Experts in office design, fit out and refurbishment, APSS is celebrating 25 years of supporting businesses across the country to create inspirational and impressive workspaces. Founded in 1997, Darren Crookes started out on his own with two fitters to install office partitions and storage solutions for local businesses in the Lincoln area. Laurence Barrass, Managing Director for APSS said: “We now employ over 35 people and still work in partnership with our very first customer, Siemens. It’s incredible to think we have now completed over 10,000 different projects for our customers which span from Cornwall to Aberdeen. “Since the start, we have always helped smaller businesses as they remember the quality of service they receive from us, they grow as a company, then they turn into some of our biggest customers over the years. The partnership and bond we have with them is fantastic. It’s where we want to be – recognised as the company you can trust.” APSS has naturally evolved from a partitions and storage solution company to provide a full design and fit out service across a range of sectors. It has adapted to include its own in-house joinery department to speed up delivery time on projects and decrease overall costs for customers. Recently, the company has seen a change at the helm as Laurence Barrass became the new Managing Director, taking over from Darren who took a step back from the day to day running of the company, but remains as Chairman. “To reach 25 years in business is a huge milestone for any company,” Laurence said. “We have survived recessions and a pandemic which no one could have prepared for. There was a worrying time when offices nationally were closed to workers and this being key to our business. But thanks to the knowledgeable skill of our staff and the flexibility it allows for, as a company we were able to adapt to better support our customers who were going through exactly the same challenges we were facing. “We helped businesses which sold online to adapt their warehouse to cope with the additional stock levels required. Many of our key customers, like Wren Kitchens, used the down time in the offices to create a better and safer working environment ready for the post pandemic return to the office. “It’s been a bumpy ride, but an exciting one. We know many companies have had to shift to a more flexible, hybrid way of working thanks to the pandemic. It has been great to support so many in transforming their current office space to better suit that style of working.” When the company was first founded, it was all about trying to get the message out. The location in the Yellow Pages was an important consideration. Everything was faxed and drawings were all done by hand. To build up the business founder Darren Crookes knocked on every door he could find to obtain local clients. Many of which we are still working with. However, after a while, customers started saying ‘you know you’re doing that, well can you get carpets, and can you get furniture?’ It was a natural progression from the partitions, racking and storage the company originally provided – and still does. It opened up the marketplace and APSS began to offer more of a service driven product. “During the recession, APSS helped businesses to utilise their existing workspaces, similar to now after the pandemic. The only difference back then was it was about how we could squeeze as much in to the space as possible. Now it’s more about how to create a flexible working environment with space for people to move around the office without being crowded,” Explained Laurence. APSS works with a wide range of companies across the UK including Wren Kitchens, Slimming World, Octopus Energy, Siemens, University of Lincoln and Bakkavor to name just a few. “Over the years we have installed all sorts of different and quirky things from hidden bathrooms to Google inspired slides. As fun and different as these things are, our primary focus has always been ensuring our customers have a productive, efficient workspace that leaves a great impression.”

