First For Business February 2016

THE MONTHLY INDEPENDENT VOICE OF BUSINESS IN THE SHEFFIELD CITY REGIONFREE TO COMMENT FREE TO CHALLENGE FREE TO YOU EVERY MONTH

FEBRUARY 2016www.ffb-online.co.uk

@ffbmagRMC

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Clean bill of health

LookingpositiveWhatnext forMarketingSheffield?

Make the right impressionwith Solutions 4 Cleaning

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Recently installed at ourSheffield headquarters11 meter height of lift12,500 KG capacity with 27 meter span

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CONTENTS First For Business FEBRUARY 2016

www.ffb-online.co.uk

Editor Chris [email protected] Editor Andy WapleChief Feature Writer Julie Farmer

Chief Sub Editor Richard AbbeySub Editor Richard Smith

Operations Director Jillion WoodPublishing Manager Mandy [email protected]

Studio Manager Chris BrierleyDesign Dan Wray, Steve LeversNew Media ManagerTerri Moore

Regional Magazine Company 6 Broadfield Court Broadfield Business Park Sheffield, S8 OXFTel: 0114 250 6300

Email: [email protected]: www.ffb-online.co.uk

CONTENTSFEBRUARY 2016

AGENDA 6In light of Brendan Moffetts resignation

as head of Marketing Sheffield, what nextfor the city region? Andy Waple looks atwhats needed to drive the city forward

DREAM TEAM 18Is stress in the workplace a problem for

your business? Our experts advise onwhat to look out for and how to avoid it

HEALTHY BUSINESS 24Is your business fighting fit? There is no

better time than the new year to give ita health check

BUSINESS CRIME 27South Yorkshire Police is helping local

businesses stay closed to criminals withfree help and advice

MOTORING 34Infiniti aims to compete with the best,writes Jordan Cutforth in this months

round-up

WORK & PLAY 46A monthly round-up of news,

achievements, celebrations and new faces

10 THINGS... 51you can do to reduce waste at work. ByMatt Miles, managing director, Lili Wast,

6

24

34

46

FRONT COVER:Solutions 4 Cleaning looks at the effect of

the national living wage on businessPicture courtesy of Mark Rodgers

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Its around this time of year that manyof us admit that all those nobleresolutions we made on New YearsEve usually involving draconian diets ordry Januaries were just too tough tomaintain.

However, its not just our personallifestyle choices that we need to placeunder scrutiny. If youre in business, it isnever too late to give your workplacethe once over and make sure thateverything is running smoothly.

This month in First For Business, chieffeature writer Julie Farmer has produceda handy checklist to ensure every aspectof your business is facing 2016 in thebest possible shape.

From refreshing your website toembracing social media, from reviewinghealth and safety policies to encouragingthe workforce to get healthy, there is awide range of procedures that,combined, can lead to greaterproductivity and a healthier, happierworkplace environment.

One aspect of working life that allemployers in Sheffield City Region arebeing asked to take a particular interestin this year is a new fair employmentinitiative. By signing up to the FairEmployer Charter, organisations pledgeto instil a positive working culture, aspire

to exceed the recognised living wage,and value and promote diversity andsocial mobility.

It sounds like a good deal for theworkforce, but is it a headache formanagement? Something to ponder, aswe examine how 2016 is going to shapeup for the business world.

Meanwhile, Sheffield has its own imagemakeover to consider and, with therecent surprise resignation of BrendanMoffett as the head of MarketingSheffield, there are important matters toaddress regarding how the City Regionsees itself, and how it wants to be seenby others.

Consultant editor Andy Waple looks atthe biggest challenges facing theremaining team charged with marketingSheffield and polishing the citys image.

With the city council and businessleaders looking to widen the remit totake into account the pending change tothe City Region and elected mayormodel that is expected to fall into placelate next year, its all about co-operation,collaboration and making sure thevarious private and public bodies worktogether.

