as high as £277 million per year.

Leeds Inclusive Growth Strategy provides an overview of these challenges, opportunities and pledges, setting out a road map for a prosperous and fairer future.

Cllr Judith Blake, leader of Leeds City Council said: “The strategy sets out our strong ambitions to ensure all our

citizens can reach their full potential and benefit from the prosperity of a growing city.

“We are committed to working more closely with partners and I am grateful so many are pledging to support our strategy and the people of Leeds in growing numbers.”

The strategy sets out twelve ‘big ideas’ for delivering inclusive growth in Leeds, underpinned by the three key themes of people, place and productivity.

Starting with the ambition to make Leeds the best city for health and wellbeing, the emphasis on people highlights the importance of investing in children, putting employers at the centre of the education and skills system, creating better jobs, tackling low pay and boosting productivity.

The importance of place is at the heart of the strategy – whether it’s creating jobs close to communities, developing 21st century infrastructure and protecting the environment through projects such as the Leeds Flood Alleviation Scheme, building strong and resilient local economies that can respond to economic change, or the importance of place-making as Leeds city centre continues to expand and is projected to double in size.

Improving productivity is also fundamental to the future success of Leeds. Major investment has been made in the city’s digital infrastructure, improving digital skills, promoting the city’s growing digital sector and encouraging businesses to invest in digital technologies.

Increasing support has been made available for innovators and entrepreneurs through the £40 million Nexus research and innovation centre at the University of Leeds, investment in creative workspaces, plus support for start-up and early stage businesses across Leeds and the wider city region.

Attracting inward investment, talent and increasing numbers of visitors to the city, as well as maximising the economic benefits of culture, are all vital elements to delivering the city’s ambitions.

Cllr Blake said: “It’s not about growth for the sake of growth. It’s about making Leeds a place where people and business grow, with a strong economy and where everyone does well – that’s what we call inclusive growth.”

For more information about the Leeds Growth Strategy and to find out how you can pledge your support, visit: www.leedsgrowthstrategy.co.uk

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56

Key role for inclusive growth ‘ambassadors’ Spearheading delivery of the Leeds Inclusive Growth Strategy is a team of ‘big ideas’ ambassadors, drawn from the private sector and other partner organisations across the city. They include leaders in business, transport, communications, digital, health, culture and the third sector.

Commitment and support for both the idea of inclusive growth and for putting the ideas into action, has already been demonstrated in the many pledges from business and partners across the city.

The role of the ambassadors takes that commitment a step further, with each ambassador acting as a

champion for inclusive growth and persuading others to pledge their support.

They will also join councillors as members of the Leeds Inclusive Growth Delivery Partnership. Set up to drive the delivery of the inclusive growth strategy, the partnership will meet three times a year and will be jointly chaired by Nigel Foster, director of Fore Consulting, and Cllr Judith Blake, leader of Leeds City Council.

“When we advertised for the ambassadors earlier in the year we had a great response, with many superb candidates volunteering their time and energy,” said Eve

Roodhouse, Leeds City Council’s chief officer for economic development.

“Each ambassador will have the opportunity to not only shape their role but also play a key role to play in championing inclusive growth. Their experience, enthusiasm and influence will be invaluable.”

“As well as being champions for the ‘big ideas’, the role of ambassadors is to listen and help shape our response to what people in the city and the wider region are saying. They will provide an important link with partners and bring fresh ideas and perspectives to the issues we face,” Eve said.

Case Study:

Case Study:

CHANNEL 4 NEW LEEDS HQ

GIRLTECHLCR 2019

The benefits of getting the combination right in terms of people, place and productivity have already been seen with the decision by Channel 4 to locate its new national headquarters in Leeds. The move promises to bring a massive boost to the region’s film and television industry, generating high value jobs, investment and growth. It has already triggered £1.6 million investment by Leeds City Council in a new film and television production facility on Whitehall Road.

A dramatic uplift was seen in the number of young girls saying they would consider a career in digital and tech following the annual #GIRLTECHLCR event organised by Ahead Partnership as part of Leeds Digital Festival.

This has been matched by initiatives to build capacity and upskill companies already based in the city and wider region, for example by providing leadership and business management training for film professionals, to ensure they can make the most of the benefits and opportunities Channel 4 will bring. Programmes have also been launched to extend opportunities to communities traditionally underrepresented in the screen industries.

