New train fleet supports local supply chain jobs

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New train fleet supports local supply chain jobs
East Midlands Railway is supporting jobs in the local supply chain after the awarding of contracts linked to manufacturing its new train fleet. Hitachi Rail is currently building the new Aurora trains for the Derby-based train operator – and is using some local firms for the project. Among them is Mors Smitt, which manufacturers Automatic Warning Systems (AWS) / Train Protection & Warning Systems (TPWS) and the Automatic Power Control (APC) systems, at its factory in Burton. The contract with EMR and Hitachi Rail helps support Mors Smitt and the 65 employees it has across the Midlands.
The TPWS safety systems it produces assists the driver in the safe operation of the train, providing them with information about the upcoming signal status and applying the trains emergency brake if the train passes a restricted signal. The APC safety system ensures the train is not drawing power from the overhead line when it passes through a neutral section – preventing electrical arcing that can damage the overhead line and the train. Another Midlands company, Ripley’s Forbo Flooring Systems, was also chosen to supply parts for the Aurora fleet. The flooring product, which was developed purely for the rail sector, has been designed to be easy to clean, hardwearing to cope with the heavy footfall of passenger numbers and simple to maintain. When it enters service in 2023, the Aurora fleet will offer significant advances on EMR’S existing fleet, with passengers benefiting from more seats and modern interiors. The trains, which will have the ability to run on overhead electric lines, will also include features that passengers have said they want to see, including air conditioning, free WiFi throughout, plug sockets and better passenger information screens. Lisa Angus, transitions and projects director at East Midlands Railway, said: “It is great that the production of our Aurora Fleet is able to support UK businesses locally – helping to maintain and create jobs. “These local specialist companies will help turn our new trains into something special which I’m sure our passengers will love to travel on.”

How to set up a Quality Management System at manufacturing plants

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How to set up a Quality Management System at manufacturing plants
The Quality Management System (QMS) is the backbone of any successful manufacturing plant. They provide a framework to ensure that products have consistency and quality by identifying potential problems before they happen. A QMS ensures that production can be scaled up or down as needed without sacrificing product quality. This post discusses what you need to know about setting up a Quality Management System at your manufacturing plant. 1. Map Your Processes The first step in setting up a QMS is to map out your processes. It’ll help you identify where potential problems could occur and assist you in creating procedures to prevent these problems from happening. It’d help if you also created flow charts and diagrams to illustrate your processes visually. Using customized systems like X-ray inspection system ensures the safety and quality of products in your business. Remember to include all steps involved in each process. It’s also an excellent way of caring for consumers’ health. This step also forces the organization to take action back and look at the big picture, which can help identify areas that may need improvement. 2. Define A Quality Policy The next step is to create a quality policy. The goal of the QMS in any organization should include information about your company’s commitment to meeting objectives for product or service quality. In short, write down what you plan on achieving with your Quality Management System. When developing a quality management system, it’s essential to keep the entire process, not just the final product. It’s also vital to include the customer in this process to ensure they get a quality product and satisfaction from products and services. 3. Outline Objectives Your objectives should be concise, measurable, and achievable within a given time frame. Objectives can include reducing waste by a significant percentage. It should also compare specific business complaints about a particular period. Some objectives include reducing customer complaints by 20% in a month, increasing quality inspections from 50 to 100 per day, and many more. Setting objectives allows you to see what is working well and where your QMS may be lacking. Others include:
  • Product quality
  • Team member satisfaction
  • Market share
  • Process improvement
4. Implement Procedures A procedure outlines the steps taken within each process of a Quality Management System. These can include anything necessary to ensure product quality such as testing products for defects, correcting errors, and maintaining documentation. Implementing procedures also include product conveying for any company looking to optimize production and lower costs. When creating designs, it’s vital to make sure they’re easy to follow and understand. Procedures are also in various formats, including flow charts, checklists, and narratives. It’s essential to make sure they’re easy to follow and understand. Also, make sure to include any necessary diagrams, drawings, or images that may be helpful. 5. Defining Potential Problems The next step is to identify the potential problems that could occur along with your processes and create procedures to prevent these issues from occurring or resolve them quickly if they arise. You should also conduct a risk analysis by assessing how likely a case will appear and how costly it’ll cost the program with the right tools if this problem did occur or resolve them quickly. It includes everything from documenting the steps. Defining defects for every effective process is also vital as this will help employees know what is and isn’t acceptable. 6. Train Employees Once your Quality Management System is in place, it’s crucial to train all employees to use it. This step should include everyone from the production line workers to the managers. Training employees on how to use a QMS helps ensure that everyone is aware of their role in maintaining product quality. It also helps employees feel like they’re a part of the process and that their input is valued. If not trained well, employees may think that the QMS is a burden and simply another task they need to complete. The productivity of the business improves with well-trained staff. 7. Document Records It’s essential to document all records related to the production process to maintain product quality. It includes test results, rejected products, and customer complaints. Recording this data helps you track progress over time and identify areas that may need improvement. You can also use the software to manage and track this data. Production quality significantly improves with the proper documentation. If you don’t know how to manage your documentation, you can use a quality management system. Start with small steps, and eventually, you’ll be able to improve the quality of your product. 8. Implement A Quality Management System Using the QMS to improve your manufacturing processes and products is a perfect way to maintain high standards for excellence. It’s ideal to set up a quality management system for your manufacturing plant. You can also preserve the reputation of your manufacturing plant. QMS is a system that ensures every manufacturing process should be according to its standard. If any deviations from the QMS are in place, it can change anything before production starts and after receiving end. 9. Monitor And Improve Performance The final step in setting up a Quality Management System is to constantly monitor and improve your processes. It involves tracking product quality, process efficiency, and team member performance. Use this data to make changes to your strategies as needed to improve product quality continually. Make sure you analyse data to determine if your changes have had the desired effect and whether you need further improvements. Identifying trends through data analysis is an essential part of quality management. Final Thoughts Implementing a Quality Management System in your manufacturing plant is the perfect way to ensure that you maintain high standards for excellence. It can also help improve processes and products, which will preserve the reputation of your manufacturing plant. To set up a quality management system, monitor data on product quality, process efficiency, and team member performance so you can improve processes constantly.

