Post Business Magazine - November 2012

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Langtree’smanagingdirectoronhis regenerationmission

●BID forgrowth:Liverpool’scommercial district finds its voice●Back toschool: Firm’snewdeal ●Confusion:GreenDeal fury

Building forthe futureBuilding forthe future

Giving the banksa wide berthSix-page special onaccess to finance

M O N T H L Y R E G I O N A L B U S I N E S S M A G A Z I N E

BUSINESSPOSTPOSTBUSINESSw w w . l d p b u s i n e s s . c o . u k

N o v e m b e r 2 0 1 2w w w . l d p b u s i n e s s . c o . u k

N o v e m b e r 2 0 1 2

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BRITAIN’S banks have beenheavily criticised for being slow toresume lending to the nation’ssmall businesses, homebuyers andconsumers.

In this issue of Post Business,we take a look at how banks havechosen to retain funds providedby quantitative easing to streng-then their own balance sheets andliquidity, as they have beenrequired to do by internationallybanking rules.

Yet, this lack of lending isholding back business investment,the lack of which is, in turn,preventing economic growth.

The banks argue in their owndefence that they are not solelyresponsible for the inertia. Theyclaim that Britain’s businesses

are not applying for what fundingis available. On the contrary, thereis evidence that many firms arechoosing to pay off debt and buildup their own cash balancesinstead.

If this defence by the banks wastrue, businesses wouldn’t bebusily trying all sorts of otherfunding techniques, some of themreally quite innovative, to makegood the bank lending deficit.

Businesses, big and small, are

increasingly using new lines ofcredit or funds, some of whichdidn’t exist prior to the bankingcrisis, while others weren’tpopular in an era when moneyappeared to grow on trees.

Invoice factoring is anincreasingly popular method ofboosting working capitalresources, whereas in thegood old days most bus-inesses would have usedbank overdraft facilitiesfor the purpose. Ironically,the wholesale funding forinvoice factoring is pro-vided by the same banksthat aren’t lendingdirectly to business.

I recently cameacross some new, on-

line invoice factoring businesses,including one that matchesprivate investors with small firmsseeking funds. Large, cash richmultinationals are increasinglyoffering quasi-banking facilitiesto their more critical SMEsuppliers.

Corporate bonds marketed atretail investors have become

increasingly popular over thelast few years. Propertydeveloper St Modwenexplicitly states that itwould use funds raisedfrom its current retail bond

issue to repay, andthereforereplace,existing bankdebts.

Over the last four years, bothWhitehall and the Bank ofEngland have tried hard, butfailed, to restore life to thelending market. The latestinitiative, known as Funding forLending, has a good chance ofmaking a difference. This schemeuses carrots and sticks to inducebanks to lend more and offerssubsidised interest charges toborrowers.

Ultimately, there is only oneantidote to weak bank lending,which is, of course, a return toeconomic growth. Until then, allparties are likely to remain averseto the risks of high levels of debt.

4NEWSCar giant Vauxhall hires Wirral firmto produce safety video

7BIG FEATUREHow Merseyside’s small firms areseeking alternatives to banks

14PROFESSIONAL SECTORSCity accountancy firm expandspresence in education market

17BIG INTERVIEWJohn Downes, managing director ofdeveloper, Langtree

21ECONOMIC DEVELOPMENTHow the BID is transformingLiverpool’s commercial district

26HOW GREEN IS YOURBUSINESS?Building firm helping to create agreener environment

29INTERNATIONAL TRADESpark Impact welcomes Chinesedelegation to Liverpool

30KNOWLEDGE ECONOMYCity region firms capitalising on theoffshore wind sector

32COMMERCIAL PROPERTYForever 21 store starts to emergein city’s retail heart

35BUSINESS LUNCHPesto, in Liverpool One

36THE LISTKey events for your diary

37THE NETWORKERAlistair Houghton takes to his shed

38SOCIAL DIARYCarolyn Hughes out on the town

BILLGLEESON

BILL GLEESON

INSIDE

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POSTBUSINESS

LIVERPOOL POSTEDITORMark Thomas0151 227 [email protected]

BUSINESS WRITERSBill Gleeson0151 472 [email protected] McDonough0151 330 [email protected] Houghton0151 472 [email protected] Hodgson0151 472 [email protected]

HEAD OF IMAGESBarrie [email protected]

MARKETINGEXECUTIVERachel Street0151 227 [email protected]

ADVERTISEMENTDIRECTORDebbie McGraw

ADVERTISEMENTSALESNeil Johnson0151 472 [email protected]

Diana [email protected] 472 2311

PHOTOGRAPHYTrinity Mirror

PUBLISHED BYTrinity Mirror NW2,PO Box 48,Old Hall Street,Liverpool,L69 3EB.

TELEPHONE0151 227 2000

FAX0151 330 4942

COPYRIGHTPost Business is printedmonthly and distributed withthe Liverpool Post. No part ofthis publication may bereproduced without permissionof the publisher.

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NEWS

David Dasher, CPL managing director, left, with PatrickRoberts, Vauxhall occupational health and safety engineer

A budding young striker tries his luck

Vauxhall turns to CPLfor vital safety videoW

IRRAL online trainingspecialist CPLe-learning hasdeveloped a trainingcourse on working at

height for car manufacturer Vauxhall.The interactive training programme

is initially being used by staff atVauxhall’s Ellesmere Port site beforebeing rolled out to staff across the UK.

The international workforce ofVauxhall’s parent company, GeneralMotors, will also benefit from thetraining, with several languagevariations in production.

The course took two months todevelop, with filming and photographytaking place at the car giant’sEllesmere Port plant, which is home toits highly successful Astra model.

Real-life footage was used through-out the programme and members ofthe Vauxhall team took part in thefilming to help bring to life, andemphasise, the crucial safetymessages.

David Dasher, managing director ofCPL Online, said: “Health and safetytraining can be a very dry subject and,in some instances, is a simple box-ticking exercise.”

Mr Dasher added: “Vauxhall pridesitself on its exceptional health andsafety record, and is keen to explorenew ways of getting the messageacross.

“We worked closely with them beforework began to understand their object-ives, recognising the best way ofengaging with Vauxhall’s hugeworkforce.”

CPL used a multi-media platform toget the message across, using real-lifefootage, animation, graphics andvoice-overs.

The course lasts about one hour andcan be carried out in stages as aflexible learning tool.

Kop a slice of virtual action at Boot Room CafeLIVERPOOL fans, youngand old, can take apenalty kick in front ofthe Kop thanks to a newsimulator at LiverpoolFC’s Boot Room SportsCafe at outlet villageCheshire Oaks.

The Sim Goal featurescomputer-generatedgraphics to offer arealistic experience foraspiring strikers.

Players can challengea goalkeeper avatar to apenalty shoot-out infront of the Kop stand,scoring points based onwhether they score agoal and the speed oftheir shot.

“The Boot Room

Sports Cafe, in CheshireOaks, is the first step inexpanding the franchiseoutside of Liverpool sowe are delighted to beable to add this newequipment,” said PaulCuttill, general manager,hospitality, tourism andevents department, atLiverpool FC.

“Whether it’s used fortraining or competingwith friends, it is guar-anteed to be a hit.”

The Boot Room seats230 people and featuresLiverpool FC memor-abilia, private booths,TV screens showing livesport, and a children’sarea.

QUALITYLEGAL

Stella Kuit, Head ofPrivate Immigration,Jackson & CanterQualitySolicitors

In Business for your Business

HIGH Court grantspermission for London Met tohold Judicial Review

ON SEPTEMBER 21, 2012,the High Court gave LondonMetropolitan Universitypermission to judiciallyreview the UK BorderAgency’s (UKBA) decision torevoke its licence to sponsorinternational students.

The High Court has alsonow approved an agreementbetween both parties thatwill allow new and existinginternational students tocontinue with their studiesas long as they are already inthe UK and hold the correctvisa.

This has enabled LondonMet to give assurance tointernational students thatthey will be able to completetheir current academic yearor course,whichever is thesooner.

The revoc-ation of theLondon Met’slicence by theUKBA in Augustaffected morethan 2,000overseas non-EUstudents. This isthe first timethat UKBA hasstripped a“Highly Trust-ed” UK univer-sity of its ability to sponsoroverseas students since theintroduction of the currentpoints-based visa applicationsystem.

A pledge by the Govern-ment to cut UK net migrationto “tens of thousands” hasseen overseas studentsstaying here for more than 12months, caught unfairlywithin these restrictive fig-ures.

The implications of this forHigher Education as anexport industry for the UKare potentially catastrophic.

This is particularly thecase given The NationalUnion of Students’ estim-ation that international stud-ents currently contribute£12.5bn each year towardsthe UK economy. In thiscurrent economic climate,surely a distinction has to bemade between overseasstudents and other migrantswhen putting net migrationtargets in place.

Under Tier 4 of the points-based sponsorship system,

licence holders are requiredto demonstrate fullcompliance within separateareas of a very rigidadministration process. Thisincludes keeping accurateand up-to-date records on alloverseas students whichmust be maintainedthroughout the duration ofthe sponsorship itself.

In addition to this, spon-sors must continuallymonitor the attendance andimmigration status of eachoverseas student whilefollowing up reporting dutiesto UKBA within a designatedtime frame.

Evidencing complianceand ensuring that theseduties are adhered to can beparticularly onerous for thelicence holder. Higher Educ-ation institutions must nowhave designated teams and

compliance off-icials employedspecifically forthis purpose.

Although therevocation ofLondon Met’slicence was anisolatedincident, andunlikely toaffect themajority ofoverseasstudentsstudying in theUK, the UKBA’s

actions do seem to beparticularly disproportionatewhere the specific penalis-ation of legitimate overseasstudents already in themiddle of their studies isconcerned.

It also has the potential tobe extremely damaging to theinternational reputation ofBritish Universities as awhole.

The High Court’s decisionto grant approval for a judic-ial review, while alsoallowing existing LondonMet overseas students tocontinue studying, showsthat there is a recognisedneed for urgent temporarymeasures to be put in placebefore a full review can bemade of this arguably flawedand overcomplicated system.

■ FOR more information,email [email protected]

■ IN ASSOCIATION withQualitySolicitors Jacksonand Canter

‘Overseasstudentscontribute£12.5bntowards UKeconomy’

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OPINION

Has your organisationgot a culture of denial?1 YOU have a managerwho seems unable towork with teams.

They have a highturnover of staff, butare brilliant at whatthey do . . .● Do you do anything?● Do you investigatewhy?● If not, why not?

The question is,what’s the underlyingreason?

2 A VERY new employ-ee brings to you, as amanager, a concernthat their boss is

acting inappropriatelytowards them. Theboss is verbally, sex-ually suggestive andputs them down infront of others.

You know the boss –they’re renowned fortesting out new staff,and losing them ifthey’re not up toscratch.

What do you do:● Do you laugh it off?● Do you try andminimise it – after all,they’re a newemployee?● Do you look into it?

3 YOU’RE an organis-ation that works indir-ectly with youngpeople; vulnerablepeople. Your staffaren’t aware that yourworkplace could be amagnet for people thatabuse and take advan-tage of these groups,eg, a shop, or bank.

Do you:● Think about how toeducate staff aboutwhat to do if they haveconcerns?● Ignore it – it’s not apriority? Keep yourfingers crossed!?

Climate of openness vital tothwart unseemly conductRECENT events show that when things gobadly wrong in an organisation someoneelse usually knows about it. But how doyou make sure they feel they can speak up,asks MARY AUSTIN, MD of Liverpooltraining company AFTA Thought

AS ALLEGATIONS against Jimmy Savileunfolded the shocking reality emergedthat it was something that happenedacross the country, for over four decades.

And once the shock began to subside,people started asking why it was able tohappen.

Undeniably, the BBC has serious quest-ions to answer – as has the NHS – for theease with which Savile was allowed accessto patients and vulnerable young people.Only days ago, a private care home madethe news after it “failed to respondappropriately to allegations of abuse”. Sixof its staff have now been arrested.

But these are just the high-profile cases.Most of us know someone who’s left a job,or struggled at work, because the cultureof the organisation meant they facedbullying, harassment or prejudice. Thequestion is – whether you’re the victim, orsuspect someone else of actinginappropriately – what you do next? Whatdoes the workplace culture dictate?

Commentators point to a “culture of sex-ism” at the BBC, but also a culture of den-ial. Other employees admit they heard rum-ours but didn’t feel in a position to chal-lenge it. Janet Street Porter, broadcasterat the BBC in the late 1980s, spoke on Quest-ion Time about the culture of “inapprop-riate behaviour” across light entertain-ment: “A lot of people in the BBC knew whatwas going on. I heard rumours but I wasworking in an environment that was tot-ally male. Do you really think that if I saidto someone at the BBC higher up than methis was going on – they wouldn’t have tak-en any notice of me whatsoever,” she said.

While big companies are held up as ex-amples, harassment, bullying ordiscrimination can happen anywhere –particularly if staff and managers aren’tsure how to deal with issues.

How would staff describe the culture ofyour company? Start by asking yourselfthese five questions:● Do your staff know what behaviour isand isn’t acceptable?● Does your company behave the waythat it says it does?● Do you and your staff behave within thelaw of the Equality Act 2010?● Are your staff confident that theirmanagers can manage?● Is yours a safe company?