The interactive event aims to better inform female students about career paths in digital industries. Hosted by thebigword and Leeds City Council for Year 9 pupils at five different schools, it involved leading tech employers and a guest panel of women working in the industry.

Following the event 44 per cent more girls said they would consider a career in digital and tech and 100 per cent said they had a better understanding of how to get into different careers.

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TOP TIPS 57 Here a quick list of 5 things to do: 1 Stand for something.

Where purpose is absent, trust is eroded.

We are not suggesting that everything needs to be perfect tomorrow but, once an agenda has been established, identifying and eliminating contradictions becomes really important.

2 Become active, rather than passive.

Activism isn’t restricted to placards in the street; activist boards and investors with clarity of purpose can drive true change. This relies upon a bold articulation of those values upon which your business stands. It also relates to the way in which organisations communicate with their stakeholders.

3 Be prepared to answer tomorrow’s 3 key questions.

The market doesn’t need more information to value your company; it needs better information.

There are three key questions often not fully addressed by existing protocols, no matter how robust traditional governance would appear to be: • What do you really depend upon in order to create value?

• How do you protect the trust and value that has been built up in the past?

• How do you anticipate and manage risk in a world that is changing more quickly than most organisations’ ability to adapt?

The answers to these questions are unlikely to be defined by financial data alone.

4 Demonstrate that you can make decisions now not later.

The time horizons that influence the way in which leaders make decisions may increasingly not be in line with the expectations of investors or other key stakeholders.

5 Give Project Rome a call.

Our team has been in the middle of this agenda for the last 25 years. Yes, we have a commercial interest in helping support businesses in becoming more focused, purposeful and relevant but we are also more than happy to give our time away and help drive the change if its socially and environmentally advantageous.

If you are leading change then please do get in touch. We are focused on the opportunity rather than the challenge and would be delighted to share our thoughts over a coffee.

Navigating complex change At Project Rome we like to say that everything connects. Sometimes that relates to positive things, like the way in which new technologies are commercialised or colleagues are engaged to drive change.

Sometimes, however, it can be more challenging.

We risk moving away from a world of stability and international rules-based co-operation to one where change and uncertainty is the norm. The assumptions we have relied upon for nearly the last 75 years are under genuine challenge. If business as usual is no longer an option, how will organisations effectively navigate the changes that are to come?

Climate Change and the wider sustainability agenda represent an inflexion point as significant as digitisation. There will be jobs, skills and businesses that are de-carbonised out of existence just as effectively as the digital economy is continuing to dispatch parts of the economy that were seen as untouchable in previous decades.

Governments and Regulators are failing to keep up with the changes that are required. They are lacking capacity and their authority is at risk of slipping away. Brands will lose value if they are seen as having their head in the sand or appear to be running contrary to the needs of society.

Yes, compliance is important, but the way in which a business is seen as a trusted or investible proposition goes far beyond ticking the appropriate boxes. Studies of the Fortune 500 suggest that, between 1975 and 2015 the way in which the value of constituent organisations were calculated shifted from around 75% based on tangible assets to a little less than 25%. The rest was brand, intellectual property and reputation – with trust arguably becoming the world’s most valuable asset.

Rather than waiting for government to show leadership or accountants to redefine the way in which organisations are audited, those who lead organisations and create value need to step up and, where necessary, disrupt some traditional orthodoxies.

Introducing some of our Leeds Intellectual Property Team In today’s competitive, global, knowledge-based business environment, companies live and die on the strength and security of their intellectual property. With over 150 specialist IP attorneys working across its 27 offices, we have the resources and skills to assist our clients in

protecting, maximising and monetising our technology and intellectual property assets. We continue to bolster our IP presence, particularly within our Leeds office, where we are proud to play our part in supporting Yorkshire on a national and international level.

Our team: Patrick Cantrill

Isabel Davies

Rachel Jones

Partner and Head of IP

Consultant

Chartered Trade Mark Attorney

Patrick has practised intellectual property law for 30 years and is recognised by the Legal 500 and Chambers as an expert and leading individual. Actively engaged in the sector, he sits as Vice President for the UK for the Licensing Executives Society International, the global technology transfer forum and is also a past chairman of the Parallel Imports Committee of the International Trademarks Association.