2022 Business Predictions: Kevin McGrath, managing partner, Smith Partnership

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2022 Business Predictions: Kevin McGrath, managing partner, Smith Partnership
It’s that time of year, when Business Link Magazine invites the region’s business leaders to offer up their predictions for the year ahead.  It has become something of a tradition, given that we’ve been doing this now for over 30 years. Here we speak to Kevin McGrath, managing partner at Smith Partnership. Before committing to giving my predictions, I thought I ought to check out what I said in a similar piece this time last year. It didn’t inspire confidence. “The optimist in me would hope that by the spring society will return to some form of normality but the realist accepts the summer is more likely.” With the pandemic showing no signs of abating and being fuelled by the new Omicron variant of Covid I’m not going to be so confident this year. Thankfully, in other ways my predictions proved more reliable – the hugely successful vaccination programme, the gradual opening up of society and the return of economic confidence were all very welcome in 2021. For me and all of my colleagues at Smith Partnership, 2022 will be a year to build on the lessons we have learnt in the last two years. We will continue to find new, innovative ways to meet the needs and expectations of our clients through rapidly evolving technology and continue to embrace flexible working for our staff so they continue to benefit from being able to find the right balance between home and office working. The irresistible optimist in me still believes that things will get better next year and when they do, we will be able to shift focus to the really important issues affecting not just business but all of society. Inclusivity and the environment will be issues none of us can ignore in 2022.

Rolls-Royce appoints new chief people officer

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Rolls-Royce appoints new chief people officer
Rolls-Royce has appointed Sarah Armstrong to the post of chief people officer, with effect from 1 January 2022, providing strategic leadership of the company’s People agenda. She will join the Executive Team from Civil Aerospace, where she was most recently people director and instrumental in delivering the firm’s restructuring programme. Sarah replaces Harry Holt who leaves the business at the end of the year. Separately, Ben Story, strategic marketing director, has decided to leave, after five years on the Executive Team, to pursue new opportunities. Warren East, CEO, Rolls-Royce, said: “Sarah has held many senior positions during her 15-year career with Rolls-Royce, providing great organisational leadership and delivering innovative people initiatives. I look forward to welcoming her to the Executive Team. “I would also like to wish Ben well in his next endeavours. He was attracted to Rolls-Royce by the opportunity to help drive change across the Group and in the last five years we have renewed our brand, vision and strategy and we are now well-positioned to lead the transition to net zero as a global power group and to benefit from greater digitalisation. “I am grateful for the central role that Ben has played in bringing about these changes.”

Plans to transform Virgin Media offices into homes recommended for approval

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Plans to transform Virgin Media offices into homes recommended for approval
Plans to transform the former Virgin Media offices on Daleside Road, Nottingham, have been recommended for approval. Nottingham Community Housing Association are behind the proposals which will see 82 homes created. This will consist of 40 one and two-bed apartments and 42 two and three-bed houses.
There are currently two interlinked buildings on site, Diamond Plaza 1 and 2, along with two hard surfaced areas for car parking.
It is proposed that Diamond Plaza 2 and the east wing of Diamond Plaza 1 be demolished to make way for the affordable rent and shared ownership homes. Virgin Media will retain its technical hub at the site, on the ground floor of the west wing of Diamond Plaza 1.