No one said it would be easy taking over a business. But the challenges of the last two years were never meant to be part of the story for the Willoughby Book Club. Director Marianne Chala faced a fire that destroyed the premises then a global pandemic. The latter also led to discovering some hidden weaknesses in the business causing further plot twists. Willoughby Book Club began in 2012 as a family business operating from a kitchen table in the south Leicestershire village of Willoughby Waterleys. Today, it is a leading bespoke book subscription service, based in Blaby, that caters to all reading tastes and ages with around 5,000 subscribers. Marianne, who has a background in book retail, took over the business in 2019 with friend Danielle Rowley. Danielle was an employee at that time. However, just before taking over, the new owners faced their first major challenge when a fire broke out at their premises making the business ‘homeless’. The fire was a huge blow, but they managed to secure premises with a neighbouring business, M3 Create Print, where they remain to this day. However, no sooner were they back on their feet and beginning to get to grips with the organisation, the pandemic hit. Marianne said: “With many people having more time on their hands during lockdown, there was a surge in interest which was fantastic, but we were struggling with all the same issues as everyone else. We had to change everything about the way we worked and there was one month when no books went out at all. “The pandemic struck just as we reached our first anniversary. Although it was a period of financial success it showed up every weakness in the company and gave us visibility on what needed to change.” Marianne reached out to the Business Gateway Growth Hub before the pandemic and had already started working with adviser, Joanna Moore on developing growth strategies. However, during the pandemic, a different kind of support was needed as the focus shifted from growth to survival once again. “Joanna gave us just what we needed at the time. During the COVID-19 crisis, I was regularly advised on the furlough scheme. I was supported with helping staff return to work, arranging a socially distanced workplace, flexible hours and working from home options.” During the lockdown, the business donated books to local care homes and schools to help where they could. Support from the Business Gateway continued after the initial distress and upset of the pandemic as new challenges began to present themselves. Marianne continued: “We didn’t have any business experience and Joanna provided that continual voice of sanity in the madness. It’s taken a long time to get through just learning about the day-to-day survival to now having more confidence and thinking strategically. “We’re working more efficiently now too, half the team of 10 work from home successfully and we’ve cut our costs. There were some cultural and workforce issues within the organisation and an understandable nervousness about the COVID situation. With Joanna’s help, we’ve improved communication and implemented better HR practices. “There’s also been concrete support on putting together financial and business plans. She’s made me focus on the stuff I don’t really like, or know, but is necessary. That gentle accountability was very good for me.” The next major challenge for the business is around sustainability and reducing their carbon footprint, as well as delivering on their commitment to being a socially responsible organisation. They already have a long-standing partnership with Book Aid International which means a book is donated to the charity with every subscription sold. As a result, Marianne has taken advantage of other Business Gateway services including the Peer Networks programme and has joined the Zellar sustainability platform pilot. She has also attended many online courses to grow her business skills. She adds: “Some of these things I would never have known about or got involved with had it not been for the process we have gone through. We are a different organisation, in a good way, to the one we were a few years ago. We are more professional operationally and staff wise. I also personally feel like I’ve transformed from having an employee to a leadership mindset.” Joanna Moore added: “The initial aims we identified were to help the business grow through sales and profits and become sustainable. We spent time on what was happening in the organisation and the way they worked so we could really understand the challenges and barriers to growth and identify solutions. “As well as general discussions on running a business we revisited some areas in much more depth like putting a marketing plan together and human resources. They’ve also made changes to their website because of our funded digital marketing support. “It’s very rewarding to see their hard work has led to increases in productivity, different ways of working and a more harmonious workplace. I’m delighted to have been part of their growth story.”