Recognised globally as one of the leading intellectual property lawyers and having served in senior positions with a number of international law firms and professional bodies, Isabel has developed a formidable reputation through counselling for multinational clients (amongst which are many household names) on litigation and IP strategy.

Rachel qualified as a trade mark attorney with a leading international law firm and has a wealth of experience of handling domestic and worldwide design and trade mark portfolios.

James Love

Managing Associate & Chartered Trade Mark Attorney

Partner

With a well-deserved reputation for excellence in prosecution, licencing and enforcement, James is the latest addition to WBD’s burgeoning IP team, following the recent acquisition of his highly-ranked boutique practice James Love Legal (JLL).

Rachel Hearson

With over 12 years of experience in the field, Rachel manages the firms UK and EU trade mark and design filling practice. She is individually ranked in Legal 500 and is recognised as “…highly organised, efficient and knowledgeable…” in relation to trade mark matters.

Rose Smalley Associate

Rose specialises in intellectual property law, advising clients in relation to the full range of intellectual property rights, on contentious and non-contentious matters. Rose works with a range of clients, from large international corporations to SMEs and sole traders.

Tim Barber Solicitor

Tim is a solicitor in the intellectual property team. He advises clients on a range of contentious and noncontentious matters in relation to all intellectual property rights including copyright, designs, trademarks, patents and confidential information.

Tim has studied and graduated from the prestigious Intellectual Property Law and Practice post graduate diploma at the University of Oxford.

Amy Galloway Solicitor & Chartered Trade Mark Attorney

Amy is a Solicitor and Chartered Trade Mark Attorney in the intellectual property team. She advises clients in relation to trade mark, design and domain name matters, at a national and international level.

To find out more please contact: Patrick Cantrill on 0113 290 4464 or email: patrick.cantrill@wbd-uk.com womblebonddickinson.com © Copyright 2019 Womble Bond Dickinson (UK) LLP. All rights reserved.

Womble Bond Dickinson (UK) LLP is authorised and regulated by the Solicitors Regulation Authority.

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60 PROFILE

LeedsBID looks to its next chapter as it launches plans for 2020 – 2025 Leeds is a city that continues to grow and expand at pace and a Business Improvement District which can respond to this change is vital.

As Leeds Business Improvement District (LeedsBID) marks its first five year term, it is looking ahead at building on its achievements and successes while incorporating new elements in response to the requirements of all business sectors within the LeedsBID area.

Its recently launched Business Plan LeedsBID The Next Chapter 2020-2025 - was unveiled earlier this month (September) at a special event held at City Varieties Music Hall where levy payers and key representatives from across the city were invited to hear more about the BID’s plans to further transform Leeds over the coming five years.

Directing its work into five areas of focus: Ambition, Curation, Animation, Collaboration and Innovation – LeedsBID will remain at the forefront of making new things happen in Leeds city centre.

To download LeedsBID The Next Chapter 20202025, please visit leedsbid.co.uk or you can request a printed copy by contacting the LeedsBID office.

Chief Executive of LeedsBID, Andrew Cooper, said: “Our plans for 2020 – 2025 are even more ambitious than before and have been developed with the levy paying community and the needs of the city at the core. We are asking business to endorse a further £14m worth of investment over the next five years.”

LeedsBID 104 Briggate, Leeds, LS1 6BG

Since establishment in April 2015, LeedsBID’s ambition has been to be a driving force for change for the better, working collaboratively to put Leeds firmly on the map and improving the city centre.

0113 467 2780 enquiry@leedsbid.co.uk www.leedsbid.co.uk

As the largest BID outside of London, its annual investment of £2.5m is transforming Leeds city centre, with the core projects brought by LeedsBID making a real difference for all city users and bringing direct benefits to business.

The business-led, not for profit and nonpolitical organisation, which represents close to 1,000 businesses and organisations in the city centre (LS1 and LS2 postcodes) has instigated the flow of new ideas, events and activities over its first term – and its impact is evident everywhere.