LLEP unveils ambitious four-pillar strategy for decade of economic growth

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LLEP unveils ambitious four-pillar strategy for decade of economic growth
The LLEP has unveiled its strategy for responding to the twin challenges of Covid-19 and EU transition while delivering a decade of economic growth. The Leicester and Leicestershire Economic Growth Strategy 2021-30 sets out how local strengths, innovation and skills will be harnessed to create a productive, inclusive and sustainable economy for the future. It describes, in broad terms, the LLEP’s ambitions for its area and how they will inform decision-making over future funding bids and allocation of resources. The strategy is supported by four pillars:
  • Productivity. The LLEP aims to increase the region’s existing output and productivity as it continues to develop a leading science and technology-led economy.
  • Innovation. The LLEP will work closely with Leicester and Leicestershire’s three universities and local businesses to build upon the region’s existing strengths in R&D to become a global leader in innovation while simultaneously transferring knowledge to SMEs.
  • Inclusivity. The LLEP will create a resilient and adaptive workforce in which all residents have access to skills and career progression while being paid at least the living wage.
  • Sustainability. The LLEP will become a leader in zero carbon, with principles of sustainability built into everything it does.
The Economic Growth Strategy 2021-30 was launched at a virtual breakfast introduced by Kevin Harris, Chair of the LLEP Board of Directors. He was joined by Dr Glenn Athey, Principal Consultant at Cambridge Econometrics, which supported the LLEP to create the strategy and who provided guests with an overview of the insight behind the setting of priorities. Kevin Harris said: “Leicester and Leicestershire has transformed over the past decade into an innovative, technology-led and knowledge economy. These new and evolving strengths, coupled with existing advantages, will shape the future of the region. “There currently exist external economic and policy uncertainties, but the LLEP is clear that we need to deliver economic participation and prosperity for all residents, to improve people’s health and ensure a carbon neutral future. “Our new Economic Growth Strategy sets out our direction of travel through to 2030 and is based on economic analysis, research, strategies and action plans, and, of course, the aspirations and concerns of our partners and stakeholders.” The Economic Growth Strategy 2021-30 is used to summarise the LLEP’s broad ambitions for Leicester and Leicestershire and will be used as a framework for seeking and allocating funding, as well as making decisions on what to prioritise over the coming years. The next stage for the LLEP is to work with partners to develop delivery plans and secure resources. This will commence in 2022.

East Midlands unemployment rate rises slightly – with economic warning from Chamber

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East Midlands unemployment rate rises slightly – with economic warning from Chamber
Unemployment in the East Midlands has increased for the first time since the strictest Covid-19 restrictions were rolled back, new figures show. The region’s unemployment rate rose from 4.1% for the three-month period between July and September to 4.2% between August and October, according to the Office for National Statistics’ (ONS) latest labour market report. This rate had previously decreased between May to June, while it has now fallen into line with the national average having been lower every month since April. Across the UK, the number of job vacancies in the three months to November soared to more than 1.2 million, another record and 419,000 more than the pre-pandemic period of January to March 2020. East Midlands Chamber Chief Executive Scott Knowles said: “While the jobs market has been in a much better place than many people may have expected – and the East Midlands unemployment rate is far below the 5.9% peak we saw in the three months to December 2020 – we should be slightly concerned about it going in the wrong direction. “This reflects the ongoing difficulties many businesses have faced in hiring people with the right skills. In the Chamber’s latest Quarterly Economic Survey for Q4 2021, two-thirds (64%) of East Midlands businesses attempted to recruit – but four in five (80%) of those faced problems in filling those vacancies. “This meant that while a net 17% of our region’s organisations grew headcount in the previous three months, there was a slowdown compared to the previous quarter when a net 25% of businesses did so. “Despite some predictions that the end of the furlough scheme in September would release workers back into the labour market, the latest ONS figures suggest this just isn’t the case and our issues are far more deep-rooted. “We have skills gaps across the board that urgently need to be addressed. Many of these are longstanding but as Brexit and Covid have driven a more deep-seated decline in labour supply, they have come to the fore more prominently. “The concern here is that an inability to address the skills gap and bolster productivity will dampen the economic recovery, which is now in a very delicate situation as UK output has stagnated – rising only 0.1% in the month ending October – and inflation rising fiercely to put a squeeze on finances. “The reintroduction of Covid-19 restrictions to combat the Omicron variant could cause a further drag on confidence as many businesses may hold back from investing in recruitment while uncertainty reigns. “So while the labour market data may not show the most alarming trend, it’s another warning light for the Government about the serious damage that could be caused to the economy if we continue this stop-start approach – particularly without the necessary financial support for businesses.”

Sills & Betteridge LLP complete another East Midlands corporate deal

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Sills & Betteridge LLP complete another East Midlands corporate deal

Two of Lincoln’s largest property specialists, Brown & Co and JH Walter LLP, recently joined forces in a deal handled for JH Walter by Sills & Betteridge’s Lead Corporate Partner, Martin Walsh. The combined business which provides property, business, planning and energy services to corporate and private clients, will continue to operate from both JH Walter’s Lincoln city centre location and Brown & Co’s existing offices on Doddington Road Lincoln, and its other offices throughout East Anglia and the East Midlands. The new trading name of the Lincoln operation is Brown & Co JH Walter. John Elliot, Managing Partner of JH Walter, explained the firm’s decision to bring Martin on board to deal with the sale: “Having been approached by a number of interested parties with a view to merging our long-standing chartered surveying and property sales business, we needed an experienced senior corporate lawyer to assist us in the process. “We had no previous experience of combining with another business. Fortunately for us, the law firm Sills & Betteridge, with whom we have worked for a number of years, had such a lawyer, in Martin Walsh. “Throughout the whole process his experience shone through. He guided us through our preliminary discussions with various interested parties before we reached a conditional agreement with Brown &Co to combine our respective businesses. “During the process to give effect to the combination, Martin’s advice was commercial, practical, clear and concise. In addition, he worked calmly and tirelessly in making sure each issue was properly considered, negotiated and settled to meet the agreed deadline for completion of the combination of the business of JH Walter LLP with that of Brown & Co. “I know I speak for all of the partners in JH Walter in saying we have no hesitation in recommending Martin Walsh and the law firm Sills and Betteridge to anyone considering selling or buying a business as Martin made the process so much more manageable, leading to a successful outcome for all involved.” Martin Walsh added: “JHW have been a very long-standing client of the firm. I was delighted to be able to help JHW and its partners successfully transition their business to that of Brown &Co resulting in a larger complimentary client base and so increased business opportunities for the combined firm. I very much look forward to seeing the business continuing to thrive.”