When Moffett was at the helm, thefocus was on the three Ts trade, talentand tourism and there were some

PREVIEW

PREVIEW First For Business FEBRUARY 2016


@

CHRIS WILSON, EDITOR

Facebook: Regional Magazine CompanyTwitter: @FFBmagRMCLinkedIn: First For Business magazineEmail: [email protected]

notable high-profile successes includingthe Tour de France, Tramlines musicfestival and the continued annual profileboost given by the presence of theWorld Snooker Championships at theCrucible. Ensuring the post-Moffett erabuilds on these successes looks like aconsiderable task.

On a slightly smaller scale, our DreamTeam of business experts has beenasked to tackle a subject that shouldcertainly be a cause for concern foranyone running a business stress in theworkplace, what to look out for andhow to avoid it. If you want to keepstress-related absences down to aminimum, their answers to this trickydilemma will make absorbing reading.

Along with our regular round-up of theregions business news, that is just a tasteof whats in store in this issue of First ForBusiness. Let us know what you think bytweeting us @ffbmagRMC.

5


WHICHDIRECTION?

First For Business FEBRUARY 2016


IN LIGHT OF BRENDAN MOFFETTSRESIGNATION AS HEAD OF MARKETINGSHEFFIELD, WHAT NEXT FOR THE CITY REGION?ANDY WAPLE LOOKS AT WHATS NEEDED TODRIVE THE CITY FORWARD.

Image courtesyAiden Marples

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AGENDA




Brendan Moffetts departure fromthe head of the team charged withmarketing Sheffield and polishingthe citys image has raised questions overthe future of the task.

Moffett has left Marketing Sheffield aftereight years in the job to join Sheffield-based private sector marketers Jaywingat a time when the service finds itself atthe crossroads.

The city council and business leaders arelooking to widen the remit to take intoaccount the pending change to the CityRegion and elected mayor model that isexpected to fall into place late next year.

Under George Osbornes plans theSheffield City Region is set to becomethe second northern powerhouse acombined authority with mayoralelections in October 2017.

The authority will have devolved powersto oversee transport budgets, franchisedbus services and strategic planning, aprospect thats been generally receivedenthusiastically.

Unlike current civic mayors, whose rolesare largely ceremonial, the elected mayorwill have real power and act as chair ofthe Sheffield City Region CombinedAuthority overseeing the Chancellorshand out of 900million over the next30 years thanks to the historicdevolution deal.

It is hoped the introduction of a mayorwill ensure that Sheffield is well placed toreceive more powers and funding fromthe government in the future which iswhy it makes sense that marketing theregion as a whole is the way forward.

In the meantime, Marketing Sheffield willreport to Edward Highfield, the directorof Creative Sheffield, the overarchingagency in charge of economicdevelopment with a focus on enterprise,investment and economic growth.

Council chiefs and analysts agree thebest marketing strategy is to market thecity region as a whole, rather than asindividual cities and towns, because theregion reflects the true economic andpolitical geography, offering the bestopportunities for positive returns.

The move towards a wider marketingstrategy has been developing in recentmonths with Sheffield and the otherboroughs in the region working as acollective entity.

This can be seen, for example, in the

development of the Outdoor Citybrand, which levers in the natural assetsSheffield shares with Derbyshire in thePeak District.

Outdoor City was launched lastOctober, drawing on the Peak Districtsgrowing reputation as a mecca forpeople pursuing outdoor activities andthe growth in Sheffield of industriessupporting the hobbies.

The city council with others, includingNational Trust, has worked on anoutdoor economic strategy for theregion to reinforce the leisure economythat is now recognised as a signaturesector. The outdoor leisure economygenerates more than 53million ineconomic output a year as well as93million a year in consumer spending.

Another ongoing collaborative marketinginitiative launched last year is TheAdvanced Manufacturing InnovationDistrict off the Parkway, which is beingmarketed by Sheffield and Rotherhamwhose authorities straddle itsboundaries.

The district will be centred around thearea that is already home to TheUniversity of Sheffields AdvancedManufacturing Research Centre atCatcliffe and the wider AdvancedManufacturing Park at Waverley.