The growing list of improvements to Leeds city centre made possible by business range from LeedsBID’s identifiable and essential streets teams – the Leeds Welcome Ambassadors and Street Rangers - to the addition of new headline events including the award winning Leeds International Festival and Made Up Leeds. Its projects have injected colour and creativity across the city centre from its now famous deckchairs to striking street art and trails of pianos and dinosaurs, as well as the introduction of unique recycling projects, business training programmes and more.

Business Improvement Districts run in five year terms and after each term, a BID must hold an impartial ballot of its levy paying businesses to continue. LeedsBID’s ballot runs from 10th October -7th November 2019, with each defined business ratepayer in the BID area asked to vote for another five years of investment.

The result of the ballot will be announced on 8th November 2019, with LeedsBID looking forward to working in collaboration for a second five year term from 1st April 2020, transforming the city together.

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PROFILE 61 One Design Architectural Services Ltd. (ODAS) is a multidisciplinary architectural practice based in Baildon, Shipley, between Bradford and Leeds with offices in Mayfair, London.

We are a Chartered Practice with the Royal Institute of British Architects (RIBA) and Chartered Institute of Architectural Technologists (CIAT) and provide a complete range of Architectural, Interiors, Landscape, Principle Designer and Structural Engineering Services nationally to commercial and domestic customers of all scales.

Founded in 2009 by Chris Pickard, the practice has grown to a strong and dynamic design studio with highly experienced and motivated Architects, Architectural Assistants, Architectural Technologists, Apprentice Technicians, Surveyors, Interior and Landscape Designers, Principal Designers, Structural Engineers and is all held together by a motivated Office Manager, Accounts and Receptionist team.

2019 will be an exciting and very busy year for ODAS as we are celebrating our 10th Anniversary with many exciting events planned to help the team celebrate. This year we have watched the company grow to 25 staff members, introduced an experienced Structural Engineering team, expanded our Principal Designer service and most recently, we have introduced a Vehicle Tracking service for our clients. As our clients demands have been changing over recent years, we have responded by expanding the range of in-house services we can offer. By creating a multi-disciplinary range of services under one roof …… or as we like to call it a ‘one stop shop’ …… our clients can now receive a streamlined service with fine-tuned communication and procedures to produce comprehensive and well considered projects.

Providing such a diverse range of specialist services has required ODAS to expand and find experienced and talented local employees.

Apprenticeships have been a key focus for the practice over the past few years, creating a diverse and wellrounded team of all ages. This policy has importantly offered opportunities to those who want to head straight into the world of work whilst developing and absorbing their chosen area of expertise. Our team currently includes three individuals undertaking apprenticeship schemes; one Reception Apprentice and two Apprentice Architectural Technicians.

This enterprise has certainly proved beneficial to both the growth of the company and apprentices, something which will be continued into the future and expanded into local college schemes. A vital driver in delivering to such a high standard certainly has connection with employing such a diverse and talented team, regardless of hierarchy. Each individual has an important role to play which as a whole creates a balanced, knowledgeable and compelling business.

As well as organised team excursions and activities throughout the year, each staff member is provided with mandatory continuing professional development (CPD) events to fulfil criteria set by professional bodies along with training in specialist fields when required.

The practices’ expansion has piloted the need to develop the technology we use and processes within the current market, something ODAS have taken seriously whilst continuing to

deliver projects to a very high standard, on time and to client budget. Internally, the use of Building Information Modelling has grown from strength to strength and we are continuing to successfully deliver projects using industry standard BIM software, which includes investment in rendering and other 3D software (for photo-realistic computergenerated images, video animations and walkthroughs) to all types of clients. The future is and has been continuing to follow this path for a number of years and ODAS continues to implement a business plan that pursues this approach on all types of projects. This use of cuttingedge technology and processes is aimed at eliminating abortive work and creating a smarter way of working, which is a key driver in using BIM software with a work shared/ collaborative approach. The company realises the importance of continual development, especially listening and reacting to client demands. As the saying goes; ‘the client is always right’…. with success comes growth and this can only be achieved by paying attention and appreciating feedback from clients, this is something we take pride in and continue to operate during and on completion of every project.