Logistics developer to invest £46.5m in Derby

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Logistics developer to invest £46.5m in Derby
St. Modwen Logistics, a logistics developer and manager, is set to deliver its most sustainable high-quality warehouse space to date that could create up to 1,250 new jobs, boosting the local Derby economy and transforming a 67-acre brownfield site. The initial phase will comprise investment of £46.5 million to acquire land from joint venture partner Network Rail and deliver the first four logistics units. Phase 2 is expected to follow within the next two years and will deliver the remaining 550,000 sq ft of warehouse space, completing the transformation of the site. The announcement is the culmination of seven years’ work between St. Modwen Logistics, Derby City Council and Network Rail, to bring forward the land for regeneration which previously formed part of industrial railway sidings. As part of the first phase of development, St. Modwen will speculatively build four high-quality industrial and logistics units of 39,000 sq ft, 54,000 sq ft, 79,000 sq ft, and 131,000 sq ft. Totalling 303,000 sq ft; Phase 1 is due to be completed and ready for occupation in September 2022. St. Modwen Park Derby will showcase the St Modwen Swan Standard – a set of sustainable development guidelines, with a focus on responsible building practices and the needs of its customers and employees. The Park will target BREEAM Excellent standard. Each unit is to come complete with a photovoltaic (PV) system, and combined with enhanced building fabric, building services and on-site generation, is expected to achieve over 50% carbon reduction compared with energy requirements set out in the UK Building Regulations (Part L). The Park will feature a number of health and wellbeing enhancements such as a fitness trim trail, landscaped areas with outdoor seating for customers’ employees, riverside walks, and a cycle path. Biodiversity and sustainable environments will also be integrated into the Park, which is bordered by The Sanctuary Bird and Wildlife Reserve. Polly Troughton, Managing Director at St. Modwen Logistics, said: “St. Modwen Logistics is committed to investing in regeneration projects with the aim of supporting local economic growth and generating jobs for local communities. “Through the development of this high-quality warehouse space, underpinned by our ESG commitments and the needs of our customers, we hope to welcome new and existing businesses to St. Modwen Park Derby and look forward to seeing them grow and thrive here.” Gary Walsh, route director at Network Rail East Midlands, said: “We have been working closely with St. Modwen Logistics over recent years to bring this brownfield site forward for redevelopment. We’re delighted to have concluded the sale of the land to St. Modwen and look forward to seeing our joint vision come to fruition over the coming year.” Councillor Steve Hassall, Cabinet Member for Regeneration, Decarbonisation & Strategic Planning & Transport, Derby City Council, added: “Following on from the recent completion of the A52 Wyvern Improvement Scheme, we are delighted to see St. Modwen bring forward this key employment site to the city. “The land has been sitting empty for some time and will soon undoubtedly provide a very attractive option for businesses in the region, with easy access to Derby city centre, as well as the A50 and M1. “This is yet another excellent example of investment confidence in our fantastic city and demonstrates that Derby is not only open for business, but is fast becoming the go-to location for businesses who can see the huge potential of operating from here.”

Lincolnshire medical centre acquired for £6.8m

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Lincolnshire medical centre acquired for £6.8m
Primary Health Properties (PHP), one of the UK’s leading investors in modern primary healthcare facilities, has acquired the Parkside Medical Centre in Boston, Lincolnshire for a total consideration of £6.8 million. The property is fully let to a substantial GP practice and a pharmacy. The two leases, with a weighted average unexpired lease term (“WAULT”) of 13.5 years, are accretive to the portfolio WAULT and provide for a substantial proportion of government backed income. This acquisition will increase PHP’s portfolio to a total of 520 assets, of which 20 are in Ireland, with a contracted rent roll of over £139 million. Harry Hyman, CEO of Primary Health Properties, said: “We are delighted to be making this acquisition of a modern, purpose-built facility in Boston. Originally constructed in 2009, the property was extended in 2013/14 in order to provide the range of medical services required by the local community, which has allowed the patient list to grow significantly. “We have a strong pipeline of opportunities in the UK and Ireland and are well positioned to continue to grow our portfolio and to support the healthcare systems in these markets through the provision of modern, primary care infrastructure.”