It will be Europes largest research-ledcluster of businesses and scienceresearch facilities.

Such innovation districts are the currentbest-thing. They combine researchinstitutions, firms and businesses withhomes and transport links.

Another example of collaboration waswitnessed last October when theSheffield City Region was represented asa whole on a stand at the MIPIM UKevent, the nations largest exhibition andconference for property professionals.

The region went a step further, attendingin partnership with Leeds City Regionfor the second year running.

This years marketing efforts for theregion will see the continuedstrengthening of the Outdoor City brandand activity, and the further developmentof the innovation district.

Coun. Leigh Bramall, the Sheffieldcouncils deputy leader and cabinetmember for business, skills anddevelopment, said: It makes sense tocontinue to promote the City Region as

EdwardHighfield

LeighBramall

BrendanMoffett

RichardWright

8


AGENDA

a whole. We have already done thissuccessfully with the Outdoor City, atmajor national and international tradeevents and through the AdvancedManufacturing Innovation District.

We will continue to build on thisbusiness marketing to promote theSheffield City Region as a competitivebusiness location for companies lookingto relocate and to invest in the future.

Business leaders see Moffetts departureas a watershed in the citys marketingoffer and believe it represents anopportunity for realignment and arefocus.

Richard Wright, Executive Director ofSheffield Chamber of Commerce andIndustry, said: When anyone leaves abusiness or a role its an opportunity toanalyse what has been done and decideif something different is required.

Moffetts departure provides theopportunity to consider if a newdirection is now needed for the city.

Before we rush into the type ofmarketing we do, we need to considerwhat we fundamentally want to achieve and that cant be everything. Weve gotto identify our strategic priorities.

In my opinion those priorities includesecuring more external investment,getting information on the goods wemake to national and internationalcustomers, and attracting more visitorsto spend money.

Our focus now has got to be onexternal marketing, not marketing withinourselves and to ourselves. We all knowSheffield is a great place to live, workand visit but we must communicatebeyond our city region that its a greatplace to do business.

Sheffield often gets described as ahidden gem but terms like this dont dothe job in terms of promoting our cityand increasing wealth. Our marketingneeds to underpin our economicobjectives and help boost growthbecause that affects everybody in thecity it will feed through to all of thepopulation and that has to be ourpriority.

In this respect, I dont think you canreally separate marketing from sales. Ourmarketing strategy needs to not onlyinform people about why they shouldcome to our city, but also make it reallyeasy for them to do so by increasingawareness of travel options and

accommodation through resources likeinteractive instead of passive websites.

Marketing a city is a challenge in itselfand success is not always solely down toorganisations like Marketing Sheffield all they can do is present what we haveto offer in the best possible light.

While its difficult to make a silk purse outof a pigs ear, Moffett and MarketingSheffield did have some notable successes.

Moffett was charged with place branding,marketing support, inward investment,growing the visitor economy as well asincreasing leisure and retail spend.

The focus was the three Ts Trade,Talent and Tourism marketing with the

aim to market for business growth,attract and retain talented people andorganisations and to increase businessand leisure visitors to the city and itsregion.

His contributions included MADE: TheEntrepreneur Festival, of which he wasco-creator, the Global ManufacturingFestival, and in 2013 the centenarycelebrations of stainless steel.

He was also involved in the successfulmarketing of World Snooker, maximisingincome from the Tour de France andworked on events including theTramlines music festival, thedocumentary film festival Docfest andconferences, now worth 132million tothe city.

SHEFFIELD OFTEN GETS DESCRIBED AS A HIDDENGEM BUT TERMS LIKE THIS DONT DO THE JOB IN TERMSOF PROMOTING OUR CITY AND INCREASING WEALTH.OUR MARKETING NEEDS TO UNDERPIN OURECONOMIC OBJECTIVES AND HELP BOOST GROWTH.

RICHARD WRIGHT, EXECUTIVE DIRECTOR OF SHEFFIELDCHAMBER OF COMMERCE AND INDUSTRY

9


The national minimum wage is to bereplaced by the national living wageon 1 April this year, which by nowshould not be a surprise to anyonereading this article. What effect will thishave though?