We have a diverse team whose combined experience has covered a large number of varied award-winning contemporary projects in multiple sectors. These include; Blue-light, Education, Sport, Leisure, Office, Retail, Residential, Commercial and Healthcare. This experience within our business expansion has led to new ventures with large retail, retirement living and bespoke residential schemes for both large and small domestic and commercial clients which is hugely exciting for our hard working and driven team. Along with this expansion, our client services have also increased to include Architectural/ Technical, Interior Design, Landscape Design, Structural Engineering, Vehicle Tracking and Principal Designer Consultant appointments.

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62 CHAMBER CHARITIES Bradford Chamber

Leeds Chamber

York & North Yorkshire Chamber

Dance United Yorkshire

The Market Place

Children’s Heart Surgery Fund

(DUY) is a Bradford-based dance and social inclusion organisation focused on connecting the very best of the professional contemporary dance world with marginalised communities across the region. It is our mission to work with vulnerable and disadvantaged children, young people and adults who are non-dancers and living in challenging circumstances, using the power of dance to transform lives.

is an independent charity established in 1989 that provides free information, support and counselling to young people aged 11 – 25 in Leeds.

supports babies and children born with a heart problem in Yorkshire. They raise money to help the Leeds Congenital Heart Unit provide superb care for its patients and their families.

The company has a reputation for artistic excellence in cross-sector collaborations that increase access to high quality contemporary dance and respond effectively to the needs of statutory partners in Yorkshire.

Our vision is to produce contemporary dance performances which will appeal to the least culturally engaged as well as attracting knowledgeable dance audiences. This is achieved by commissioning emerging and established choreographers to create high quality work staged in professional venues. This enables participants to excel on stage and ensure positive and sustainable change in their lives.

The Market Place believes all young people are experts in their own lives and have the right to feel safe and secure, to be treated with respect, and to feel good about themselves.

The Market Place accepts young people as individuals and encourages them to live their own lives in the way they choose. The Market Place offers space, time, services and information to enable this to happen. It supports young people in developing their emotional health and resilience, and in making positive life choices so they can attain their own goals.

The Market Place also offers free, long and short term counselling. In addition, My Plan, a one-to-one service, is delivered by the Youth Work team, who also run Drop In sessions 7 days a week and group work, including the service user participation groups SHOUT and HYPE.

Dance United Yorkshire

The Market Place

Contact: Helen Linsell, Artistic & Executive Director W: www.duy.org.uk Twitter: @DUYorkshire T: 01274 649404 M: 07775 334098 E: helen@duy.org.uk

W: www.themarketplaceleeds.org.uk Contact: Emma Holmes E: Emma.Holmes@ themarketplaceleeds.org.uk

In 2017, approximately 17,600 babies, children and adults passed through the Congenital Heart Unit. They were all born with heart disease and about 40% of them face a lifetime of treatment and operations. Each year over 460 of the patients treated at the Unit have open heart surgery, and around another 700 have interventional procedures.

All babies and children born with a heart defect in Yorkshire would be treated at the Leeds Children’s Hospital, because this is the only place in the region with the specialist equipment and trained medical professionals able to care for these complex healthcare needs.

If your business is looking for a local charity to support please consider Children’s Heart Surgery Fund. Their experienced Corporate Partnership Managers, Fay and Georgie, enjoy working in partnership with Yorkshire businesses to help them achieve their CSR ambitions.

Children’s Heart Surgery Fund T: 0113 831 4810 E: corporate@chsf.org.uk W: www.chsf.org.uk

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RAISING THE BAR 63

Solenis – Win, win, win Solenis in Bradford (formally known as BASF), manufacture products for the water treatment and paper industries. Following their win at the Raising the Bar Awards in 2018 we caught up David Calder, Site Manager, to find out what the award win meant to Solenis and how other businesses can manage their social impact.

Why do you believe businesses need to work with the local community?

"I really feel strongly about working in partnership with the community. Businesses need to let people know why they exist, what they are doing and how they can positively impact the community. I think it's important that we work with our neighbours, local residents, schools and local businesses as working together creates a positive force.”

For the last nine years Solenis has run the Science Lab for Kids. David explains what this is and the benefits: "We get 400 skilled kids every year coming through the doors of our Science Lab for Kids. All the children get dressed up in lab coats, wear protective glasses and undertake experiments to help them understand why chemistry has such a positive impact in their everyday life. It's really good because it gives them an insight into science and chemistry within the business world and they may think of it as a career path in the future. In addition, the children go home and talk to their parents and family members about their experience, spreading the word about what we do here at Solenis.”