Northamptonshire Chamber welcomes its first female president

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Northamptonshire Chamber welcomes its first female president
An organisation which supports around 1,000 businesses from across Northamptonshire has welcomed its first female board president. Award-winning personal insurance expert Robyn Allen, of Robyn Allen Solutions Ltd, became the first woman president in the Chamber’s 104-year history at the end of its annual general meeting today. Robyn, who at 33 is also the organisation’s youngest ever president, had been an active member of the Chamber board for two years prior to taking up her new role. She said: “I originally joined the Chamber board because I felt it was important that we have a diverse collection of voices to represent our wide range of members. There’s a bit of a weight on my shoulders because I’m the first female president but I’m very excited about my new role. “I love the Chamber and what it stands for. It gives organisations so many opportunities to raise their profile as well as access to a wide range of fantastic support services. My focus will be on the needs of the Chamber membership so that together we can ensure the Chamber continues to lead the way, grow and move forward. “I’m already looking forward to next year’s Northamptonshire Business Awards and to seeing how we can help Northamptonshire Chamber’s Women With Vision network and Next Generation Chamber to further develop and grow. “I’m also excited about the Chamber’s first exhibition next year – I know their team is already working on great plans for it involving the Women With Vision network and it promises to be a fantastic event.” Robyn also paid tribute to the Chamber’s outgoing president, Kevin Rogers of Wilson Browne Solicitors, adding: “Kevin has been a fantastic example of what being a good president looks like and I hope he will mentor me as I take on this new role. He’s an incredible human being.” In her spare time Robyn is a trustee at HomeStart Kettering, a governor at Montsaye Academy in Rothwell, mentors new start-up businesses and is a trained mentor to teenagers.

Construction consultancy donates more than 100 Christmas hampers to food bank

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Construction consultancy donates more than 100 Christmas hampers to food bank
Staff at a construction consultancy have donated thousands of items to create more than 100 Christmas hampers for Northamptonshire’s needy. The team at Bhangals Construction Consultants collected both essentials and luxuries from their own pocket to fill each of the 107 parcels for SCCYC Food Aid. Hampers included essentials such as pasta, teabags, tins, cereal, coffee, juice, shampoo, conditioner, shower gel and toothpaste, as well as treats such as mince pies, chocolates and biscuits. They also put gifts such as colouring books and puzzles inside. SCCYC Food Aid, in St James Mill Road, Northampton, provide much-needed food and supplies to families living in poverty, and in crisis. Beneficiaries consist of people facing complex issues and vulnerabilities who require critical support and vital resources. Bhangals Construction Consultants operations manager, Katie Newman, said: “We know, for many people, this time of year is very difficult both emotionally and financially. After the last few years we have had, we really wanted to put together these hampers to make Christmas just that little bit easier for those who might be finding things tough. “For a lot of us, we take for granted just having food and essentials, but for others it’s a massive struggle. If us doing this just takes some pressure off, it means a lot. We’re so glad to be able to help.”

Ten new tenants secured at Vesuvius Worksop

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Ten new tenants secured at Vesuvius Worksop
Property investment and management company CEG has secured 10 new tenants to its multi-million speculative Vesuvius development in Worksop. The new tenants include gym and fitness training company Crossfit Worksop and Endeavour Martial Arts, as well as retailers such as Kitchen Craft, Escape Hot Tubs and Rother Valley Optics. It has also become a hub for auto companies from Just Tyres, DV Autos Ltd, Epic Detail and electric vehicle charging specialist Powerpoint to Shark Eye’s research and design centre. Burger King has taken the first of three flexible food and beverage units at the site. The largest speculative development of this scale and quality in Worksop, 16 light industrial units offer flexible space from 1,200 to 5,000 sq ft. Only five units remain available, with two under offer. CEG is also set to deliver subsequent phases offering larger employment units including design and build development. Lawrence Escott, investment manager from CEG, said: “The development has proved incredibly successful. We only completed in August and already have ten new tenants in occupation and strong interest in the remaining five units. “Construction is also underway with the new Nottinghamshire Fire and Rescue Station and a Travis Perkins. With such a shortage of supply of well located, flexible accommodation, we expect to announce more deals imminently.” In 2019, supported by D2N2 Local Enterprise Partnership (LEP), CEG delivered a £5.5million package of works to create a new roundabout and access road opening up the site and making it easily accessible to the A60, A57, Worksop and its surrounds. As part of this work, the land was remediated to pave the way for redevelopment. D2N2 LEP Interim CEO, Will Morlidge, said: “It’s great to see this transformational project moving from strength to strength with ten new tenants. The regeneration of the former Vesuvius Brickworks into a thriving retail and business park is a landmark development for Worksop and the wider area, creating new jobs and supporting our collective ambitions to rebuild and grow our economy.” Ultimately, the 425,000 sq ft of industrial development at the site will help to address identified latent and future demand for space. The comprehensive development of the site is expected to create almost 1,000 new jobs and contribute £23 million p.a. in GVA. Wider local benefits include apprenticeships, training and skills development and inward investment opportunities.

Nottingham networking group raises £4,000 for Operation Orphan

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Nottingham networking group raises £4,000 for Operation Orphan

Propertyface2face, a Nottingham networking group for property and finance professionals, has raised £4,000 for Beeston-based children’s charity Operation Orphan thanks to its annual Christmas lunch held at the Motorpoint Arena.