If the answer to any of them is “No”,you could be just as vulnerable to abusesof power as the BBC found itself. Having apolicy in place is one thing – creating aculture where people adhere to them, andfeel confident in speaking up, is another.

Ultimately, you’re responsible for thepeople who work for you. Whateverindustry you’re in, however large or smallthat business is, the key is getting staff tospot the signs, and knowing how to react. . . do yours?

Employersmust examineworkplace rules to avoidpotentially devastating consequences

Allegations – Jimmy Savile

Mary Austin, of AFTA Thought

Bullying and harassment left unchecked in the workplace can leave employers open to legal and moral consequences

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SOLID SUCCESS FORROCK NETWORKSTechnology company Rock Networksattracted £250,000 start-up funding fromThe North West Fund for Venture Capitalin May 2011. The business, based inGolborne, near St Helens, celebrated itsfirst anniversary of investment earlierthis year with jobs and turnover growth.

Following the investment, Rock Networks,which is a voice and data specialist forbusinesses looking for new technology,boosted its customer base with contractedrevenue in excess of £1.5million. As a result,the firm has taken on 18 new members ofstaff to deal with this increase in demand.

Managing director Stewart DeRoma said:

“We were at square one before the investment from The North WestFund. We’ve used the investment to expand everything from our ITsystems and infrastructure to our sales and operating staff.

“The future is promising as the demand for data specialists isever-increasing. Hitting the £1million turnover mark in January wasfantastic but we continue to look to the future to plan for growth.”

AMBITIOUS GROWTHFOR EDUCATION FIRMLiverpool training and education companyAmbitious Minds secured £350,000investment from The North West Fundfor Venture Capital to support itsimpressive expansion plans.

The company is dedicated to working withyoung adults to provide them with effectivefinancial education and employability skills.Ambitious Minds turned to The North WestFund to provide the working capital itneeded to market its services.

Sean McGuire, chief executive atAmbitious Minds, said:

“We had always wanted to base our business in Liverpool, so it was theperfect opportunity to work with The North West Fund.

“In the initial meeting we ran through our background and experienceto clearly understand the path that we wanted to take. Once all thefinancial information and business plans were supplied, things started tomove fairly quickly and a detailed understanding of our business modelwas established.

“It is a very exciting process and the partnership we have developed withThe North West Fund will enable us to build this business together.”

The North West FundThe Maltings,98 Wilderspool CausewayWarrington, WA4 6PU

/ SUPPORTED BY

INSPIRINGENTREPRENEURS

The North West Fund is a substantial evergreen investment fund inexcess of £150million established to provide debt and equity fundingfrom £50,000 to £2million to small and medium-sized businesses basedin the North West or those who want to relocate here.

The Fund is financed jointly by the European Regional Development Fundand the European Investment Bank and is designed to help create jobs andprosperity for the region through minority investments in growing businesses.

The Fund was launched in December 2010 and to date has investednearly £35million in more than 125 businesses, with many moreinvestments in the pipeline. The North West Fund comprises six sub-funds, each managed by a specialist fund manager who supportsbusinesses at each stage of development:

` nu~ ypigu l~hg ]fq� wpi m~qgfi~ a�jtg�s wpi q~d hg�ig|fjh �q�early-stage businesses looking to grow;

` nu~ ypigu l~hg ]fq� wpi _~e~spjr~qg a�jtg�s wpi ~hg��sthu~�businesses looking to expand;

` nu~ ypigu l~hg ]fq� wpi bfhtq~hh zp�qh dut�u jipet�~h �~�g oq�q�~options for businesses; and

` xfi gui~~ h~�gpi wfq�h �pe~itqv btpr~�t��s} ^q~ivc k ^qetipqr~qg�s�q� _tvtg�s k ai~�gte~{

What’s more, 40% of the total Fund is reserved for Merseyside to helpthe businesses in this area grow and prosper. The North West Fund isinspiring entrepreneurs and creating a lasting legacy for the future.

Here, two entrepreneurs explain how The North West Fund helpedtheir businesses.

Interested?To find out how The North West Fund can inspire you and step-changeyour business or a business you advise, contact us:

Will Clark, of The North West Fund for Venture

Capital, manged by EV, left, and Ambitious Minds

chief executive Sean McGuire

Rock Networks managing director

Stewart DeRoma

Which businesses are not eligible for funding?

Most businesses are eligible, with the exception of those operating in the retail sector, or primaryproduction industries, such as agriculture and fisheries, defence, and some property development.The Fund cannot invest in re-financing existing commercial borrowings or failing businesses.

For further details on eligibility please check the website or contact a fund manager.

T: 01925 418 232E: [email protected]: www.thenorthwestfund.co.uk

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▲

BY BILL GLEESON

THE BIG FEATURE▲

With industry constantly bemoaning the lack of assistance from the banks, is there any prospect that measures put in place by Bank of England governor SirMervyn King can satisfy Britain’s business leaders – and fend off criticism of the banking industry? Picture: REBECCA NADEN

Lending a hand

The Bank of England has managedmany financial crises. Can it now make

Britain’s banks resume lending?

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CONTINUED FROM PAGE 7

THE BIG FEATURE

MUCHhasbeendone tostreng-thenandreformBrit-

ain’s banks during the past fouryears.

The Basel III agreement and theVickers report have resulted instronger balance sheets, improvedsolvency margins and a series ofproposals designed to prevent arepeat of the banking crisis of2008.

At the same time, the Govern-ment and the Bank of Englandhave implemented a range ofmeasures and incentives to en-courage banks to start lendingagain, both to business andconsumers. These include quant-itative easing, the green invest-ment bank and regional growthfunding. The latest is the Bank ofEngland’s Funding for LendingScheme, designed to increase thesupply and reduce the cost oflending to small businesses andpersonal borrowers.

Yet, despite all of these initiat-ives, the banks have so far keptthe purse string tightly closed.

Monthly figures published bythe Bank of England show thatoverall bank lending to businessis continuing to fall. In any case,businesses don’t seem in anyhurry to extend their borrowings,even if funds are made available.Firms up and down the countryare not prepared to borrow moneyto grow while the economyremains weak and the un-certainties affecting the eurozonecontinue.

North West region director ofthe EEF, the manufacturers'organisation, David Ost said:“Our experience followingquantitative easing, when theBank of England handed cash tohigh street banks to supportSMEs, was that it didn’t happen.The banks used the money torebuild their own balance sheetsinstead.

“Small firms were constantlylooking for finance.”

Mr Ost says that one big prob-lem is that banks seem to havelost touch with their customers.The old-fashioned branch man-ager, who was likely to haveknown his business clients welland even visited their premisesfrom time to time, doesn’t existany more. Instead, lending decis-ions are made by facelesscommittees.

He said: “There is now a groupof stakeholders in the banks whowill make the decision. The com-pany making the application forfunding can’t talk to the decisionmakers.

“Banks do have considerablefunds to lend, but the problem foran SME is that the cost of bor-rowing is so high that SMEs arehaving to look at other sources forfunding.

“Also, even if small firms wereprepared to pay the higher rate,the entire risk is on the side of theborrower rather than the bank.”

The fact that small firms can’traise sufficient working capital ishaving a knock on effect on thelarger firms they supply.

This has caused some largecompanies, which have sub-stantial cash reserves, to startfunding the working capital needs

of their smaller suppliers. Mr Ostexplained: “A number of multi-nationals are almost creatingtheir own internal banks becausethey are concerned about theirsupply chain. They fear that iftheir smaller suppliers get to apoint where they are short offunding it would disrupt theirown operations.

“A number of them are sup-porting the finances of some oftheir SME suppliers.

“Also, organisations likeLombard are trying to move SMEsinto asset leasing rather thantraditional bank borrowing.That’s a positive for the SMEs.”

One business that has found ithard to access funding on anumber of occasions since 2008 isKnowsley Business Park-basedcable manufacturer Tratos.

The company, which has beentrading in the UK since 1981,currently employs 50 staff, but ishoping this number will rise to130 on the back of inward invest-ment by its Italian parent.

Managing director John Lightrecalls how, in 2008, theopportunity arose to purchase astruggling manufacturing com-pany based in Knowsley, therebysaving 60 jobs.

In the end, the deal wasconcluded, but not without abumpy ride from the banks.

Mr Light said: “This coincidedwith a major stress point in thebanking world. We were withBarclays when this went throughand the target of our acquisitionwas with RBS and Lloyds at atime when all of these were head-line news due to the bankingcrisis.

“None had a real appetite tofund this new business solely butwe did, after some negotiation,end up with RBS.”

Mr Light said that the dealproved expensive both in terms ofthe interest charged and aninterest rate hedging product thatthe bank required Tratos to takeout.

Referring to the requirement

for a hedging product, which hesaid was introduced into thenegotiations at the last minute,Mr Light said: “It did feel com-pulsory that we purchased fromthem an expensive product tocover this and without it we werenot going forward.”

Nor was that the end of thestory. Tratos has experiencedworking capital challenges arisingfrom business growth at Knows-ley.

The growth came at a timewhen both the price of copper, animportant raw material in cablemanufacture, rose along withdemand for Tratos’s finishedproduct.

Mr Light said: “The price ofcopper has averaged around £5,000per tonne since we took over andwe have moved from using circa70 tonnes per month to 120 tonnes.

“Our metal purchases get anabsolute maximum of 30 days’credit, but the time taken toprocess the material into finishedproduct to finally collect payment

can be up to four months. Add tothis the demands by our clients tohold stocks, there is alwayspressure on cash flow.

“We have been able to alleviatesome of this by invoice dis-counting, which is useful butexpensive.

“We also find that even what weregard as very low risk businesswill not be accepted, as the bankmight not like some condition inthe contract.”

He said RBS, a state-ownedbank, refused to discount debtsowed to Tratos by an agency ofthe British government.

He added: “We are looking atother funding options, such asasset finance.

“While the banks are keen totalk, there seems to be limitedfunding available, even if theyhave first call on stock, buildings,plant and our debtor book. Theamount available is fairly small incomparison. It’s also short-termand expensive.

“Generally, whoever we talk to

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THE BIG FEATURE

John Light, managing director ofTratos, at the company's cable factoryin Knowsley Business Park

Picture: GAVIN TRAFFORD

at whatever level is very helpfuland they indicate that funds areavailable, but the decision-makingprocess is slow and often has toinvolve yet another department.It’s not like the old branch or areabusiness, managers.”

Now Tratos has another re-quirement for funding, and thistime it involves more than just thebanks. The Italian parent has afactory in Sicily thatmanufactures almost the samerange as their only other factoryin Tuscany. Since demand forcable in Italy is currently weak,the Sicilian factory’s output has tobe exported. However, it is ex-pensive to ship cable, making it abetter proposition to move theplant and equipment to Britain,where demand is relatively strongand supply weak.

Mr Light explains: “We are nowlooking at closing this down andbringing all the equipment to theUK, where there is a home marketkeen to have a better control of itssupply chain.

“We believe that there is a placefor us if we can manufacture a fullrange for the home market andthere is also still a worldwiderespect for British made goods.

“So we are looking for some fin-ancial assistance to do this andcreate directly over 100 new jobswhich will in turn createadditional support work such asmaintenance, car servicing, evensandwich shops.

“Our initial approaches to thevarious development and invest-ment agencies have not met withmuch response as funding,especially in England, iscurrently small scale or awaitinga new batch of support. Scotlandand Wales would appear to havemore interest for inward invest-ment, but that would involve aloss of jobs at our current site.

“[Business Secretary] Mr[Vince] Cable’s business bank issome way from being in a positionto actually lend money, and I amconcerned that we will lose thisopportunity.”

Radical reforms atthe Bank of EnglandBanker outlines318years of dealingwith crisesTHE Bank of England (BoE)has seen many financialcrises come and go during its318-year history.

Today’s protracted crisis isevery bit as challenging asthose of previous decades andcenturies, and the BoE isresponding by implementinga range of fundamentalregulatory reforms.

In a recent speech tostudents at Queen’s Univer-sity in Belfast, Andrew Hal-dane, the BoE’s executivedirector for Financial Stab-ility and member of the Fin-ancial Policy Committee,said: “A wholly new frame-work for financial stabilitypolicy is being put in place inthe UK, perhaps the mostradical in the Bank’s history.”

Mr Haldane cited examplesfrom history, including theBarings crisis of 1890 and theOverend and Gurney crisis of1860, both being instances ofBoE intervention to supportfinancially troubledinstitutions.

Mr Haldane explained that,following criticism of its rolein bank failures and financialpanics during the 19thcentury, the BoE becameguardian of the financialsystem as a whole, protectingbanks from what is todaycalled systemic risk.

He described how, in theyears following World War II,small British firms werefinding it hard to borrowmoney, a fact that willresonate with small firmstoday.

In 1945, the BoE intervenedby creating the institutionthat today operates under thename 3i.

Mr Haldane said that,during the early part of the20th century, the BoE alsogradually assumed a rolesupporting credit creationand the wider economy whichhas continued to the present

day with the Special Liquid-ity Scheme in 2008 and theFunding for Lending Schemeintroduced this year.