The national minimum wage is currentlyset at 6.70 and the national living wagewill be introduced at 7.20, a 50p increaseper man hour to the payroll, or is it?

Increasing the basic wage has a knock oneffect that increases the payroll by morethan just 50p. The increase will have aneffect on ENI contributions, holiday pay,employer and public liability premiums,so the net increase to the employer isactually more than 75p an hour. Thisrepresents on average a 11.25 per centincrease to the payroll for industries thathave traditionally paid minimum wage,such as hospitality, care industry and, ofcourse, the cleaning industry.

These sectors are generally the ones that

work to the tightest profit margins in achallenging and competitive economicmarket. The increase will bring otherchallenges, if you increase the salary ofthe operatives, the waiters, bar staff, andcare workers etc. Then their supervisorswill feel underpaid as the marginbetween the two closes, then the marginbetween the supervisor and the managercloses also and where does it stop?

The dilemma for these businesses (and Iinclude myself in this) is do you absorbthe cost and risk the business failing or

do you pass on the cost to yourcustomers, resulting in a spiral effect ofincreased costs across all sectors? Ouroperatives carry out in excess of 16,500cleaning hours per month; the increasewill add 148,000 to our annual payroll.Without passing it on we would veryquickly go out of business.

So, who are the winners? Well, of course,the staff currently on minimum wage willbenefit and I have no issue with that atall. HMRC are the biggest winners asthere are currently approximately sixmillion UK workers paid minimum wageand the increase cost to businessnationally is 12.4billion. The benefit tothe treasury is an additional 6.6billion inrevenue (figures taken from KPMGeconomic impact assessment).

This is just the beginning. We can expectincreases in the living wage of at least afurther 1.80 per hour over the courseof this governments term to 2020, afurther 25 per cent increase.

WHAT WILL THE EFFECT OF THE NATIONAL LIVING WAGE BE ON BUSINESS? BY SAMANTHA KERLEY DIRECTOR OF SOLUTIONS 4 CLEANING.



CONSIDERING THE COSTS

SamanthaKerley

10


OUTSOURCE OR IN-HOUSE?Many businesses will be looking toreduce costs to counter the effect thenational living wage may have on theirbusiness. Industry analysts IFMA (TheInternational Facility ManagementAssociation) research shows that in-house cleaning costs an organisationnearly 25 per cent more thancontracting to an outsourced contractor.

When considering the costs, in-housecleaning will require you to pay sickcover, holiday cover, maternity cover,overtime and you are unlikely to be ableto purchase materials and chemicals atthe price a contractor can. Machinerycosts can be expensive also, which acontractor can purchase with tradediscounts. Other costs to your businessinclude insurance increases, payroll,uniform, training, recruitment time andsometimes fees, health and safetydocumentation and training, CRB checks,not to mention the cost of someone inthe business to manage the process.

The above costs are often overlookedresulting in a false economy to thebusiness. On the flip side the benefits faroutweigh the in-house option:

You can focus time saved on yourcore activity

Invest the saving on your corebusiness

Reliability and stability

Higher standard of tasks performed

Premises that always meet yourclients and staff clean and hygienicand give the right impression.

A well-cleaned office is proven toimprove morale among staff and cutthe number of staff sick days.

Access to a one-stop-shop for widerservices (window cleaning, carpetcleaning, washrooms etc)

Slips, trips and falls in the industrycan be high which would save onyour insurance premiums.

Constant monitoring of thestandards and quality control.

Professional and experienced adviceon hand on the maintenance of yourfabric, fixtures and fittings.

Whilst the introduction of the nationalliving wage will inevitably see increasedcosts to business, employing an in-houseapproach will still mean having to paythe operatives the same rate as thecontractor and you lose all the benefitsand savings by doing so.

Solutions 4 Cleaning are a national awardwinner for Excellence in Customer Service.