A total of 90 guests gathered for a Paris themed Christmas networking lunch on Friday 3 December 2021. The MC for the day was well-known ex Nottingham Forest star, turned property professional, Nigel Jemson and the event was hosted once again by David Stewart, Managing Director, In Residence Estates.

Brad Moore, Managing Director and co-founder, Operation Orhan, says: “On behalf of the children I want to say a massive thank you to everyone for the very generous donation raised at the 2021 Christmas lunch. This substantial gift will help us to continue making a positive impact in the most vulnerable children’s lives. Thank you, David, Sasha and the team for making this a reality.”

David Stewart, In Residence, Managing Director, said: “This was our 11th Christmas networking lunch event, we’re very pleased to have raised a large sum despite the challenging time many local firms face during the on-going pandemic. Peter Simon Financial Services alone raised £2,500 to help kick things off.”

Pre-tax profits to be below expectations despite “good revenue growth” at Joules

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Pre-tax profits to be below expectations despite “good revenue growth” at Joules
Joules, the Market Harborough-based lifestyle group, has “achieved good revenue growth,” according to a pre-close trading update in respect of the 26-week period ended 28 November 2021 (the first half of the group’s financial year ending 29 May 2022), yet is expecting full year profit before tax to be below current market expectations. Customer demand for the group’s products remained strong during the period resulting in group revenue increasing by 35% to approximately £128m (FY21: £95m). Joules said this performance reflects continued growth in active customers to 1.9m alongside the strength of the group’s flexible model which offers customers multiple channels to engage with and shop the Joules brand. Joules’ stores delivered a strong revenue performance, up 80% against the prior year. Store revenue was just 3% behind the comparable pre-pandemic period two years ago despite lower high-street footfall. The company noted that this performance reflects the “attractive locations of the Joules store estate” as well as the opening during the second half of FY21 of five Centre Parcs locations, which have performed particularly well. E-commerce grew 14% and 54% on a two-year basis. This performance benefitted from the acquisition of Garden Trading and the performance of third-party e-commerce partners. Gross platform demand across Joules’ websites increased by 2% against a transformational prior year supported by continued growth within the Friends of Joules marketplace. Garden Trading revenues increased 4% year-on-year and 77% on a two-year basis despite global supply chain disruption. Wholesale revenue, excluding Garden Trading, increased 16% year-on-year reflecting the reopening of the group’s wholesale partners in the UK and internationally. However, revenue remained significantly down on a two-year basis, in part due to supply chain challenges. The board anticipates strong H2 wholesale performance benefitting from despatches delayed from H1 as well as a stronger orderbook for Spring/Summer 22. The well-documented global supply chain issues have resulted in some higher costs and stock delays during the period. In addition, labour shortages in Joules’ third-party operated distribution centre (DC) have resulted in extended product delivery times to online customers, stores and wholesale partners. These factors were particularly acute in November, including the Black Friday period, which alongside weaker year on year online traffic contributed to performance during this month being below expectations. Group profit before tax and adjusting items for the period is anticipated to be in the range of £2.0m – £2.5m (FY21: £3.7m). Global supply chain challenges are expected to remain during at least the second half of the group’s financial year and there is increased consumer uncertainty as a result of the emergence of the Omicron coronavirus variant. Supported by a strong stock position and wholesale orderbook, the business said that with actions taken to improve productivity at the DC, and the ongoing strong customer demand for the group’s products, the board is confident that the group will achieve continued strong revenue growth in H2 and an improved profit performance. Nevertheless, full year profit before tax and adjusting items is now expected to be below current market expectations and in the region of £9m to £12m notwithstanding any further significant Covid restrictions. Nick Jones, Chief Executive Officer of Joules, said: “Joules has achieved good revenue growth against the prior two comparative periods reflecting the strength of the group’s flexible model and despite a challenging external trading environment. Alongside the strong appeal of our core Joules brand, the group continues to benefit from its increased diversification through Friends of Joules and Garden Trading, both of which continue to give customers even more reasons to shop with us. “While we have not been immune to certain industry-wide pressures including supply chain disruption and cost inflation, we remain focused on delivering the group’s long-term growth strategy. We have continued to invest in the business to support our plans and, despite the high levels of near-term consumer uncertainty, we remain very confident in achieving the group’s exciting future potential.”