Most recently, the BoE hasbeen at the forefront of thedebate about re-organisingthe structure of banking, witha ring-fence or firewall be-tween the basic retail andinvestment banking sides ofthe business.

According to Mr Haldane,the big lesson to have beenlearned from the recent fin-ancial crisis is the need to“pre-emptively monitor, andact on, risks arising acrossthe whole of the financialsystem”.

The fact that banks havequadrupled in size since 1990has increased systemic riskand led to the introduction ofmacro-prudential policies, the

missing policy link duringthe pre-crisis period and theessential bridge betweenmonetary policy andregulation.

These lessons from history,he argued, are reflected in thewholly new structure for fin-ancial policymaking in theUK.

Prudential regulation willmove to the BoE and willundergo a “root-and-branchchange” that will combinefront-foot supervision with afocus on the big risks. Thenew approach will also betolerant of bank failure, sothat market discipline can“work its magic.”

Mr Haldane concluded: “Inremembering those errors ofthe past, it gives us a fightingchance of not repeatingthem.”

In remembering the errors of the past, it gives us afighting chance of not repeating them – Andrew Haldane,executive director for Financial Stability and member ofthe Financial Policy Committee

Bank shareholders to get bonus vetoBANKERS’ bon-uses are to be de-termined byshareholdersunder new rulescurrently beingdrafted by theEuropeanCommission.

Finance chiefsin Brussels wantinvestors to begiven the power tocap the paymentsto ensure they donot exceedsalaries.

Stefaan DeRynck, spokes-man for the EU’sinternal marketscommissionerMichel Barnier,said there was amoral issue be-hind excessivebonuses.

He said: “Thebonus culture hadan impact in termsof giving incentiveto banks to takeexcessive risksand when liquidity

also dried up inthe market thatled to disaster, aswe have seen.

The spokesmanadded: “So wewant to legislateon the bonusculture to changethat culture.

“It’s importantfor the efficiencyof the bank there’salso a moral andethical issueinvolved hereabout excessive

payments tobankers we haveseen in the past.”

Further discus-sions are expec-ted to take placenext week in relat-ion to the radicalbonus reform,which would re-quire shareholdersof individual banksto decide howmuch bankerswould receive inextra cash pay-ments.

John Light, managing director ofTratos, at the company's cable factoryin Knowsley Business Park

Picture: GAVIN TRAFFORD

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THE BIG FEATURE

The Bank of England andWhitehall have tried a wide rangeof carrot and stick measures toinduce Britain’s banks to lendmore to business and consumers.

To date, none of them have beenall that effective.

The latest measure is the Bankof England’s Funding for LendingScheme.

It works by allowing banks andbuilding societies to borrow fromthe Bank of England for up to fouryears. As security against thatlending, banks will provide assets,such as business or mortgageloans, to the Bank of England.

The more the banks lend, themore they can borrow from theBank of England. Banks that areincreasing their lending will paythe lowest rate on theirborrowing, while those thatreduce their lending will pay ahigher fee. The Bank of Englandwill publish data on the usage ofthe Funding for Lending Scheme,along with lending data from theparticipants, on a quarterly basis.

This design should mean thatbanks that don’t lend enough tobusiness and consumers willbecome uncompetitive.

Tim Rigg, Lloyds BankingGroup area director forMerseyside, North Wales andWest Lancashire, specialises inlending to businesses withturnovers in excess of £15m.Clients include Bibby Line Group,Clarke Energy and law firm DWF.

He said: “Demand is not high,but we are able to support ourcustomers, and we are lending toa good number of customers. Ournew lending is up this yearcompared to last year.”

He points to the fact that manybusinesses have reduced theamount of debt they hold on theirbalance sheets and that cashbalances have risen.

He said: “Companies arerepaying debt and businesses arestoring more cash.”

The Government has recentlyintroduced the Funding forLending scheme, which it hopeswill encourage more firms andbanks to borrow and lend.

Mr Rigg said: “The Funding forLending scheme should help. Weare hoping the cheaper moneywill encourage those businesseswhich have not pressed the buttonon new borrowing. We hope theywill be persuaded there is newmoney around and that is itreasonably cheap.”

The Funding for Lendingscheme should allow banks tooffer cheaper interest rates toborrowers than would otherwise

be the case. Mr Rigg said: “Itshould mean a 1% reduction onwhat it would otherwise be.

“The actual rate paid reflectsthe risks and size and scale of thebusinesses doing the borrowing.

“With Funding for Lending,they could be borrowing for threeyears at under 3%, which is ascheap as it will get in our lifetime.

“So it’s not the cost of moneythat’s holding people back.

“It’s more their lack ofconfidence in the wider marketand the eurozone.”

Mr Rigg insisted any businesswith a credible business planwould have been judged on thesame criteria today as they wouldhave been pre-crisis.

It is different, however, when itcomes to corporate transactions.Banks are much more prudentabout their support for such deals.

He said: “Valuations and priceexpectations have changed.

“They have reduced quite sub-stantially.

“A number of SME owners thathave stuck with it for the pastfour years are now trying to selltheir businesses and having to bemore creative.

“If you want to sell a business,you might not get as much, sosome are taking the price indeferred consideration.

“We are starting to see more ofthose sorts of deals being sug-gested. It de-risks slightly for thebuyer, rather than paying all themoney out up front.

“Whereas five years ago youwould get top price for yourbusiness and walk away, in timeslike these, there is more circum-spection. We are looking at two orthree at the smaller end of thecorporate market.

“The eurozone uncertaintyneeds to be removed and there aresigns that it is calming down.

“I think that, once confidenceabout the eurozone is restored,people will come forward. Thebanks are a long way down theroad of sorting themselves out.While I am not wildly optimistic,there is scope to be reasonablyconfident of a slow but steadyimprovement.”

Fed up with waiting for banksto sort themselves out, somebusinesses are turning toalternative ways of funding theirborrowing requirements. Onerecent trend has seen morecompanies replace their bankdebts with retail bonds.

With low face values, retailbonds are open to privateinvestors instead of the moreusual institutional investors.Companies that have issued retail

bonds include Tesco, the LondonStock Exchange and NationalGrid.

Property developer St Modwenis currently marketing its ownretail bond. The regenerationspecialist is currently redevelop-ing Great Homer Street inEverton, the Elephant & Castleshopping centre and the formerRover factory at Longbridge, inBirmingham. It requires aminimum subscription of £2,000and the bonds are available intranches of £100 thereafter. Theycan be traded on the stock market.

A spokesman for St Modwensaid: “They have become popularover the last year or two.

“For St Modwen, it’s aboutdiversifying debt. You can getlonger maturities than areavailable with banks at themoment.”

Bank facilities are typically

Banks need a fresh lease ofBankers hopenew fundingschemewill kickstart lending,BillGleeson reports

11

THE BIG FEATURE

renewed for two to three years ata time, while retail bonds can runfrom seven to ten years. StModwen’s bond will pay anannual rate of 6.25%, which issignificantly better than the ratessavers can obtain from bankdeposits at the moment.

The spokesman added: “Theytypically raise £50m to £100m,whereas institutional bonds needto raise more like £200m to £300m.

“Retail bonds move your matur-ities out a bit further, though StModwen doesn’t have anythingdue until November, 2014.

“These can suit a property firmbecause of the time framesinvolved.

“St Modwen is a longer- termbusiness, so longer-term financeworks for them.

“St Modwen has £1.1bn in itsportfolio and it will stay within aloan to value ratio of 75%.”

it’s not the cost of moneythat’s holding people back;it’s more their lack ofconfidence in the widermarket and the eurozone –Lloyds Banking Group areadirector for Merseyside,North Wales and WestLancashire, Tim Rigg

Equity and loan funds providing cash for NW SMEsEQUITY funding is availablein a variety of forms forsmall firms in Merseysideand the North West whoare looking for investment.

Merseyside SpecialInvestment Fund (MSIF)began investing in SMEs in1996, using a mixture ofEuropean RegionalDevelopment Fund andinvestment from the privatesector.

It ploughed £138m intoaround 1,400 businessesacross Merseyside.

Its original funds closedin 2008, but now it is usingthe returns from thoseinvestments to continue toprovide cash to businesseswith growth potential.

In November, 2010, itlaunched its £25m legacyfund – the Merseyside Loan& Equity Fund.

The organisation cur-rently provides investmentand loan funding up to £2mto businesses inMerseyside.

Its latest investment was

to a dental laboratory inKnowsley called Therma-dent, which is an ortho-dontic products manu-facturer.

Thermadent has receiveda £2,000 loan from MSIF.

MSIF investment man-ager Chris Walters added:“Early-stage businesseslike Thermadent are vital tothe growth of the localeconomy.”■ THE North West Fund(NWF) was set up at theend of 2010 to provide debt

and equity funding (from£50,000 to £2m to SMEs inthe North West.

The £170m fund is back-ed by the European Reg-ional Development Fundand the European Invest-ment Bank and 40% of thecash is ring-fenced forMerseyside.

It is divided into six funds– development capital,business loans, venturecapital, biomedical, energy& environmental and digital& creative.

Corporate financiers hailbenefits of private equitySmall firmsaremissingout on viable lineof funding, say expertsMERSEYSIDE businesses serious aboutgrowth need to open their eyes to privateequity funding and put aside the “myopia”which surrounds sharing equity.

That was the verdict of business leaderswho attended a breakfast event inLiverpool to discuss the funding routesavailable to small firms.

The round table, hosted by law firmBrabners Chaffe Street, its corporatefinance arm, Brabners Stuart, andstockbrokers, Charles Stanley, featuredspeakers from a range of banks, privateequity houses and the city’s new MayoralDevelopment Committee, as well as aclutch of business owners.

Private equity has gained an unwelcometag in some quarters, thanks largely tohigh-profile deals such as Southern Cross,where asset stripping and financialengineering were prevalent, and TV showssuch as Dragons’ Den, which depictentrepreneurs battling to retain control oftheir equity share.

The reality of private equity is verydifferent, however, according to PaulaMcGrath, partner at Brabners Stuart, whosays that it can be an ideal route toinvestment with management and supportfor entrepreneurs, owners or managementteams aiming to transform their business.

Ms McGrath said: “Private equity haswrongly earned a bad name and for someMerseyside entrepreneurs it’s a no-go areafrom the very outset.

“In reality, the aim of almost everyprivate equity house, especially thoseoperating in the SME sector, is to identifyhigh-potential businesses and supportthem in reaching their goals, therebyreaping financial rewards for allconcerned.

“We’ve seen the impact of private equityinvestment into the region on countlessoccasions, notably with the work oforganisations like 3i from the 1990sonwards.

“If we are to push forward and regaincommercial traction, private equity may bethe only viable way forward for manybusinesses.

“If you have a business under yourmanagement or ownership and you want itto grow successfully, then you overlook thebenefits of private equity at your peril.

“There is a definite myopia towards

equity sharing and Merseyside entrepren-eurs seem to find it particularly difficult topart with a stake in their business. Yet theyneed to ask themselves whether they’dprefer to have a considerable slice of atiered cake, or a few morsels all tothemselves.”

Iain Wolstenholme, partner at GreshamPrivate Equity, echoed that sentiment,adding: “It’s vital that the incumbentmanagement team is comfortable withtheir new investment partners so wenurture relationships over months and

years before reaching any agreement. Wecertainly don’t approach businesses armedwith piles of cash and haggle away theirequity.

“Private equity is distinct from anyother type of investment, in that theinvestee business can access invaluableinsight and advice from a range of expertsin their own fields, whether it’s marketing,finance or distribution.”■ THE Brabners Stuart seminar was justone in a series the firm is holding for theSME sector.

Paula McGrath – says private equity can be an ‘ideal route to investment’

life

12

THE BIG FEATURE

Credit unions backing businessesAlistair Houghtononhowacouncil investment could help hundredsof small firms

Cllr Nick Small, fourth from left, and David Buttle, far right, Chair of the Merseyside Chapter of Credit Unions, meet credit union representatives in Lodge LanePicture: GARETH JONES

CREDIT unions are most oftenassociated with personal finance,rather than business – but a newLiverpool partnership is lookingto change that.

Liverpool City Council is giving£300,000 to a consortium of citycredit unions so they can lend tosole traders and micro-businesseswho would otherwise find it toughto get funding.

The credit union plans are de-signed to provide “new and afford-able loan products to local bus-inesses”.

As the loans are repaid, themoney will be loaned out again toother businesses – meaning thescheme will be lending a total of£1.1m over its lifespan.

The aim is that the scheme willsupport 620 businesses andsafeguard 140 jobs.

Cllr Nick Small, cabinet mem-ber for employment, enterpriseand skills, said: “This is new andit is very innovative.

“The law changed in January sothat corporate entities can becomemembers of credit unions.

“If you’re a limited company,

you can now become a member.These are going to be micro-businesses.

“It’s going to be start-up bus-inesses who need a few hundredsor thousands of pounds forworking capital, or to buy a van,or to buy ladders or to set up awebsite.

“There’s nothing specificallyout there for businesses like that.And there’s no shortage of bus-inesses out there.”

Five credit unions are involvedin the business project – NorrisGreen, Lodge Lane, Riverside,Partners and Central Liverpool.