CORPORATE SERVICES

CONTACT: Solutions 4 Cleaning LtdUnit 3, Sandall Stones RoadSandall Stones Industrial EstateDoncaster, DN3 1QRTel: 0800 533 5888www.solutions4cleaning.co.uk

THE DILEMMA FOR BUSINESSES IS DO YOUABSORB THE COST AND RISK THE BUSINESS FAILING

OR DO YOU PASS ON THE COST TO YOURCUSTOMERS, RESULTING IN A SPIRAL EFFECT OF

INCREASED COSTS ACROSS ALL SECTORS?

11


Specialist heating and coolingcompany, Airmaster, is passionateabout healthy businesses, whether itbe its own or others.

One of the companys core aims is tocreate the perfect workplace experiencefor businesses; an atmosphere thatmakes employees feel good aboutcoming to work. After all, its proven thata great working environment boostsperformance and productivity.

To help businesses achieve good health,Airmasters workplace specialists design,install and maintain bespoke energy-efficient systems for heating and cooling,commercial plumbing and ventilation. Acombination of trusted expertise inmechanical services and maintenance,together with top quality equipment,result in the perfect workingenvironment.

With business health playing such animportant role for Airmaster, it is nosurprise that the company places a greatdeal of importance on ensuring all areasof its own organisation remain in tip-topcondition.

We are so passionate about having ahealthy business in all ways possible, saidcompany director Lisa Pogson.

We regularly review areas of thebusiness; for example we are upgradingour systems, IT, security and cyber-protection to ensure our commitmentto total customer care and we arecurrently preparing for our first ISO9001 audit. We invest heavily inemployee wellbeing and skillsdevelopment. Weve just given ourwebsite a complete revamp too.

The commitment to nurturing all aspectsof the business, together with Airmastersstrong reputation and highest levels ofcustomer care, appears to have paid off.Within the last six months the companyhas witnessed its biggest growth inturnover yet, aiming to reach a record9million.

Airmaster is now focusing its attention onone area of the business in particular; newtalent. The company is actively seeking amechanical design engineer and projectengineer to join its 40-strong team. Basedat the companys offices in Swallownest,

Sheffield, the new vacancies have arisendue to the recent level of expansion.

Airmaster was formed in 1992 as an airconditioning specialist but has developedand grown into a 9million turnovermechanical services contractor, said Lisa.We have some brilliant contracts at themoment. As well as local work we areworking on some prestigious contractsin central London, including one rightbeside Tower Bridge and one close toFleet Street.

For the individuals who possess theright skills, passion and dedication, this isan excellent opportunity to work for asuccessful and growing company and,more importantly, an opportunity to bea big part of achieving that growth.

HELPING OTHER BUSINESSES TO GET HEALTHY HAS RESULTED INAIRMASTERS TURNOVER REACHING NEW HEIGHTS. NOW, THE COMPANYIS LOOKING FOR SKILLED TALENT TO EXPAND ITS EVER-GROWING TEAM.

First For Business FEBRUARY 2016 ENGINEERING


CONTACT: Airmaster Air Conditioning Ltd.Wetherby House, Park Hill, Swallownest, Sheffield, S26 4UNTel: 0114 288 9911Email: [email protected]

HAPPY ENVIRONMENT

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In terms of the business environmentwe entered 2016 on a rather positivenote. The economy continues torecover and we are experiencing thebenefits in several areas. Oil prices are atan all-time low, meaning cheaper heatingcosts and lower fuel prices. This does notjust benefit consumers; lowertransportation costs are bringing downthe price of other goods with them.

As a result of low inflation coupled withwages gradually starting to creep up,consumers have more disposableincome which further fuels economicgrowth.

Gradually, confidence is returning bothto individuals and businesses. Individualsare feeling able to borrow money forhouses, cars and other capital items.Similarly, businesses have the confidenceto invest to prepare for the perceivedincreased consumer demand.

BUT, businesses need cash to expand.They might need money to buy moreequipment, invest in greater levels ofstock, recruit and train staff, or simply forcash-flow in order to keep the businessrunning smoothly.