Collaboration – the pros and cons: Fiona Duncan-Steer, founder of RSViP Business Networking Agency

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Collaboration – the pros and cons: Fiona Duncan-Steer, founder of RSViP Business Networking Agency
Fiona Duncan-Steer, founder of RSViP Business Networking Agency, considers the pros and cons of collaboration. Now more than ever, businesses are embarking on collaborations, whether it be through strategic partnerships, joint ventures, projects, or simply to help one another out. The past eighteen months in business has shown us that whilst some industries have thrived, others have fallen, and a compromise to what could potentially be a fatal end to what may have once been a lucrative business could well be – collaboration. One of my favourite African Proverbs, reads: “If you want to go fast go alone. If you want to go far, go together.” This is certainly true of many aspects in life, in particular post pandemic as we gradually pick up the pieces as the world reopens. Considering a collaborative approach to business is most definitely worth your time, even if at very least you focus on building a network of like-minded individuals and surround yourself with them regularly, through perhaps a peer group, networking, or indeed your in-house dream team. This will open up new possibilities and opportunities you may well not have thought of yourself and this in itself is a collaborative approach to business. Opening yourself up to new perspectives and the ideas of others is an innovative way to run business and how many successful industry leaders manage their strategies. Plus, as we all know, networking can offer so many collaborative opportunities aside from the generation of business itself, so whether you choose to network online or in the room, this is a must. So, here I list an example of pros and cons to the concept of ‘collaboration’… Pros
  1. New business can potentially be generated at a quicker speed.
  2. The opportunity of the sharing of knowledge and training.
  3. A strengthened brand identity and raise of your business/personal profile.
  4. An increase/improvement in your team, providing you with a stronger infrastructure.
  5. Access to more useful resources.
  6. Increased support of your operations.
  7. Access to new and useful suppliers who in turn may save you money.
  8. An opportunity to make a difference in the world.
  9. New friendships formed and you may also enjoy it!
Cons
  1. It may all go wrong, but you won’t know until you try – right?
Why not create your own pros and cons list if you are considering a collaborative approach with your business? Fiona Duncan-Steer, RSViP – www.rsvipnetwork.co.uk  www.fionaduncansteer.com

Craft drinks equipment supplier locates to Silverstone Park

Tess Egginton
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Craft drinks equipment supplier locates to Silverstone Park
Core Equipment has located to new 6,400 sq ft industrial premises at Silverstone Park – part of a recently competed 258,000 sq ft development comprising 13 properties at the estate. A supplier of innovative technology to the drinks industry, Core’s head office houses its marketing, sales, finance and logistics teams, and provides both a storage and workshop space for pre-inspections of equipment to support the business’s expansion. The move coincides with Core’s new office in Dijon, France to supply demand in the European market. Marketing Manager Beth Kelsey explained: “Over the past ten years we have seen both a huge growth in business and staff. Alongside a refurbished look to our logo and new website, the new premises at Silverstone Park really stood out for us. “We’re right next to a world-famous sporting venue, making it a great place for customers to visit – it enables us to show who we are by being part of an innovative business community. “We’re in a period of progression and the new office gives us greater space to allow the whole team to work closer together.” Working with manufacturers across Europe, USA and China to deliver high-quality equipment for customers’ business development and growth, Core tailors its services specifically to producers in the craft beverage markets – in sectors such as beer, wine, juice, cider and spirits. Core Equipment continues to settle into its building, with an added mezzanine extension creating additional space for its team to grow alongside its business successes.

£2m clean growth accelerator fund launched by Greater Lincolnshire LEP

Tess Egginton
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£2m clean growth accelerator fund launched by Greater Lincolnshire LEP
The Greater Lincolnshire Local Enterprise Partnership is to reallocate £2m of its existing funding towards a new Clean Growth Accelerator Fund to help tackle the impact of climate change.
Building on the Government’s Ten Point Plan for a Green Industrial Revolution and the recently released UK Innovation Strategy, the LEP is inviting organisations and businesses to submit projects that will help to develop innovation and R&D ideas focused on decarbonisation and clean growth. “We are delighted to announce our new Clean Growth Accelerator Fund for Greater Lincolnshire and Rutland,” said Pat Doody, Chair of the Greater Lincolnshire LEP. “Not only will this fund help us to achieve our Net Zero ambitions, but it will also ensure that innovation remains at the heart of our economic growth.” The essential criteria for this fund are as follows:
  • proposals should be capital focused but can include a revenue element which should not exceed 10% of the project cost
  • schemes must be over £1 million in overall value with a minimum grant requested of £500,000
  • projects that are related to clean growth and driven by R&D and innovation will be considered, but they must relate to one of the following LEP game changers or sectors:
– UK Food Valley – Humber Freeport – Clean energy – Defence – Visitor economy – Health and care “The funds must be spent by July 2024, and outcomes must be delivered by 2026/27, so any proposals submitted need to be already well progressed in terms of design, planning and match funding,” said Pat Doody. Match funding identified must be a minimum of 50% (further grant funding level restrictions may apply to SMEs according to government subsidy regulations). Schemes must demonstrate direct public/private investment leverage and job creation and/or research and development outputs with clear clean growth-related outcomes. Examples could include:
  • an innovation, research and development project focused on clean growth / net zero
  • reducing carbon emissions by 2027
  • reducing nitrogen oxide and particulate emissions
  • contributing to Green Masterplan Net Zero targets
  • decarbonisation of the National Grid or heat production
  • creating EV charging points
  • demonstrating the use of Modern Methods of Construction (MMC)
  • introduction of new clean growth-related products to the market
Applicants must be located in Greater Lincolnshire and Rutland. The closing date for submissions is 5pm on Monday 28th February 2022.