The project will link in withLiverpool Vision’s supportprogramme for small firms.

“We think we can bring to-gether the expertise in the creditunions with the expertise inLiverpool Vision,” said Cllr Small.

And, if successful, he hopes thecouncil will be able to leveragemore investment to continue theproject and expand its reach.

He said: “What we’re looking todo is to develop a CommunityDevelopment Finance Institution

(CDFI), which is a tax-efficientvehicle.

“There’s a lot of players outthere, such as Big Society Capitaland Triodos Bank, who are in-volved in CDFIs. It’s a veryattractive form of funding.

“We could look at that as a nextstep if we wanted to bring the fivecredit unions together to developsomething for the whole city. Wecould bring in about five times theamount of initial funding becausewe could get all kinds of matchfunding.

“We think there’s a need forthis. But we don’t want to runbefore we can walk.”

Looking further ahead, CllrSmall says other private com-panies could be willing to investin such credit union-led funds asthey look to showcase theircorporate and social respon-sibility (CSR) credentials.

He said: “We can look at how wecan get established businesses inthe city to invest in credit unionslike the city council has done.

“Any company can become amember of a credit union as part

of their CSR. That will grow creditunions in the city and grow newenterprises.

“The reason we have deprivedcommunities is because wehaven’t got economic activity. Thiswill generate that activity.”

One recipient of a credit unionbusiness loan is Sarah Cowan,who secured £1,500 from RiversideCredit Union in 2005 to set up anout-of-school club offeringbreakfast, after school and holidaycare for pupils at Hunts CrossPrimary School.

Her Out of School Kids Club UKhas now expanded in to MuchWoolton Catholic Primary School.

Ms Cowan, who employs ninestaff looking after 150 children,took out another loan from River-side when expanding the businessin April.

She said: “The terms offered bya credit union are much moreflexible and favourable than thoseoffered by the banks.

“It is also a lot easier to arrangethan going in to see the branchmanager.”

The business project is part of a

wider city council initiative todevelop credit unions.

As well as the £300,00 for bus-inesses, the council is offeringanother £700,000 in grants to aconsortium of seven credit unions– the five involved in the businessproject plus Enterprise andKnowsley Mutual credit unions.That money will be loaned toindividuals and families.

The council says the aim is tohelp more than 20,000 people whomight otherwise be forced to turnto loan sharks or other sources ofcredit with extremely highinterest rates.

The council estimates that itstotal £1m investment will lead to£3m of money being spent as loansare recycled.

Announcing the scheme lastmonth, Deputy Mayor, Cllr PaulBrant, said: “This is a pioneeringinitiative which will help andsupport the most vulnerable inour community who are being hitby a triple whammy of risingunemployment, increased costsfor food and fuel and cuts inwelfare benefits.”

13

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14

PROFESSIONAL SECTORS IN ASSOCIATION WITH

Education unit inMitchell Charlesworth enhances specialist division to

LIVERPOOL accountancy firmMitchell Charlesworth has ex-panded its education division inresponse to the emergence of freeschools, studio schools and thegrowing numbers of academies.

It comes as a result of a collec-tion of new contract wins,including the newly-formed freeschools Harmonize Academy inAnfield, and Sandymoor inRuncorn.

The revitalised division isbeing led by partners PhilipGriffiths, Paul Booth and DavidAntonia, who will be workingacross Mitchell Charlesworth’soffices situated in Liverpool,Manchester, Chester, Warringtonand Widnes.

The unit will provide abusiness and financial supportpackage, tackling a range ofissues including payroll, VAT,auditing and budgetary processes.

Liverpool-based partner, PhilipGriffiths, who has more than 25years’ experience in audit com-pliance, said: “We have previouslyworked with a number ofindependent and voluntary aidedschools, but in recent times wehave seen a large number of localauthority controlled schoolsconverting to academies and theemergence of new free schools.

“These organisations have soleresponsibility for managing theirfinances.

“Our role is to ensure theymanage these responsibilitiesefficiently, effectively and withdue diligence.

“We also want to providespecialist business advice toencourage sustained growth.”

Mr Griffiths added: “MitchellCharlesworth can offer support ina number of areas outside themain auditing and payrollservices.

“This includes the ResponsibleOfficer Work, which involvesquarterly financial control checksworking alongside governingbodies.

“Further services includesetting up accounting andinternal control systems to enableschools to report efficiently to theDepartment for Education.”

Mitchell Charlesworth alsooffers support with VAT issues,the use of commercial entities tosupport income generation,guidance on budgetary processesand business planning, and theaudit of returns to the TeachersPensions Agency.

Mr Griffiths said: “Schools,colleges and academies have aspecific set of financialresponsibilities which requireexpert attention.

“It can be a complex anddaunting task to ensurecompliance with all of today’srules and regulations.

“We can lift this burden byproviding a complete financialsolution with expert businessadvice and guidance.”

The Liverpool LighthouseHarmonize Academy; and,inset, below, right, MitchellCharlesworth partner PhilipGriffiths, who is leading therevamped division

ASK THEEXPERT

With Peter Mooney,head of employmentlaw at ELAS

WE HAVE amember of staffwho has been onlong-term sickleave due to stressfor five months.

While we have told themthat we are absolutely pre-pared to help them graduallyreturn to work, the employeehas made it clear that theystill don’t feel able to comeback.

We are only a small bus-iness and this is a majordrain on both our resourcesand staff morale, and the sit-uation doesn’t look like it isgoing to change.

We feel that the time isapproaching to beginimplementing capabilityprocedures, but we are wor-ried that this will put thecompany in a vulnerablelegal position. What are ouroptions?

THERE remains acertain amount ofconfusion aroundenacting capabilityproced-ures in

the case of staffwho are on long-term absence.

There is nostatutory definedperiod of timeafter which emp-loyers can imp-lement capabilityprocedures inthese cases,which meanseach one must beassessed on anindividual basisaccording to medicalevidence.

As a business, you arerequired to conduct areasonable investigation intoan employee’s ill health, withthe first step to request adoctor’s report that outlinesthe employee’s condition andfitness to return to work.

This can only be done withthe employee’s permissionunder the Access to MedicalRecords Act.

Subject to the detailscontained in the report, itmay then be necessary torequest an occupationalhealth report, which willassess the impact of theworker’s health on theiremployment.

The worker is within theirrights to refuse access totheir doctor and decline toparticipate in theoccupational healthassessment, in which caseyou can only act on what youare told.

Based on the informationyou are able to access, if youfeel that there is no chance ofyour employee returning towork after six months, thenthere could be reasonablegrounds for a capabilitydismissal.

It is very important to askthe doctor if the conditionfalls under the definition of adisability, which transformsthe issue from capability toequality.

If the employee is con-sidered to have a disabilityand the business is able tomake a reasonable adjust-ment to enable them to con-tinue in their current role,then this is something thatyou must seriously consider.

One main sticking point inthese cases can be depres-

sion, where themedical termdiffers greatlyfrom the legaldefinition.

The line isoften blurredbetween depres-sion that arisesas a result of theemployee’simmediatesituation andclinical depres-sion – a definedmedicalcondition.

In these cases, it is vitalthat you take legal adviceregarding what can andcannot be considered adisability. Should theemployee return to work, itis important to followthrough on your offer tomake adjustments to taketheir illness into account.

This can come in the formof suggesting lower targets ofachievement, or providing aperiod of adjustment forthem to improve.● FOR further informationor advice, call the ELASAdvice Team on 08450 50 4060.

■ IN ASSOCIATION withELAS

Confusionexistsaroundenactingcapabilityprocedures

Q

A

15

PROFESSIONAL SECTORSIN ASSOCIATION WITH

expansion movecater forgrowth in freeandstudioschoolsandacademies

Coutts’ UK chief investment officer, Alan Higgins

Coutts switchesfocus to equitiesTOP people’s bankCoutts is moving toswitch its investmentfocus to stocks andshares.

The Queen’s bank,which has a branchon Liverpool’s PrincesDock, said the flow ofmacro-economic datais moving increasinglyin favour of equitiesand against invest-ment grade bonds.

Equity marketsremain out of favourwith many investors,despite the rises seenin many markets thisyear, while the searchfor yield in bondmarkets appears tobe an overcrowdedtrade.

The bank says,although manyinvestors believebonds provide a safehaven, in the currentvolatile economicenvironment there is ahigher than under-stood probability ofnegative returns frombonds in the future.

Coutts’ UK chief in-

vestment officer, AlanHiggins, said: “Ourconfidence in equitymarkets has steadilyincreased.

“In response to this,we are gradually re-ducing our exposureto cash by 1.5% and1.5% investment-grade corporatebonds to buy 3% inglobal equities, with apreference for Europe– selectively.

“While there is noguarantee of futureperformance, returnsfrom bonds havehistorically becomenegative when bondmarkets returns areas high and yields aslow as they currentlyare.”

Mr Higgins added:“If the positive globaleconomic data flowbuilds momentum,and Spain acceptshelp from the Euro-pean Central Bankand the US politiciansmanage to avoid thefiscal cliff, equitiescould do very well.”

16

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17

BY ALISTAIR HOUGHTON

▲ ▲

The regeneration game

How John Downes is helping Langtreestride ahead by working on three of the

region’s biggest developments

THE BIG INTERVIEW

John Downes visits the restoredGarden Festival site, in Liverpool

Picture: JASON ROBERTS

18

IN THESE toughest oftimes, it’s rare to meet asmiling developer. ButJohn Downes likes to dothings differently.

As managingdirector at Langtree,Downes oversees threeof the most prominent

development sites in the region.At the former International

Garden Festival site, onLiverpool’s waterfront, Langtreehas restored and reopened thegardens and is now planning aresidential development on therest of the land.

Newton-le-Willows-basedLangtree is leading plans to ex-pand the Enterprise Zone atSci-Tech Daresbury, potentiallycreating thousands of jobs.

And, in St Helens, Langtree hasalready built a new stadium for StHelens rugby league club and amassive Tesco. Now, it is workingon plans for another 15-acre plotof land next door.

The road to success hasn’t beensmooth. The St Helens projecttook years to complete, while theGarden Festival project was hithard by the collapse of house-builder David McLean.

But Downes, who started hiscareer in regeneration working tobring new life to the North’sformer coalfields, prefers to focuson the positives.

All three of his landmark re-cent projects have been achievedby Langtree working inpartnership with the publicsector. The company hasspecialised in joint ventures withlocal authorities and the formerregional development agencies(RDAs), including the old NWDA.

And, despite the deep cuts thesector faces, Downes chooses toremain optimistic that there ismore growth to come.

“There are more opportunitiesnow, funnily enough, to work withthe public sector,” he said, sittingin Langtree’s executive box at theSt Helens stadium that bears thecompany’s name. “A lot of thelayers have been taken out.

“The RDAs did a good job – buttheir briefs were too broad.

“They’re gone, and the respon-sibilities have fallen to localauthorities. Not every localauthority has the capacity to dothat on their own. They will belooking for a partner to invest andbring their skill-sets as well.

“What they’ve got to invest areassets, rather than cash. For theright opportunities, we have gotthe cash. We have got the exper-ience in public-private partner-ships.

“We’re certainly keen toexplore opportunities like that.”

DOWNES sees the StHelens project as aprime example of howpublic-private part-nerships can

transform communities.“All too often, people talk about

partnerships,” he mused. “It’s themost overused expression in re-generation – ‘our partners’ this,‘our partners’ that.

“But you’ve got to get the rightpartners. With regeneration, youcan’t do it on your own. You’ve gotto get the right partners who arethere for the right reasons.

“We were partners with theclub and the council on thisproject. There were some testingtimes, but everybody stuck to thesame plan.”

Langtree acquired the formerUnited Glass site in 1999 andbegan talks with the council andthe rugby club about building astadium there as part of a widerregeneration project.

While the stadium would be-come its best-known feature, itwas the Tesco superstore that waskey to the whole project.

“All of these things need to becross-subsidised from somethingor other,” said Downes.

“The cross-subsidy here comesfrom the Tesco. That was therationale for Everton’s (proposed)new stadium, and Warrington’srugby league stadium.”

As well as supporting thebuilding of a stadium, the newTesco would also help St HelensCouncil achieve its widerambitions for the borough.

“The local authority was look-ing to the future of the towncentre, and how to stabilise it,”said Downes.

“The town centre was at thepoint where it needed to expandor it would contract. There wasvery little room for it to expand.

“The most obvious place for itto expand was the small Tescostore that existed in the towncentre. Moving Tesco would allowthe town centre objectives to bemet, and a by-product of that isthat it allowed us to create thecross-funding for this.

“We also needed additionalfinancial support, which camefrom the RDA in part and thelocal authority in part.”

Bringing all those partiestogether, and ensuring therelevant planning permissions,

took years, much to the frust-ration of St Helens fans. But thestadium was completed inOctober last year, after a 15-monthbuild.

“To be honest,” Downes saysnow, “sometimes I wonder whatwe were doing for some of thattime. But it was never as if therewere quiet periods. We werealways working on it.”

The stadium has been warmlywelcomed in St Helens – eventhough the rugby team’s form hasdipped since it moved in.

Downes says he is pleased thatthe stadium is busy all week long.