Solenis run an apprenticeship program employing between ten to twelve apprentices every year, with many of their apprentices visiting the Science Lab for Kids during their time at school. David said: "It is great for us to know that the years of effort put into the Science Lab for Kids is having a positive impact and making them think about their future careers.”

How did Solenis become involved with Raising the Bar? "We heard about the initiative a couple of years ago and I remember going to the first Raising the Bar awards ceremony and thinking ‘wow this is really good because you can see how other organisations are working with the local community’. I came away from the event thinking we're doing good things at Solenis, that can be showcased to help

other businesses and highlight what we are doing. It's great to get people outside the organisation to recognise that the Solenis Science Lab for Kids is a great thing. We know it is but it's always nice to get somebody else telling you. The awards are great and deliver a real feel good factor.”

Last year Solenis were winners of the Education Award.

What did this mean to the business and your employees?

“We were absolutely delighted to win the Raising the Bar Award for Education last year. It's really good to get recognition from other people and businesses about the good we're doing at Solenis. We know how much good work we do with local schools and local community, but it's really nice when others tell you that as well. Solenis have over 70 Science, Technology, Engineering and Mathematics (STEM) Ambassadors who help with the Science Lab for Kids, visit local schools and organisations, to talk passionately about the chemical industry and the positive impact of science. The awards are great recognition for these ambassadors also. This year Solenis are delighted to get involved in Raising the Bar and to sponsor an award, because we want to encourage other organisations to work with the local community."

What can other businesses do to improve their social impact?

“One thing businesses can do is look and see what is happening in the local community. Look at the organisations that exist such as schools, care homes as every organisation has skills and resources that they can use to help add value.

If you have the opportunity to work in partnership with another local organisation give it a go. If you get involved with the local community it's a win, win, win situation because it's a win for the local community, it's a win for the organisation and it's also a win for the employees.”

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64 SOCIAL

What you missed online The Chamber has seen great activity across all social media platforms in the past several months. The selected posts below are examples of some of the valuable information and discussions shared by the Chamber and our members on a daily basis.

We would love to know your thoughts on this quarter’s magazine and your local Chamber. What would you like to know more about or see more of in the future? Did any articles stand out to you?

Get involved with the regional business discussion on Twitter by tagging us @WNYChamber and mentioning #YorkshireBusiness.

Social Communications @social_comms Looking good, #Leeds!

Attendees of our sellout #LinkedIn workshop at @LeedsChamber today were treated to some fine views - alongside lots of LinkedIn tips, tricks, hacks and how-to’s of course! #SocialMedia

Gigabit Leeds @GigabitLeeds Great to be here @leedschamber congratulating Amanda Beresford on her appointment as Leeds Chamber President. Also hearing @amul5 talk about @northcoders. What a fantastic bootcamp to reskill in coding!

West and North Yorkshire Chamber of Commerce

Facebook West and North Yorkshire Chamber of Commerce

West & North Yorkshire Chamber of Commerce British Chambers of Commerce Accredited

Last week our team visited 2018 award winners @TeamSolenis. We were delighted to see their award and certificates on dispay in reception. #exciting

The Chamber @WNYChamber A big thank you from Chamber staff Jessica, Debra, Clare, Liz and our Chief Executive @SandyNeedham1 to former @BradfordChamber President @nick_garthwaite for such lovely flowers!

Twitter LinkedIn

Great to come together for the @WNYChamber Pure Networking Lunch.

Interesting conversations on the table. Let’s work together... #BusinessCulture #BusinessPartners

Raising the Bar @RtBYorkshire

Our profiles @WNYChamber

IVE @IVECreativity

Susie Cawood @SusieCawood1 Thanks David Harrison for great pic of us at the Azuma launch last month @LNER @MarkPlowLNER @bridgetmeynell @AndrewDigwood1 @YNYChamber

Simon Eyles @simoneyles1 My view from the lectern today. Hope you enjoyed listening as much I enjoyed talking about the wonderful world of @Bettys #chamberevents

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West & North Yorkshire Business