Derby City Council says residents and businesses to have their say on new planning policy

Eleonora Gallina
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Derby City Council says residents and businesses to have their say on new planning policy
Residents and businesses will have their say on Derby’s new planning policy. Work will start next year and a new Local Plan will be developed in time for 2024. Cabinet Member for Regeneration, Decarbonisation, Strategic Planning and Transport, said: “We are making sure that residents get their say. Housing and planning is a major concern for many people. With a new local plan Derby can create planning polices to help tackle the issues of our time, shape the future of our city and build back better.” The current 2017 local plan which sets out areas for development has been successful at delivering much needed new housing, including redeveloping brown field sites such Castleward and the former DRI for housing as well as delivering new primary schools while also protecting green spaces. Recently the Government has changed the formula used to calculate how many new houses are required built in an area. This means Derby must plan for 35% more homes per year than previously. A new local plan will be important in setting out how we respond to this challenge and in defining the sort of future developments that will be permitted. It also provides an opportunity to address issues such as climate change and changes to the way we live and work. Work on the new plan will begin next year, a wide ride range of stakeholders will be engaged including residents, communities and businesses to gather ideas and inform the proposals. It is hoped a draft local plan will be ready for public consultation by Spring 2023 and approved in the Autumn. It will then be independently examined before being formally adopted in Winter 2024. A new cross-party working group of Derby councillors will be created to oversee the creation of the local plan. The new working group will provide the opportunity for all political parties to work together, consider the full range of Local Plan issues and how to address them. Details about how residents and stakeholders can get involved will be announced next year.

Scaleups in the Midlands secure more than £241m in investment in Q3 2021

Tess Egginton
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Scaleups in the Midlands secure more than £241m in investment in Q3 2021
Businesses in the Midlands attracted £241 million in Venture Capital (VC) investment in Q3 of 2021, raised across 27 deals, according to KPMG’s latest Venture Pulse Survey. The type of financing seen in the deals were split between early-stage VC (37%), later stage VC (22%), angel (19%) and seed round (22%). The most significant investments in the Midlands in Q3 included Birmingham-based Onto, developers of an electric car subscription platform (£180 million raised), Easol, developers of business/productivity software based in Walsall (£17 million raised) and regenerative medicine platform developers, Locate Bio, from Nottingham (£12 million raised). Stuart Pilgrim, Head of TMT M&A at KPMG in the Midlands, said: “Businesses across the Midlands have shown great resilience and innovation to not only survive the pandemic, but to also attract this much investment. It’s clear that tech and tech-enabled businesses are very appealing to investors, and I expect this to continue for the foreseeable, especially as our region is home to lots of high quality scaleups. “As these businesses continue to develop, their successes have a positive impact on the economy through growth and the creation of jobs. It’s an exciting time to be in the Midlands with all of the fantastic ideas and work that’s happening locally, and I know we’ll be watching this space as these businesses go on to become even bigger and better.” National picture A record high of over £6.5 billion was invested by Venture Capital (VC) in UK scaleups over the summer. The KPMG Venture Pulse report found that after two extraordinarily high quarters in 2021, UK scaleups continued to attract funding from across the globe in Q3 21, with eager investors prepared to pay premium prices for strong UK innovators with a proven track record. Nearly £20 billion of VC investment has been raised so far this year by scaleups in the UK. While fintech was the hottest area of investment in the UK, a diversity of other companies also attracted funding – such as virtual event platform Hopin (£330 million), electric vehicle subscription service Onto (£175 million), AI/ML accelerator company Graphcore (£162 million), and flower delivery service Bloom & Wild (£125 million). Later stage deals involving well established scaleup businesses took the bulk of funding from VC investors, but seed deal value remained steady. More than £290 million was invested in the UK at seed level over Q3 21, a slight decline from the record levels of investment seen in the first half of the year. Seed level investment remain significantly lower than pre-pandemic levels however, by both number of deals closed, and total amount raised. Corporate Venture Capital (CVC) investment in UK innovators also reached a new high of £2.8bn in Q3 21, a 9% increase in value from Q2 21 – as innovation continues to dominate boardroom priorities following the pandemic. The volume of CVC-affiliated deals completed over the summer increased by 8% on the previous quarter. US corporate investors such as Google Ventures and Second Century Venture continue to be the most active CVC investors in Europe, with 15 deals between them, more than the European corporate investors in the top ten combined. Commenting on the investment finding its way to UK innovators, Bina Mehta, Chair of KPMG UK and Head of the firm’s UK Emerging Giants Centre of Excellence, said: “The strength of the UK innovation brand is flying high with areas such as artificial intelligence (AI), cybersecurity and FinTech attracting interest and finance from greater numbers of new players to the UK market, driving up valuations for our most sought-after innovators. “Our recent CEO survey found that disruptive technology was cited as the biggest threat to large corporates, so it is unsurprising that in order to accelerate their digital transformation or boost their digital capabilities, many are now partnering with, investing in, or acquiring innovative scale up businesses. “Corporate Venture businesses have driven some of the largest rounds of funding for UK innovators. The increased dependence we all have on technology has seen large amounts of funding flow towards fast growth businesses with a success story to tell around new products and services that are helping us all to adapt to a new remote world.”
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