“Often when I come here,” hesaid, “most of these rooms havepeople in them having meetings.“The transformation here is innon-matchday activity. It only getsused for games on 13 days a year,

and you cannot survive off thatincome.”

Langtree now needs to considerwhat to do with the remainder ofthe United Glass site.

Phase two is the 15-acre area ofvacant land, surrounded by Lang-tree-branded fencing, that sitsacross the road from thestadium’s main stand.

“It’ll be something that comp-lements the stadium and the exist-ing retail that’s on the site,” saidDownes.

The Langtree boss is chattycompany, but measures his wordscarefully and, no matter whichproject he talks about, is wary oflooking too far into the future.

“The market is quite flat,” hesaid when pushed on phase two.“We’re not going to rush it.

“We’re going to look at what

THE BIG INTERVIEW . . . JOHN DOWNES


John Downes at the restored Garden Festival site, at Otterspool

Sci-Tech Daresbury, where Langtree is joint venture partner

19

options there are. It’s really veryearly days.

“Like everything we do, wewant to do it right. We are inreasonable financial shape, so wecan come up with the right way todo it and not be forced into doingthings for external financial rea-sons.

“We will work with the localauthority to find the rightsolution. It’s a very big site.”

A cluster of busy, occupiedindustrial units near the stadiumis also owned by Langtree.

“That would be, ultimately,phase three,” said Downes. “Butthere’s not even medium-termplans for that.”

Langtree’s board was so pleasedwith the St Helens developmentthat it bid for – and won – thenaming rights to the new ground.

“We thought that, by taking thenaming rights, we would have acontinued association with thisdevelopment,” said Downes. “We’dbe more prominent for longer.And I think it’s worked well.”

LIVERPOOL’S Internat-ional Garden Festival, in1984, saw a 90-acrewaterfront site trans-formed into a garden

paradise that attracted hundredsof thousands of visitors.

But once the festival closed,most of the site was simply leftunused. The Pleasure Islandcomplex used part of the site untilthe mid-90s but, by the timeLangtree bought it in 2004, thewhole site was derelict.

Langtree teamed up withDeeside housebuilder David

McLean to create a plan for thesite that included the restorationof the gardens and the building of1,308 flats and 66 town houses.

But the project was delayedwhen a public inquiry was calledafter some residents objected.

“We didn’t really anticipate thepublic inquiry, to be honest,” saidDownes. “When we got involved,the site had been derelict for allthose years.

“We did it in the knowledgethat we were going to work inpartnership with the local auth-ority, with the restoration of thegardens and the cross-subsidy(from the housing) to the benefitof everybody.”

And then, in October, 2008,David McLean became one of thehighest-profile casualties of therecession when it collapsed into

administration. Langtree, how-ever, soldiered on with the re-building of the former gardenareas, including the lavishOriental gardens.

Even that project was delayedwhen, in July last year, contractorMayfield Construction collapsed,forcing Langtree to recruit a newbuilder, Tolent.

And, in February this year,Groundwork Merseyside – whichhad been appointed by the LandTrust to oversee the running ofthe gardens – also collapsed. TheLand Trust itself is now man-aging the site.

But Downes again refuses todwell on the negatives.

“We had the public inquiry in2008,” he said. “The market wasquite different to where it is now,or even where we were two years

ago. To be fair, at Langtree, wesaid to the local authority that wewould restore the garden and thenturn our attention to the develop-ment. We’ve done that.

“There’s been a few twists andturns. But we’ve delivered whatwe said we’d do – we’ve restoredthe gardens and opened them tothe public, free of charge. Andwe’ve put in place a regime sothat we don’t have the same thinghappen as last time.

“Now we can turn our attentionfully to the development of thebalance of the site for residen-tial.”

Downes says Otterspoolremains a “cracking site” forhousing, with its waterfrontlocation and easy access to thecity centre, and says the companywill take its time over the nextphase.

“The planning permission forthe site was secured back in 2008.

“Now we have completed thegardens, we’re now looking at thatplanning consent to see if it’s stillmarket-facing, and if any amend-ments need to be made to thelayout.

“Then we will look at potentialpartners – housebuilding partners– in due course.

“We’re in that process nowwhere we’re looking at the detailand suchlike. We’re confident.

“The housing market is lessbuoyant than it was, but it’s agood site.

“It’s not going to happen overthe next month or two. But I’d liketo think that in 12 months fromnow we’ll see some activity on thesite.”

DARESBURY’S concretetower has long been aCheshire landmark –and now its neigh-bouring science

campus is becoming a North Westbusiness landmark.

Sci-Tech Daresbury, formerlyDaresbury Science andInnovation Campus (SIC), is hometo dozens of small hi-tech firmsworking alongside the Scienceand Technology Facilities Council(STFC)’s 50-year-old DaresburyLaboratory next door. Almost1,000 people now work across thesite.

Langtree became the joint vent-ure partner in the campus inOctober, 2010, alongside a publicsector consortium of HaltonCouncil, the STFC and the NWDA.

“Prior to our involvement,”said Downes, “the NWDA hadinvested something like £60m inthe campus. They’d taken it to apoint where they wanted theprivate sector to get involved tocontinue that development.”

Daresbury Innovation Centre(DIC) houses more than 100companies, working in areas frommedicine to IT and hi-techmanufacturing.

“The key with DIC,” saidDownes, “is putting the privatesector next to the STFC facilitiesso they can get the collaborationand added value of being next tothe laboratories.

“That’s clearly working. Theyoperate a very strict gatewaypolicy for the occupants of thatbuilding to make sure they’refrom a science or innovationbackground.”

The neighbouring CockcroftInstitute, the national centre forresearch into particle acceleratorscience, is a joint venture between


CONTINUED ON PAGE 20

John Downes at Langtree Park, thestadium in St Helens built by hisdevelopment company, Langtree

Picture: GARETH JONES

20


the universities of Manchester,Liverpool and Lancaster. It hashelped Daresbury forge links withuniversities around the UK.

When Langtree arrived, thosebuildings were complete and workwas under way on VanguardHouse, a home for companies toobig for the DIC.

The first challenge for the jointventure was obvious – what hap-pens to firms that outgrow Van-guard?

“The other challenge,” addedDownes, “is trying to attractinward investment from maturecompanies that work in this fieldthat can benefit from the collabor-ation and the attraction of beingnext door to the STFC facility.”

In 2011, Downes and the Sci-Tech Daresbury team unveiledplans to create a “technologyvillage” around the campus – andsaid the project could attract asmany as 15,000 hi-tech jobs.

Those plans won another boostin August last year when, on avisit to Daresbury, Prime MinisterDavid Cameron said the site wasto become one of the Govern-ment’s Enterprise Zones.

And, just last week, the campuswas awarded £10m from theRegional Growth Fund to supportits growth plans.

“We had no knowledge of theEnterprise Zone initiative whenwe got involved,” said Downes.“But what Enterprise Zone statushas done is accelerated thedevelopment process.

“The Government has beenquite careful to get the balanceright in terms of Enterprise Zonesso they don’t get businessesmoving from location A tolocation B for tax breaks.

“They haven’t been targeted atmarket failure areas. They’vebeen given to areas that havegrowth but where EnterpriseZone status would accelerate thatgrowth.”

Enterprise Zones benefit fromsimplified planning proceduresand Government support forsuper-fast broadband.

Local authorities can retainany additional business ratesgathered in those zones and usethe cash to fund economic de-velopment, while companies thatmove there get business raterelief.

Langtree is now preparing toput infrastructure in place, in linewith the masterplan for the site,so building work can start quicklyonce investment comes in. But,again, Downes is wary aboutpredicting when the firstcompanies might move toDaresbury.

“There’s been an awful lot ofinterest in Daresbury,” he said,adding cautiously: “I wouldn’t saythat’s going to materialise in thenext few months in announce-ments that X or Y business iscoming to the site.”

Downes prefers to talk about a15-year development plan for thesite. He said: “As moredevelopment takes place, thetake-up here will increaseexponentially as we create thatscience and technology centre ofexcellence.

“We have a phasing plan ratherthan saying ‘we’ll build thisbuilding then this building’. Thatwill be driven by investor re-quirements.

“We wouldn’t have put moneyin if we hadn’t been confident.And that confidence is in-creasing.”

DOWNES honed hisskills at propertydevelopment andregeneration on someof the biggest re-

development sites in Britain – theformer collieries that closed inthe 1980s.

After working at British Coal,he moved to English Partnershipsbefore becoming senior de-velopment manager at Amec.

But, in 1997, he was asked byLangtree to become its de-velopment manager.

“They had a small propertyportfolio,” Downes recalled, “butthey didn’t have a developmentcapacity yet.”

Downes joined the board in 1999and became managing director in2001. Bill Ainscough, who foundedLangtree in 1982 and still owns it,today chairs the business.

Asked how he has helped tochange the business, Downes saidsimply: “Profile”.

“Clearly it’s a bigger business,”he added. “It’s a much biggerbusiness – it’s five times the sizeit was in net asset value terms,even now.

“We’ve got approaching 70 staff.We had 10 or 11 when I joined.

“We have developed the devel-opment side of the business, we’veworked very hard to improve theproperty portfolio, and we’veworked to develop a regenerationside to the business that didn’texist.

“I’d like to think we’re nowestablished as a regenerationcompany of some repute.”

Langtree boasts a propertyportfolio stretching across theNorth West, North East, York-shire and the West Midlands.

“It’s targeted at SMEs,” saidDownes. “That’s performing verywell. We’re at mature levels ofoccupancy across the portfolio.

“Between what Langtree ownsdirectly and what has gonethrough joint ventures, we’ve gotover 3m sq ft of property there.We’re at 90% let.”

Langtree is involved in threeproperty-related joint ventureswith the Homes and CommunitiesAgency (HCA) – Onsite NorthEast, PxP West Midlands andNetwork Space, which has re-developed former coalfield sitesacross England.

Not every Langtree project hasgone according to plan. Just lastmonth, plans for Langtree toredevelop a landmark site inBradford city centre werescrapped by the HCA.

Langtree had been due todemolish a former Odeon cinemaand build apartments and a hotelin its place.

But, in a statement last month,Downes said Langtree felt unableto sign up to a planning agree-ment that would have only givenit just eight months to create aviable scheme for the site.

He said: “It is totally incon-

ceivable that we could fit thewhole cycle of marketing,attracting interest and thenawarding a new building contractwithin the eight-month periodwhich in turn would have meantthat we’d be demolishing the(cinema) building without itsredevelopment having been sec-ured.”

But Downes is convinced thereis strong pent-up demand for newcommercial developments acrossthe UK – and believes Langtree iswell placed to meet that demand.

He said: “The group is in goodfinancial health. Gearing levelsare low. There is significantheadroom for additional borrow-ing in place. We’re in a good posit-ion.

“The market is not that buoy-ant. But we’re certainly on thelook-out for new opportunities,whether that’s investment ordevelopment opportunities.

“The recession has been hardfor us, as it has been for everyone.Development activity has beenseverely curtailed.

“But our property portfolio isaimed at the SME market, withshorter leases and flexible terms –and that is the kind of accommod-ation that companies look for in arecession. The performance of theproperty portfolio has been quiteresilient.

“Thankfully, we’ve had anumber of developmentopportunities that we’ve

continued to work on, such asthis,” he said, gesturing at theLangtree Park room.

“Also, we weren’t really caughtholding a lot of developmentopportunities that we acquired atthe top of the market. We decidedprior to that that the market wasgetting too hot, and we steppedoff.

“That’s put us in a good posit-ion now to start the wholedevelopment process again.

“It’s been hard, but we’ve copedwith it.”

Downes’ primary aim may be tomake money for Langtree. But, inhis understated way, he is clearlyproud of the business’s regen-eration work.

He said: “At the end of the day,first and foremost, Langtree hasgot to make a profit. That’s whatthis business is about.

“If we can do that and makechanges like this,” he saidgesturing at the Langtree Parkpitch again, “then that’ssatisfying.

“I come here to watch the game.People just turn up to watch thematch, and don’t turn around likeme and say ‘I remember that bitor that bit’.

“It’s the same with the GardenFestival. I saw all that to-ing andfro-ing, and now I can just standthere and see people who don’tneed to know the background justwalking around the gardens. It isvery satisfying.”

John Downes, left, walks Sir Terry Leahy and Lord Heseltine through the restored Festival Gardens, at OtterspoolPicture: JASON ROBERTS


21

ECONOMICDEVELOPMENT

▲▲ECONOMIC

DEVELOPMENT

World-class destinationLiverpool’s commercial quarteris now a Business Improvement

District (BID). TONYMcDONOUGH reports on howthe area is being transformed

The recently-completed Number 4 St Paul’s Square

22

ECONOMIC DEVELOPMENT LIVERPOOL COMMERCIAL DISTRICT BID


ONCE hugely popular, the Star-bucks Coffee outlet on the cornerof Liverpool’s Castle Street andWater Street will very shortly beclosing its doors for the final time.

It has been packed out for yearswith the “suits” of the LiverpoolCentral Business District (CBD) –but it has reportedly struggled inrecent months to generate enoughrevenues to justify staying open.

It might not be unreasonable tosuppose it is yet the latest victimof a vicious recession – but thetruth is probably not quite thatsimple.