Traditional sources of finance are comingback to the market but banks still tendto lend only to strong companies. Manybusinesses were put under financialpressure during the recession and were

forced to use their cash reserves; somemay now have adverse credit historyand could struggle to attract fundingfrom High Street lenders.

These businesses may need to considerother possible sources of finance. Thiscould be refinancing existing equipmentor vehicles to raise money; looking atasset finance to acquire vehicles andequipment; or debtor finance borrowing money against invoices. Thereare also other alternatives such as peerto peer lending and crowdfunding.

Generally, there IS cash available tobusinesses but it comes down to findingthe most suitable source and the bestdeal for your business.

Consider that:

Some lenders favour certainindustries/circumstances

The charging structure can make itconfusing to determine which is thebest deal

There are niche lenders who have noHigh Street presence and can only beaccessed via an intermediary

Using an experienced specialist canhelp you source the right deal at theright price for your business

Despite the efforts put in, somebusinesses will find themselves in aposition where they are unable to raisecash which they desperately need. Inthese circumstances there are alternativeways of salvaging businesses but thesooner advice is sought the betterchance there is of a positive outcome.

WITH THE ECONOMY SET TO GROW IN 2016, WHAT OPTIONS DO BUSINESSESHAVE FOR FINANCING EXPANSION? BY PHIL MEEKIN FROM WILSON FIELD.



GRADUALLY,CONFIDENCE ISRETURNING BOTH TOINDIVIDUALS ANDBUSINESSES. Phil Meekin

POSITIVE OUTLOOK

14


Wilson Field Group, the Sheffield-basedbusiness turnaround and insolvencyspecialist, has announced theappointment of Dominique Upton asSenior Corporate Finance Consultant.This coincides with the launch of WFFinancial Solutions which will serve tobroaden the financial services availableto clients.

Dominique has considerable experiencein commercial finance and will workhand-in-hand with Wilson Fields existingprofessional contacts who already havein-house finance capabilities.

She was Lombards top NationalSalesperson for Asset Finance for the lastthree years and has specialist knowledgein niche markets including aviation andmarine finance.

This new service provision from WFFinancial Solutions will enable smallerfirms of independent accountants andsolicitors to offer a broader range ofservices to their clients. Dominique willbe available to offer a full range of adviceand assistance on all commercial financematters.

Doncaster-born Dominique hasexperience in retail banking at NatWestto Deputy Manager level and moves toWF Financial Solutions from Lombardwhere she worked with both small andlarger businesses on all types ofcommercial and corporate asset finance.

Kris Wigfield, Associate Director ofWilson Field Group, said: Dominiquehas a first class knowledge of commercialfinance. I am pleased to welcome herand am sure she will prove to be a greatasset to the group.

This is a new senior role we havecreated to meet finance demands whichare the product of a recoveringeconomy. Dominique has extensivespecialist knowledge, enthusiasm anddrive, and through her business network

will improve and develop the servicesavailable to clients of the Wilson FieldGroup.

Dominique commented: I was ready fora new challenge outside of thecorporate environment where I haveworked. It was a big step to take butWilson Field is a growing, progressivecompany with an excellent reputation.

Not being tied to one lender means thatI have more products and services to offerto clients. I can help smaller businessesperhaps looking for refinance as well aslarger corporate enterprises looking toexpand their business to meet thedemands generated by a recoveringeconomy. I am already enjoying the changeand am very optimistic about the future.

FINANCE

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WilsonField Business Recovery& Finance0800 901 2475www.wilsonfield.co.uk

WILSON FIELD GROUP APPOINTS LEADING SPECIALIST

I CAN HELP SMALLER BUSINESSES PERHAPSLOOKING FOR REFINANCE AS WELL AS LARGERCORPORATE ENTERPRISES LOOKING TO EXPAND

THEIR BUSINESS TO MEET THE DEMANDSGENERATED BY A RECOVERING ECONOMY.

Dominique Upton

15


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First For Business February 2016

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Transcript of First For Business February 2016