Leicestershire Innovation Festival launched with a packed event at Space Park in Leicester. An extended schedule of events for 2022 commenced on Monday with a morning themed around innovation and sustainability. It saw a series of public, private and university leaders from the East Midlands and beyond describing the region’s opportunities against the backdrop of Levelling Up and Net Zero. Dr Nik Kotecha OBE, chair of the Leicester and Leicestershire Enterprise Partnership (LLEP) Innovation Board, opened the event by presenting innovation as being about continuous improvement and open to all sizes of businesses. Leicester and Leicestershire’s £23bn GVA – the largest economy in the East Midlands – is built largely upon SMEs. Dr Kotecha, recently named chair of CBI East Midlands, talked about ‘Beacons’ – economic clusters in core local sectors – and their role in upskilling people to make the products of the future. He also described the Government’s interest in innovation as a means of improving productivity and global competitiveness. Dr Kotecha concluded by setting out the Innovation Board’s priorities, which included defining innovation, signposting funding opportunities, removing barriers and collaboration between public, private and academic innovators to the benefit of all. He drew the example of the Oxford-AstraZeneca vaccine as an example of what can be achieved when the three combine. Julian Bowrey, regional manager at Innovate UK, described Leicester and Leicestershire as a “happy hunting ground” for his organisation in the issuing of awards to support innovation projects. He made a case for increased communication, whether it be locally, nationally or internationally, to ensure conversations in a language that business understands are supporting collaboration and creativity. Dennis Hayter, of Loughborough University spin-out Intelligent Energy, described how collaborations with the likes of Suzuki and London Taxi Co were developing and trialling world-leading projects in the use of hydrogen fuel cells for transport. It was a theme continued by Robert Evans, CEO of Cenex, a consultancy for low carbon and fuel cell technologies which is also based on the Loughborough University Science and Enterprise Park (LUSEP) campus. His not-for-profit organisation formed in 2005 and works between industry and customers in getting emerging fuel cell technology into general transport use. Peter Ware, chair of the Midlands Engine’s Green Growth Board was next, pointing out that the Midlands’ £250bn economy was larger than that of Denmark. He outlined its 10-point plan for growth, based on three themes of Place, Energy and Enablers. Net Zero transport was again part of the plan, alongside buildings, low carbon, smart energy and nature recovery. The event concluded with a Q&A, led by Charlotte Horobin, the membership director for Make UK and Operating Board member of the Midlands Engine, who steered audience questions about cyber, skills and effective communications to a nine-strong panel. The event speakers were joined on the panel by Will Wells, commercial director at the University of Leicester, Sue Tilley, the LLEP’s head of business and innovation, and Business Gateway Growth Hub manager, Rachel York. Describing work being done at De Montfort University, including as GCHQ’s only accredited institute, Helen Donnellan talked about the importance of communication and making connections, adding: “Innovation comes in all shapes and sizes and is across the board – we have this festival to celebrate that.”

• Leicestershire Innovation Festival runs until February 25. Events are both online and at venues across Leicester and Leicestershire. Anyone can register to attend now at https://bit.ly/LeicsInnovation22.

A Nottingham-based claims management boss previously jailed for being in contempt of court has been fined for failing to carry out duties as a company director. Haroon Karim appeared at Nottingham Magistrates Court on 2 February 2022 where he pleaded guilty to failing to preserve company accounting records before District Judge Grace Leong. The claims management boss was fined more than £25,000, as well as being disqualified from running companies for 2 years, to run concurrently with the 7-year ban Haroon Karim received in 2018. During proceedings, the court heard that Bramcote-based Haroon Karim ran several claims management companies, assisting people with personal injury claims following road traffic collisions. One of the companies based in Nottingham, ACA Accident Claims Assistant Ltd, entered into Creditors Voluntary Liquidation in August 2016, which triggered an investigation by the Insolvency Service. Investigators, however, were frustrated in their enquiries as Haroon Karim failed to deliver the company’s records despite repeated requests. The claims management boss went on to tell investigators he had delivered the records to another party but could not verify this when questioned. Further enquiries uncovered bank records demonstrating that Haroon Karim spent company money on unnecessary expenses despite having company debts. One of these purchases was a designer suit worth £1,000, which the claims management boss claimed he bought to attend an awards ceremony. With a lack of records, neither the Liquidator nor the Insolvency Service were able to establish what happened to the company’s tangible assets. This led to Haroon Karim signing a seven-year disqualification undertaking in July 2018. A criminal investigation was then launched into the claims management boss’ conduct, which resulted in Haroon Karim being charged on three counts, including: failing to deliver up books and records to the liquidator; failing to cause ACA Accident Claims Assistant Ltd to keep accounting records; and failing to preserve company accounting records. A trial was set for 2 February 2022 before Haroon Karim pleaded guilty and was sentenced with a fine of £20,000 and costs of £5,715.34. In separate proceedings, Haroon Karim was sentenced to six months for contempt of court. This was in connection with a claim brought by an insurance company in September 2017 after Haroon Karim had forged a claimant’s signature without their knowledge to start insurance compensation proceedings. Julie Barnes, chief investigator for the Insolvency Service, said: “Haroon Karim was evasive throughout our enquiries and with a lack of company records was unable to explain exactly what happened to the company assets – something we’ll never know. “But the court recognised the severity of the claims management boss’ misconduct and not only gave him a new ban from running limited companies but ordered Haroon Karim to pay a substantial fine. “We hope this serves as a stark warning to company directors that they have clear responsibilities and if they are not upheld, could lead to disqualifications and even criminal prosecutions.”