What it almost certainly rep-resents is the changing nature ofthe CBD – in particular, the shiftin its centre of gravity from theCastle Street/Dale Street area toOld Hall Street a few hundredyards away. The last five years orso have seen a huge amount of

activity around Old Hall Street.Rumford Investments built 160,000sq ft of Grade A office space at 20Chapel Street – English CitiesFund has created even more thanthat at St Paul’s Square.

Downing and Bruntwood haveembarked on major refurbish-ment programmes at The Capital,The Plaza and the CottonExchange while UK Land andPochin have brought ExchangeFlags back to life.

This has led to an exodus ofprofessional firms, including lawfirms DWF, Hill Dickinson andWeightmans, from the old CBD tothe Old Hall Street district.

That is not to say Dale Streetand Castle Street are abandoned –far from it.

Occupancy levels remainhealthy in the context of theeconomic environment andproperty owners have spentmoney on refurbishment.

But Old Hall Street is now verymuch the centre of the CBD,which is not just shifting but isalso getting itself a real voice.

Early last year, the 700 or sobusinesses in the business districtwere balloted on a proposal tocreate a Business ImprovementDistrict (BID).

The BID model, under whichmembers pay a small levy on topof the business rates, was alreadyup and running in Liverpool’sretail district and Paul Rice, chiefexecutive of the then LiverpoolCommercial District Partnership(LCDP), pushed forward theproposal.

The businesses, who betweenthem employ more than 70,000people, voted in favour of the BIDand the LCDP became theLiverpool Commercial DistrictBID.

The levy they pay now totalsalmost £500,000 a year and goes

towards making the area “cleaner,greener, safer and more vibrant”by improving the public realm.The BID also has a wider remit topromote the district to inward in-vestors.

Sadly, Mr Rice died in Januaryafter an 18-month battle withcancer (see Page 24) but there areplenty who knew and loved himwho are determined to continuehis legacy.

Following Mr Rice’s death, GedGibbons, already chief executiveof the retail district BID, was app-ointed interim chief executive ofthe commercial district BID.

In an interview with the Liver-pool Post earlier this year, Mr Gib-bons, a long-standing friend of MrRice, said the formation of theBID had the potential to take theBDO onto a whole new level.

“The CBD accounts for 40% ofthe city’s economy and that is avery powerful lobbying voice,” he

said. “There is a great mix ofbusinesses here. Yes, we have thebig professional outfits, thecorporate law and wealth man-agement firms, and we also have arange of smaller businesses –shops, restaurants.

“What has been created here isa sense of fraternity, where the bigbusinesses will look after theinterests of the smaller ones.”

In the last few weeks, the BIDhas held an event to launch itsannual report. Accounts showtotal income for the BID came inat just shy of £475,000 and in thedocument it listed some of themilestones of the past 12 months.

These include:● The £3m refurbishment ofCastle Street;● The Commercial Office MarketReview which was distributed to34,000 property professionals;● Both supporting andparticipating in the Downtown

Ged Gibbons, pictured in St Paul’sSquare, is now overseeing the workof both the retail and commercialBIDS; and inset, left, David Guest

23


Liverpool in Business It’sLiverpool in Business conferenceand the Medicash Fit for Businessconferences;● Providing resources alongsideLiverpool Vision and ProfessionalLiverpool to look at the staging ofa special event in London aimedat attracting new occupiers to thedistrict;● Staging the first stakeholdermeeting to discuss super-fastbroadband and enlist the supportof levy payers;● Started working with LiverpoolVision on a £1.5m application forRGF (Regional Growth Fund)Round 3 programme monies toimprove areas of public realmwithin the BID area.

During the year, the BID alsowelcomed Paul Levy, of Phil-adelphia Central, who addressedthe DLIB conference and wasquoted as being impressed withthe progress made in Liverpool.

“It (Liverpool) is a fascinatingcity full of contrasts and colourwith a unique blend of old andnew.

“Both BIDS have played ahighly visible role in animatingthe city.

“It was great sharing the suc-cess BIDs have brought to theUSA and Canada with Liverpool’sbusiness community.

“Great progress has been madealready and I have no doubt thatBID status will make a bigdifference to the CommercialDistrict in Liverpool.”

The launch event was add-ressed by Commercial DistrictBID chairman, David Guest, whoheads up Bruntwood’s operationin Liverpool.

He told those assembled: “Thelast year saw us undertake awhole raft of activity designed toput us in a position to deliver theobjectives in our business plan

and invest the £3m now availableover the next four years.

“These objectives focus on fourcore areas – environment andsecurity, development andinvestment, promotion andmarketing and transport andaccessibility.

“The revenue generated eachyear from the levy amounts toabout £470,000 and we aim tomaximise the leverage throughmatch as far as possible.

“Over the last year, throughone-to-one meetings, events,forums and meetings we haveworked hard to engage with asmany levy payers as possible tohear their views and representthem effectively wherever we can.

“I would urge you, if youhaven’t already, to engage with usso that we can continue to ensurethat the BID can act as a powerfulrepresentative voice for bus-inesses.”

Castle Street, top, has undergone a £3m refurbishment – but Old Hall Street, above, has very muchbecome the centre of Liverpool’s commercial district over the past couple of years

ENTERPRISINGTHOUGHT

With Fiona Castela,project manager atEnterprise EuropeNetwork North West

I OWN a small company thatdesigns smart phoneapplications and mobilewebsites. We are looking toexpand our services intoEuropean markets, but I don’tknow where to start in findingpartners and new businessopportunities. Can you offerany help?

THERE are many ways youcan secure routes to marketin Europe, through salesagents, distributors, sub-contracts or joint ventures.

It can be one of the hardestdecisions to make whenconsidering trading abroad,and can have abig effect onhow yourcompany isrepresentedoverseas.

Somebusinesses optto sell directfrom the UK,while agentsact as anoverseas salesforce acting onyour behalf.

On the otherhand, adistributor will buy yourproduct from you, takingcontrol of the strategy afterthat.

The important thing is tolook for a partner that willadd value to your exportstrategy, and which matchesyour company well in termsof their expectations andscope.

Large organisations canafford to pay for consultantsor advisers that will seek outpotential trading partners,for them, but for smallbusinesses looking to tradewith Europe for the firsttime, the prospect of buildingrelationships, drawing upterms and fees and signingagreements can be daunting.

There are a number of keycriteria you can look out forthough. Firstly, their geog-raphy – it sounds basic butfind out if they cover thegeographical area you need.

Ask them about their trackrecord of working in thatparticular country – anunderstanding of thelegislation and, of course,

language is vital. Look alsoat the products they cur-rently work on and see ifthere is a good fit with yourown.

Ask them, too, aboutwhether they can providemarket research to feed intoyour sales forecasts. Help isalso available in the form ofbusiness databases.

Whether you are lookingfor distributors in certaincountries, or simply want toknow where the demand foryour services is high, bus-iness databases can help youfind suitable partners andpotential leads based on your

traderequirements,technologycapabilities ormanufacturingneeds.

At EENW, weoffer freeaccess to aBusiness Co-operationDatabase (BCD)that containsmore than14,000 companyprofiles andbusiness

opportunities.Through the database,

companies can search for theagent or distributor whichbest fits their needs,browsing by country oforigin, sector, area ofexpertise and much more.

All the profiles displayedon the database have beenentered by EEN colleagues inoffices throughout Europe,creating a huge market ofopportunities for localbusinesses.

We can even publish yourprofile on the BCD so thatothers can find you.● TO FIND out more, visitwww.eenw.org or call 0844 2598571 to speak with an adviser.

■ FIONA CASTELA isproject manager at EnterpriseEurope Network North West(EENW), an organisationfunded by the EuropeanCommission to provide freeand impartial business adviceto SMEs in the region.

■ IN ASSOCIATION withEENW

‘Look for apartner thatwill addvalue toyour exportstrategy’

24


THE transformation of Liver-pool’s Central Business District(CBD) over the past few years hasbeen a genuinely collaborativeeffort.

Both public and private sectorshave been instrumental in theprogress made.

But when such transformat-ional change takes place, thereare so often key individuals whosedynamism and vision help drivethings forward.

Paul Rice was one of thosepeople. In January this year, thechief executive of the LiverpoolCommercial District BID lost an18-month battle with cancer at theage of 54.

Following his death, a stream ofpeople lined up to pay tribute to aman whom they regarded as notjust an inspirational businessleader, but also a friend.

The consensus was that in Paulwe had lost one of the good guys.

He grew up in Hunts Cross andstudied modern English at theUniversity of Wales, in Cardiff.

He had originally wanted to be-come a journalist, but was put offby tabloid sensationalism.

In his 20s, he joined the publicrelations department at LiverpoolCity Council and in 1994 hebecame town centre manager ofWarrington.

In 2001, he returned to Liver-pool to become its city centremanager, before going toManchester in 2004 to becomechief executive of its city centremanagement company.

He took the helm at what wasthen the Liverpool CommercialDistrict Partnership in 2006.

A devoted Liverpool FC fan, hewas also lifetime vice-president of

the Spirit of Shankly Supporters’Union.

He is survived by two daughters– Janine and Louise.

In 2010, he was was diagnosedwith MDS – a form of bloodcancer similar to leukaemia.

He underwent courses ofchemotherapy as well as a bonemarrow transplant at the RoyalLiverpool University Hospital.

Despite the intensive, invasiveand gruelling nature of his treat-ment he continued to work tire-lessly, successfully campaigningto secure a “Yes” vote in the ballotlast year to achieve BID status forthe commercial district.

In July, Paul was give a post-humous lifetime achievementaward by the Association of TownCentre Managers (ATCM) at itsannual ceremony at the Univer-sity of Bristol.

He was a former ATCM boardmember and a well-known figurewithin Business ImprovementDistricts across the UK andabroad.

Martin Blackwell, chief exec-utive of ATCM, said at the cer-emony: “Paul Rice was a remark-able man who had a pioneeringapproach to town centre manage-ment.

“His death represented a hugeloss to us at the ATCM and to thehundreds of people throughoutthe UK he helped inspire andsupport.”

In his address at the launch ofthe BID annual report, chairmanDavid Guest paid tribute to Paul.

He told the audience: “Virtuallyeveryone here will, of course,know that at the beginning of thisyear we very sadly lost the manwho spearheaded the BID cam-

paign and deservedly is creditedwith many of the developmentsundertaken.

“The death of Paul Rice was ahuge and devastating loss for usall.

“Many of the achievements youwill see detailed in the annualreport you have all been given areeither a direct result of Paul’svision and passion for the Districtor a reflection of his positive andlasting legacy.

“The ATCM this year quiterightly honoured him for a life-time achievement award.

“One of Paul’s greatest attrib-utes was his ability to relate topeople and develop effectiveworking relationships at all levels.

“A partnership approach con-tinues to be crucial and integralto how the Commercial DistrictBID operates.”

‘Paul Rice was a remarkable manwho had a pioneering approach’

Paul Rice continued to worktirelessly for the Liverpoolcommercial district right up tohis death in January this year

25

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26

HOW GREEN IS YOUR BUSINESS?

Fletchrose groundworker Bobby Hughes, left, withFletchrose operations manager, Bill SargeantFletchrose groundworker Bobby Hughes, left, withFletchrose operations manager, Bill Sargeant

IN ASSOCIATION WITH

A Green Print for successAintreebuilding firmplays its part in creating agreener environment for LiverpoolMERSEYSIDE building firmFletchrose is carrying out arefurbishment of Athol VillageHall, in north Liverpool, as part ofthe city’s Green Print for Growthscheme.

The village hall in VauxhallRoad sits at a key point in theproject site plan, marking thebeginning of what is set to becomethe UK’s greenest city park.

Regeneration body, LiverpoolVision, is leading the project andhas recently announced details ofthe 10-year plan.

Aintree-based Fletchrose isworking directly for socialhousing provider, RiversideHousing, under this element ofthe wider scheme.

The Green Park is set to

establish green landscaped linksbetween the city centre and northLiverpool, south Sefton and thewaterfront.

Under the initiative, new greenspaces will be created by en-couraging developers to integrateopen areas for the widercommunity to enjoy, play andrelax in.

New planting of shrubs andtrees along major routes(amounting to 10 trees planted forevery resident living in thescheme boundaries), as well asimprovements to viewing points,also forms part of the project.

Athol Village Hall will undergoa major transformation under a£250,000 refurbishment pro-gramme that is now under way.

The hall has lain unused foreight years and, once complete, isset to become a hub for localcommunity activity.

Bill Sargeant, operations man-ager at Fletchrose said: “As aLiverpool-based contractor, it’sgreat to be part of the early stagesof this fantastic initiative.

“We’re now mid-way throughour work at the village hall andhave a team of 20-plus skilledtradesmen on site.

“Work on site is progressingwell and we look forward tohanding over the revamped halland developing our relationshipwith both Riverside and LiverpoolVision further as the Green Printscheme continues to buildmomentum.” Athol Village Hall – undergoing a major refurbishment

27

HOW GREEN IS YOUR BUSINESS?IN ASSOCIATION WITH

Brian Berry, chief executive of the FMB – when agreedtimeframes are not adhered to, businesses lose faith in what theGovernment is saying

A need for actionIndustry leaders slamGreenDeal confusionBUSINESS leaders claim theGovernment is making a “dog’sdinner” of its Green Dealinitiative and is not listening toBritish industry.