66 EVENTS October 1 Bradford Property Forum 8am - 10am £15 / £30 Bradford Grammar School 3 Pure Networking 7.30am - 9.30am £21 / £36 Leeds United Football Club 4 Business Lunch with York MPs 12noon - 2pm £30 / £42 The Grand, York 8 Maximise your Membership 9am - 10am No charge Gordons LLP, Leeds 10 Property Lunch 12noon -2pm £30 / £42 Novotel, York 10 Learning Lunch: Procurement 12noon - 2pm £24 / £36 Devere House, Bradford 11 Bradford Executive Network Lunch 12noon - 2pm Invitation only The Great Victoria Hotel, Bradford 16 Castle Howard Tour and Buffet 4.30pm - 6pm £30 / £42 Castle Howard, York 17 Learning Lunch: Pitching your Business 12noon - 2pm £24 / £36 Devere House, Bradford 18 Learning Lunch: Social Media 12noon - 2pm £24 / £36 Venue TBC, Leeds 23 Learning Lunch: Networking Skills 12noon - 2pm £24 / £36 Barnett Waddingham, Leeds

25 Business Lunch with Malton MP 12noon - 2pm £30 / £42 The Talbot Hotel, Malton 29 Pure Networking 7.30am - 9am £21 / £36 Middletons Hotel, York 31 Leeds Executive Network Lunch 12noon - 2pm Invitation only Leeds United Football Club

27 Learning Lunch: Procurement 12noon - 2pm £24 / £36 Gordons LLP, Leeds 28 Pure Networking 7.30am - 9am £21 / £36 Dean Court Hotel, York 29 Learning Lunch: Press Releases 12noon - 2pm £24 / £36 Devere House, Bradford

1 Learning Lunch: Pensions 12noon -2pm £24 / £36 Barnett Waddingham, Leeds 6 Raising the Bar Awards 6pm - 8.30pm £21 / £36 Leeds Civic Hall 12 Learning Lunch: How to rank at the top of Google 12noon - 2pm £24 / £36 Venue TBC, Leeds 13 Business Lunch 12noon - 2pm £30 / £42 National Railway Museum, York 14 Pure Networking 7.30am - 9.30am £21 / £36 Leeds United Football Club 15 Women’s Business Lunch 12noon - 2pm £36 / £48 Bibis Restaurant, Leeds 21 Bradford Chamber Annual Dinner 6.45pm - 11pm £96 / £120 The Midland Hotel, Bradford 26 Business Lunch 12noon - 2pm £30 / £42 Hotel Du Vin, Harrogate

2 York Property Forum 5pm - 7pm £15 / £30 The Grand, York 3 Leeds Property Forum 5pm - 7pm £15 / £30 Venue TBC, Leeds 3 Business Lunch 12noon - 2pm £30 / £42 Downe Arms, Scarborough 4 Joint Bradford Property Forum/ Bradford Professionals’ Network 8am - 10am £15 / £30 Margaret McMillian Tower, Bradford Council 6 Chamber Christmas Lunch 12noon - 2.30pm £42 / £66 The Principal, York 10 Pure Networking 7.30am - 9am £21 / £36 Fulford Golf Club, York 16 Chamber Carol Service 6.30pm - 8pm No charge All Saints Church, Pavement, York

November

December

International Training Export Documentation Thursday 10 October 2019

Walker Morris, Leeds

Understanding Exporting & Incoterms Wednesday 23 October 2019

Deloitte LLP, Leeds

Methods of Payment & Letters of Credit Tuesday 5 November 2019

Incoterms® 2020

Tuesday 12 November 2019

Walker Morris, Leeds TBC, Leeds City Centre

Customs Declaration Service Seminar Tuesday 19 November 2019

Don’t miss out!

Book now at http://chmbr.co/2p West & North Yorkshire Chamber of Commerce British Chambers of Commerce Accredited

Leeds Chamber, Leeds

Members’ price / Full price Prices include VAT

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Your membership of The British Chambers of Commerce gives you access to innovative, afordable health cover with an exclusive range of benefts.

Together, we’ve developed the Chamber Primary Health Plan that will work harder to make your staf feel more valued and motivated, and encourage them to be more proactive about their health.

The plan helps policyholders to access essential healthcare, diagnosis and treatment, provides money back towards selected medical expenses, and can be combined with our hospital treatment insurance to provide truly continuous cover.

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Advert.pdf

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