New research carried out by the British Chambers of Commerce of more than 1,000 businesses has highlighted a host of issues with the UK’s trade deal with Europe. The BCC believes urgent steps should be taken to address these problems so the UK Government’s ambition to increase the number of firms exporting can be met. Overall, just 8% of firms agreed that the Trade and Co-operation Agreement (TCA) was enabling their business to grow or increase sales, while 54% disagreed. For UK exporters 12% agreed that the TCA was helping them while 71% disagreed. When asked to comment on the specific advantage (for those that agreed) or disadvantage (for those that disagreed) of the trade deal, 59 firms identified an advantage, while 320 cited a disadvantage. Of the 59 comments received on the advantage of the TCA, firms said:

• It had allowed some companies to continue to trade without significant change
• It had encouraged firms to look at other global markets
• It had provided stability to allow firms to plan.

Of the 320 comments received on the disadvantage of the TCA, firms said:

• It had led to rising costs for companies and their clients
• Smaller businesses did not have the time and money to deal with the bureaucracy it had introduced
• It had put off EU customers from considering UK goods and services – due to the perceived costs and complexities.

This follows BCC research in October 2021, which found that 60% of exporters were facing difficulties adapting to the changes from the TCA on goods trade, while 17% found the changes easy. Reacting to the findings, William Bain, head of trade policy at the BCC, said: “This is the latest BCC research to clearly show there are issues with the EU trade deal that need to be improved. Yet it could be so different. There are five relatively simple steps that UK and EU policymakers could take to ease the burden placed on businesses struggling with the trade deal. “Nearly all of the businesses in this research have fewer than 250 employees and these smaller firms are feeling most of the pain of the new burdens in the TCA. “Many of these companies have neither the time, staff or money to deal with the additional paperwork and rising costs involved with EU trade, nor can they afford to set up a new base in Europe or pay for intermediaries to represent them. “But if both sides take a pragmatic approach, they could reach a new understanding on the rules and then build on that further. “Accredited Chambers of Commerce support the UK Government’s ambition to massively increase the number of firms exporting. If we can free up the flow of goods and services into the EU, our largest overseas market, it will go a long way to realising that goal.” The BCC’s five key issues, and the solutions needed, to improve EU trade are: ISSUE: Export health certificates cost too much and take up too much time for smaller food exporters. SOLUTION:  We need a supplementary deal on this which either eliminates or reduces the complexity of exporting food for these firms. ISSUE: Some companies are being asked to register in multiple EU states for VAT in order to sell online to customers there. SOLUTION: We need a supplementary deal, like Norway’s with the EU. This exempts the smallest firms from the requirement to have a fiscal representative and incur these duplicate costs. ISSUE: As things stand CE marked industrial and electrical products will not be permitted for sale on the market in Great Britain from January 2023. The same is true for components and spares. SOLUTION: We need action from the Government to help businesses with these timelines. Many firms are far from convinced about a ban on CE marked goods in Great Britain. ISSUE: UK firms facing limitations on business travel and work activities in the EU. SOLUTION: Government needs to make side deals with the EU and member states to boost access in this area as a priority for 2022. ISSUE: Companies starting to be pursued in respect of import customs declarations deferred from last year. SOLUTION: We need a pragmatic approach to enforcement to ensure companies recovering from the pandemic do not face heavy-handed demands too quickly on import payments, or paperwork.