The Green Deal is designed tohelp business and home owners toemploy more green technologiesin their properties.

The idea is simple – install newgreen technology into yourproperty with no up-front costs.People will pay back the coststhrough their energy bills over aperiod of time.

But the project has been doggedwith delay and uncertainty andthis has exasperated industryleaders who claim investorsin green technology are beingscared off.

Earlier this month, theFederation of Master Builders(FMB) warned that delays to workbeginning under the Green Dealwill hinder growth in theconstruction industry.

The Government originallypledged that work under theprogramme would begin onOctober 1 this year, but ministershave now confirmed that this willnot be happening until Februarynext year, when the repaymentmechanism is in place.

However, households will beable to get their homes assessedfrom this month onwards andcompanies that want to becomecertified Green Deal Installers canalready apply for certification.

Brian Berry, chief executive ofthe FMB, said: “The FMB has longargued that for the Green Deal tosucceed, Government mustgenerate business confidence inthe scheme by sending clearpolicy signals.

“When agreed timeframes arenot adhered to, businesses losefaith in what the Government issaying.

“This could mean that the nexttime such a scheme is announced,these businesses will be reluctantto invest in the areas of theirbusiness that are essential to theGovernment delivering theirpolicy objectives.”

David Hunt, a director ofMerseyside renewable energyfirm, Eco Environments, and aleading figure in his sector, is alsounhappy with the way the GreenDeal is being handled.

He called the Green Deal“undercooked” and said otherpeople he had spoken to in therenewables industry haddescribed it as a “dog’s dinner”, a“car crash” and a “farce”.

Speaking at a recent event inLondon, he said: “The Green Dealwas never intended as a driver forrenewable technologies, that isthe role of feed-in-tariffs and theRenewable Heat Incentive.

“But energy efficiency iscritical for homes, businesses andUK plc to reduce its carbonfootprint and energy use.

“The Green Deal should be theideal opportunity to support andaddress this issue, but we arefacing a very undercooked policybecoming live and a Governmentthat is not listening.

“The big problem is that notonly could this be a massiveeconomic wasted opportunity, itwould once again spook investorsfrom engaging with other essent-ial renewable and energyefficiency projects.”

Mr Hunt referred to the courtdefeats suffered by theGovernment in the past year overthe reduction in feed-in tarifflevels available to homeownersand businesses keen to go aheadwith solar PV installations.

He added: “It is not so much thetariff levels that have had suchnegative impacts, more theuncertainty caused in investors,from infrastructure scale tocommercial and even domestic-sized projects.

“The battle between theDepartment of Energy andClimate Change, who have learntlessons from the past, and theTreasury is making everyoneuneasy.

“We need to see a Governmentlistening to the industry and weneed to a Treasury seeing thegrowth opportunities.”

Mr Hunt cited a CBI reportwhich predicted a “smart” greenpolicy approach could boost theUK economy by almost £20bn.

He added: “It is already happen-ing elsewhere the world over andwe’re losing ground – and facingblack-outs.”

David Hunt – we’re losingground

ENERGYMATTERS

David Hunt,director ofEco Environments

WITH the big energy com-panies announcing anotherswathe of price rises, it is nosurprise that combating theirever-mounting gas andelectricity bills is now thebiggest issue for the majorityof businesses.

According to the results ofthe Business EnergyBarometer – published by theUK energy broker, BusinessJuice – one in 12 companiessaid they would face “cata-strophic” consequences if thetrend for 25% year-on-yearprice rises continued, while31% said the impact woulddamage the way they dobusiness.

Another recent survey, thistime by Deloitte, claimed that90% of large companies hadnow put in place an energyreduction strat-egy in an att-empt to combatspirallingenergy costs.

In the case ofthe manu-facturing sector,Deloitte said:“Energy costinflation is not acyclical trendrequiring atemporaryresponse.

“For sometime now,manufacturershave been experiencinginflated energy costs, andhigher prices are here to stay.

“Structural reform isnecessary, involving astep-change in thinking,process and actions withregard to energy usage.”

Among the key issues theaccountancy giant saidorganisations needed to lookat were financial discipline,energy management, sustain-ability and workforceengagement.

While the bigger com-panies may have led the wayin starting to tackle theenergy costs crisis, we arealso seeing a growing num-ber of enquiries from SMEswanting to put in place theirown energy reductionstrategy.

We have been workingwith a breadth of companiesranging from companieskeen to install a small solarPV array to take advantageof the Government’s feed-intariff incentives, through to

high energy users such asCheshire-based temperaturecontrolled storage anddistribution specialist ColdMove which commissionedus to install 400kWp –comprising almost 1,700 solarpanels – across its two sites.

In the case of our manu-facturing customers, manyare investing in energyefficient lighting systems tohelp slash their bills andsignificantly reduce theircarbon footprint.

The return on investmentfor such installations can beas little as two years in manycases.

And then there are gen-uinely groundbreakingprojects such as ArmstrongPoint – the UK’s first zero-energy cost business park, in

Wigan, whichhas just beencompleted.

The schemehas embraced arange of re-newable energytechnologiesincluding90kWp of SolarPV, a 6kW windturbine, ninesolar thermalhot watersystems andnine heatpumps.

The £2.7m de-velopment, on the old Britvicsite at Swan Lane, HindleyGreen, will provide ninehigh-specification businessunits where tenants will nothave to pay out any energycosts.

Such has been the re-sponse to this pioneeringproject, the company behindit is now looking to roll-outsimilar developments toother parts of the UK.

Forward-thinking bus-inesses – just like savvyconsumers – can do a lot tocombat the seeminglyremorseless rise in the costof energy.

In these tough economictimes, the kind of savingswhich are possible can helpto make the bottom line looka lot brighter, while at thesame time enabling you andyour workforce to contributeto a more sustainableenvironment.

■ IN ASSOCIATION withEco Environments

‘Mountinggas andelectricitybills prove abig issue forbusinesses’

28

Picture caption - Pupils from MuchWoolton Catholic Primary school inWatergate LaneWoolton put theirbest feet forward in the walk to school with Jane Moore of the MerseytravelTravelWise Campaign

Merseytravel’s TravelWise campaign hassupported the project for 13 years andthis year over 50,000 children and theirparents joined in the ‘Walk to SchoolMerseyside’ campaign.Walk to School Week aims to createhealthier, happier and greener schoolsby encouraging the school community towalk to and from school. It’s a great way

for families to spend time together, enjoythe walk, get some exercise and make newfriends with other parents and childrenalong the way.TravelWise realise that walking to schoolisn’t always an easy option, people havecomplex journeys to make which mayinvolve dropping children at differentschools before getting themselves to work,

all within a tight timeframe. Howevereven parking a five minute walk away willreduce school gate congestion and stilloffers the ‘feelgood factor’ and healthbenefits of a short morning walk.Much Woolton Catholic Primary Schoolhave taken part in the Walk to SchoolCampaign since 2007. Rachel Beckwiththeir Year 1 Teacher and Walk to School

Co-ordinator said: “Our school alwaysenjoys taking part in the Walk to Schoolprojects, the children love it and it helpsthem start their day energised and alert.The FREE resources from Merseytravelmake the week a big hit with our childrenand make the week really easy toorganise.”TravelWise Merseyside is MerseysideTransport Partnership’s campaign to helppeople in Merseyside to make smartertravelchoices– towalk,cycleandusepublictransport. Visit www.LetsTravelWise.org for more information.

*T&C’s apply.See online for details.

BACK BYPOPULARDEMAND!

*T&C’s apply. See online for details.

Visit merseyferries.co.uk or call0151 330 1444 for more information

merseyferriesFollow us or like us at: @merseyferries

* FFrom 16 th Octoober – 44 th Noveembeer 22012

merseyFollow us or like us at:

Walk to School WeekADVERTISING FEATURE

29

INTERNATIONAL TRADE

The Chinese delegation with Cllr Nick Small, centre,Madame Ren, to his left, and Dr Penny Attridge, leftThe Chinese delegation with Cllr Nick Small, centre,Madame Ren, to his left, and Dr Penny Attridge, left

Chinese in talks on link withLiverpool’s biomed sectorDelegationmeets council andNorthWest Fund leaders to foster closer business tiesA CHINESE trade delegation hasvisited Liverpool to explore waysof building greater ties with thecity’s biomedical sector.

The five-strong team from theAnhui province, in eastern China,was welcomed by SPARK Impact,which manages the biomedicalarm of the North West Fund.

Its senior investment manager,Dr Penny Attridge, provided anoverview of the work of the fund,as well as a tour of the city, takingin Liverpool Science Park and thetown hall.

Led by the deputy general

director of Anhui’s technologybureau, Madame Ren, the focus ofthe delegation’s visit was to buildstronger links with Liverpool’sbiomedical community as theprovide aims to develop anincubator hub in the provincialcapital, Hefei, to assist UK firmsentering the Chinese market.

The delegation met with ChrisMusson, Liverpool Science Parkchief executive, Andy Snell, headof international investment atregeneration agency LiverpoolVision, and Cllr Nick Small, thecity’s cabinet member for

employment, enterprise andskills, and newly-appointed chairof the Eurocities EconomicDevelopment Forum.

Dr Attridge said: “We arecommitted to helping for-ward-thinking businesses in theNorth West biomedical sector tofind the latest and most effectiveroutes to market.

“The delegation from Anhuihas ambitious plans to develop itsown facilities to aid the growth ofbiomedical technology and invest-ment in the province, and itspeaks volumes that they

approached us to discuss bestpractice, while engaging with theScience Park about the potentialfor a formal link.”

She added: “They were alsokeen to meet officials from thecity council and Liverpool Visionto discuss ways of connecting thetwo cities more formally.

“Having that shared approachis essential for Liverpool to reachemerging markets and we all hopethe visit spells the beginning of astrong relationship between thetwo cities in the future.”

SPARK manages a £25m facility,

which is a sub-fund of the £170mNorth West Fund provided by theEuropean Investment Bank andthe European Regional Develop-ment Fund with the am ofsupplying debt and equity fundingto small- and medium-sizedbusinesses in the north west ofEngland.

The North West Fund for Bio-medical was launched in Feb-ruary last year, and has alreadyreceived more than 200 applic-ations. It is expected to invest inabout 50 businesses and has made25 investments so far.

30

KNOWLEDGE ECONOMY

Mersey firmsCOMPANIES in the Liverpool cityregion are already benefiting tothe tune of millions of poundsthanks to the growth of theoffshore wind sector.

That was a key message of aconference held in Liverpool inOctober to highlight theopportunities in the offshore windsupply chain.

“UK content in the offshorewind supply chain – beyond theturbines” was organised byindustry body, Renewable UK, inconjunction with the LiverpoolCity Region Local EnterprisePartnership (LEP).

Held at the city’s BT Conven-

tion Centre, the event featured anumber of speakers from theoffshore wind industry, from thesupply chain and from centralGovernment.

It heard from Toby Edmonds,from European energy giant RWEAG, which is building the hugeGwynt-y-Mor wind farm, inLiverpool Bay.

The £2bn project is due forcompletion in 2014 and will be oneof the biggest wind farms in theworld.

It will have a capacity of 576MWwhich will be able to supplypower to more than 400,000 homeseach year.

Project director Mr Edmondstold the delegates: “This willmake a very significantcontribution to the UK’s energyinfrastructure.

“We are a little bit fartheroffshore than we have been in thepast – eight miles off the NorthWales coastline in Liverpool Bay –and we are a bit deeper than wehave been in the past, too –between 12 and 28 metres.

“It began life back in 2003 but itgot interesting in December, 2010,when the Government gave uspermission to build it.

“There are 160 3.6MW turbinesand there are two offshore sub-

Wind farm industry leaders gather in Liverpool to

The Gwynt-y-Mor wind farm, in Liverpool Bay, will be fullyoperational in 2014; inset, left, project director Toby Edmonds

Robert Hough addresses the offshore conference

31

KNOWLEDGE ECONOMY

stations and the cabling, andonshore there is also a substantialelement.”

RWE operates from two onshorebases – Birkenhead and Mostyn.The Birkenhead part of theoperation works out of theCammell Laird shipyard.

Mr Edmonds talked about theopportunities in the supply chainfor local firms.

He said: “When people think ofoffshore wind they just think ofthe big turbines out at sea, but inreality they only represent 40-50%of the total cost.

“Put another way, that means50-60% of the project that isn’t

turbines offers opportunities forcompanies in the local supplychain.”

Mr Edmonds added that so far£310m in contracts had beenawarded to the supply chain bothin the Liverpool city region andbeyond.

Companies in Merseyside andCheshire that have benefited sofar include:● Cammell Laird, in Birkenheadfor port facilities and mobilisation– worth £8m;● IH Brown, in Warrington, forport enabling work – valueundisclosed;● CMACS, in Wirral, for marine

mammal monitoring – valueundisclosed;● Hughes Sub Surface, in Bootle,for diving services – £5m.

Delegates also heard fromRobert Hough, chairman of theLiverpool City Region LEP.

He said it was essential the cityregion was equipped in terms offacilities, skills and expertise totake full advantage of the supplychain opportunities on offer.

The LEP, he said, had identifiedoffshore wind as an industrysector that offered huge growthpotential for Merseyside.

He added: Our challenge as UKplc and the city region is to

demonstrate our capabilities andensure that our offer meets theindustry’s requirements.

“Of course, like all large port-based engineering centres in closeproximity to large offshore windfarms, we would dearly like toattract the large wind turbinemanufacturers to establish a basehere – and we will continue tostrive for that outcome.

“But this industry is about farmore than turbines.

“The reality is reflected here inour city region.

“We have companies working inareas as diverse as seabedmapping, electrical harmonics

and distribution, corrosion pre-vention and insurance. The keymessage from that snapshot isthat the range and diversity ofopportunity presented by theindustry is huge and that many ofthese companies diversified intothis industry, adapting theirexisting expertise and products.”

Mr Hough welcomed the cityregion being designated by theGovernment as the sixth CORE(Centre of RenewableEngineering) area of the UK andthe first on the west coast.

“We are working with theGovernment to maximise thebenefits of this,” he added.

look to reap offshore benefitThe foundation of a turbine being installed at the Gwynt-y-Mor wind farm

discussopportunities for local companies in the supply chain inwakeof initial £310mdeals

32

COMMERCIAL PROPERTY

Forever 21 bucks the trendUS-based fashion retailer’s 40,000sq ft city centre storewill tradeacross five floors and is due

THERE is barely a week goes bywithout hearing yet another taleof woe from the UK’s troubledretail sector.

In the wake of the 2008 financialcrisis, a number of high streetstalwarts have fallen by thewayside.

Woolworths, MFI and Zavviwere just a few of the big-namecasualties, and, in the last fewweeks, JJB Sports has also givenup the fight.

However, despite the vicious

economic climate, Liverpool citycentre has been holding its own. Aremarkable feat when one con-siders that, in previousrecessions, the city was oftenamong the hardest-hit.

The completion of the £1bnLiverpool One development in2008 has given the city’s retailsector an air of confidence.

Such is the belief here now thatUS retailer Forever 21, working inpartnership with site owner RoyalLondon Asset Management, has

chosen the city centre as thelocation for its first outlet in thenorth west of England.Nicknamed the AmericanPrimark, it is due to be completedin spring next year.

Work on the £25m project, onthe corner of Church Street andWhitechapel, began in Januarythis year and already the frame-work of the building is starting toemerge.

The previous building had to bedemolished to make way and a

significant piece of Liverpoolhistory went with it.

Back in the early 1960s, thebuilding housed the office ofBrian Epstein, manager ofThe Beatles. On January 24, 1962,John Winston Lennon, GeorgeHarrison, James Paul McCartneyand Richard Starkey (Ringo Starr)all put their names to paper on afive-year deal that would guar-antee them just a farthing eachfor every record sold. Epstein,who ran the NEMS record store

on Whitechapel, drew up thecontract having been blown awayby the band’s performances atThe Cavern.

When completed, the Forever 21store will span five floors andhave a sales space in excess of40,000 sq ft.

McLaren Construction is thecontractor charged withdelivering the project.

Already visible is the steelstructure which now extends 22metres above the site hoarding.

Work on the construction of the Forever 21 store is now well under way, withGraham Lumberg, of McLaren Construction, inset, right, leading the project

33

COMMERCIAL PROPERTY

of retail gloomto open its doors to eager shoppers next year

Over the next few weeks, 1,000pieces of steel will be deliveredand installed.

“On wider construction work,good progress has been made todate, despite difficult groundconditions and the existence ofstructures that had been leftunderground.

Director of McLaren Construc-tion, Graham Lumberg, said:“This project is logisticallychallenging, involving theconstruction of a building in the

middle of one of Liverpool’sbusiest high streets.

“Despite this, we have workedwith our concrete specialists andhave managed to overcome theaccess difficulties of working inthe centre of the live retail area byworking into the late evening andstarting work while most peopleare in bed.

“The scale of work being car-ried out can be assessed by theamount of concrete involved –some 4,000 tonnes of waterproof

concrete has been placed in thenew basement and sub-basementwhich extends over six metresbelow street level.

“Working in this exceptionallybusy environment has required arobust project management plan,co-ordinating our activities withthose of the city centre manage-ment team and our neighbours.

“We have been overwhelmed bythe cooperation we have received,particularly from the adjacentmarket stalls and the Boots store.”

How the Forever 21 store will look by day and by night when completed

Brian Epstein with The Beatles in the 1960s

34

t. 0844 259 8571e. [email protected]

www.eenw.org

North West England

The Enterprise Europe Network (EEN) offers support onlegislation and advice to businesses across Europe andin over 50 markets globally to help you make the mostof the opportunities in the European Union and beyond.

Our services are specifically designed for small andmedium enterprises (SMEs) but are also available toall businesses, research centres and Universities acrossEurope.

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35

Pesto14, Paradise Street,Liverpool L1 8JFTel: 0151 708 6353webaddress:pestorestaurants.co.uk

THE NETWORKER

BUSINESS LUNCH

DETAILS

Martin Wilcocks

Pesto, in Liverpool One – offers a Tapas-style Italian menu

TonyMcDonoughmeetsMartinWilcocks, director of Liverpool’sWilcocks&Associates

LIKE many entrepren-eurs, Martin Wilcocks’spath to success has notalways been a smoothone. The director and

founder of Liverpool wealthmanagement firm, Wilcocks &Associates, took a huge hit whenthe financial crisis of 2008 shookthe world.

Wilcocks had been riding highon the property boom, arrangingmortgage and insurance productsfor residential and commercialmarkets.

Said Martin: “When the creditcrunch hit, it took a massivechunk out of our turnover.”

But, like so many entrepren-eurs, Martin, along with hisbrother and fellow directorRobert, spent little time lickinghis wounds and set about re-inventing the business for a newera.

Now Wilcocks, based at ThePlaza, in Old Hall Street, isenjoying rapid growth once again.

It now provides an integratedestate planning and wealth man-agement service, including willsand various will trusts,inheritance tax mitigation,independent financial advice andinvestment management services.

In recent weeks, it has secureda £25,000 loan from MerseysideSpecial Investment Fund to helpexpand the business, recruitfurther staff and fund marketingcampaigns.

Employing seven staff, thebusiness is expected to growturnover by 300% this year andMartin believes it is only a matterof time before it breaks throughthe £1m barrier.

“Right now, things are non-stop,” he said. “We are moving at100 miles per hour.”

We met for lunch at Pesto, atthe Liverpool One retail andleisure development.

The restaurant is a Tapas-styleItalian restaurant facing ChavassePark, and, although it is part of achain, it is probably a notchabove the other eateries nearby.

Tapas-style menus often pre-sent a dilemma – there is a riskof ordering too much or notenough.

After a brief conflab, Martinand I agree to choose threedishes each, as well as aselection of Italian breads.

So, in no particular order, weopted for peroso, a fieryTuscan stew; polpette dimanzo, meatballs;patate al origano, abowl of mini spicedpotatoes; gamberoniall’ aglio e

peperoncino, sauteed kingprawns; salsiccia peperonata,spicy sausage; peperoni ripieni,filled red and yellow peppers.

I have been to Pesto before andthe Tuscan stew is always anessential for me.

The sauce is as rich andflavourful as you could imagine,and the beef is so tender it justfalls apart as soon as you touch itwith a fork.

Try as I might, I simply cannotget close to recreating thisamazing dish at home.

King prawns are a particularfavourite of Martin’s and he wasdelighted with what was servedup.

“The king prawns were a realwinner for me,” he said. “Themore chilli the better, as far as Iam concerned.

“I also thought the meatballswere really tasty.”

A typical Wilcocks client wouldbe someone either retired orabout to retire with around £1mupwards of assets.

The firm aims to offer the mosttechnologically up-to-date serviceit can, so each client gets theirown “real-time” web portal tostore, view and manage all theirinvestment and financial inform-ation, as well as a smartphone appproviding access to the system.

At the time of the MSIF invest-ment, Martin said: “We want toblow away the image of stuffywealth managers and bring theindustry into the 21st century.

“In essence, we are providingthe same offering as a City firmright here in Liverpool but at afraction of the cost.”

Martin and Robert, a financialadvisor, started the firm in 2005.Martin had previously worked forbanking giant Barclays for 14years in a variety of roles.

“We have worked hard over thepast three years developing ourwealth management proposition,”

he said.“It has taken a

long time to getthings how wewant them andI am really

excited at where we are right now.We have 11 different marketingstrategies on the go and one of thekey things we have been doing isgoing out on the road and organis-ing events to let potential clientsknow who we are and what wecan do for them.”

Wilcocks has printed leafletsadvertising these events and hashad them inserted into freenewspapers being delivered toaffluent parts of Merseyside –places like Heswall and WestWirral.

“We look for around a 1% re-sponse rate from the leaflets andthat gives us enough people to beable to host an event,” addedMartin.

“The marketing strategy, whichalso includes social media, isabsolutely key for us.

“At the moment, I am handlingall of that side of the operationand could really do with a hand.

“That is why we are about totake on a marketing graduate andthat will take our employee

numbers up to eight people. Whatwe are offering people is anholistic proposition. You don’toften find financial planning andestate services being offered bythe same provider.

“We are fully licensed to offerboth and that is a really bigselling point for us.”

Tax planning has become athorny political issue in recenttimes with both wealthyindividuals and companies beingaccused of tax avoidance.

Martin insists Wilcocks doesnot offer tax avoidance servicesbut admits it can sometimes be afine line.

One service the firm offers ishelping people pass on theirassets to children using trusts.

However, if local authoritiesbelieve people are deliberatelyputting assets into trusts to avoidpaying for their own care whenthey get older, they can poten-tially attack trusts through thecourts.

Martin says the firm is carefulabout taking on clients in thatparticular situation: “There is aline we do not cross,” he said.

“Deliberate deprivation ofassets is something we will notsupport. When people talk to usabout protecting their assets, welook at a range of issues includingtheir age and health.

“We need to know if there apossibility they may need care inthe near future – perhaps withinsix to nine months, and if so wemay advise against passing assetsinto trust.”

Martin has big ambitions forthe firm. He added: “I am veryexcited about our future. We areexpanding into Dubai and I thinkwe could be employing 20 peoplenext year. And, over the next 15years, we could have £500m ofassets under management.”

36

THE NETWORKER

THE BUSINESS LISTTUESDAY, NOVEMBER 13/ THE FEEL GOOD FACTOR

Warrington-based photographer Andrew Collier is donating part of his portrait fees to the North West Cancer Research Fund

Monday, October 29THE Employment and SkillsGroup is holding a series of opendates at its Liverpool office at 19Bold Street, up until next spring,with one open day each monthapart from December.

After next week’s Octoberpresentation, the next open dayis scheduled to take place onNovember 26.

The events are aimed atschools, pupils, careersadvisors, parents, trainingproviders, JobCentres,community agencies andemployers and will outlineapprenticeship-basedemployment opportunities.■ FOR further details, pleasephone Julie Westbrook on0151-702 6111.

Tuesday, October 30A NETWORKING lunch is takingplace at Liverpool’s Thistle Hotel,from 12.15-2.15pm, organisedby Liverpool Chamber ofCommerce.

The “Meet and Eat” eventoffers networking booths andstructured networking sessionsto boost customer contacts.■ FOR further information onthe event, please visit:www.liverpool chamber.org.uk/events.html? eventID=3005

Tuesday, October 30ST HELENS Chamber ofCommerce has set up a freeone-hour seminar for memberson which health and safetystrategies could affect theirbusinesses and organisations.

The Leading Positive Health &Safety event will touch on the“hot topics” that businesses willneed to be aware of, and howthe right approach towardshealth and safety can help toprotect them in thesechallenging times.■ FOR further information,please contact the Chamber on01744 742000.

Wednesday, October 31ANOTHER free seminar, this timefor members and non-membersof St Helens

Chamber of Commerce, entitled“Scared to Export”, will providehelp for any firms eager to breakinto the export market.

Macdonald Portal Hotel, Golfand Spa, in Tarporley.

Mr Farleigh will speak abouthis own inspirational tale of

rags-to-riches and what it waslike to be a “Dragon” investor onthe popular TV series.

He will be joined by PhilJones, head of the UK arm ofmulti-national company Brother,and Clive Drinkwater, North Westregional director of UK Trade andInvestment.

There will also be networkingbreakfast and lunch sessionsand a range of workshops,including getting to grips withTwitter, Facebook and blogs.

Tickets for the business expoare priced at £45, includinglunch.■ TO CONFIRM your place andto obtain a full list of workshops,please contact Pauline Crozieron 01606 888111 or [email protected]

PORTRAIT photo-grapher Andrew Collieris inviting businesspeople to have theirpictures taken as partof a fund-raising drivefor the North WestCancer Research Fund(NWCRF).

The Feel Good

Factor will take placeat the Liverpool Med-ical Institute, 114Mount Pleasant, andwill make a donation tothe fund for everyportrait taken.

The NWCRF providesmoney to help fundresearch at the Uni-

versity of Liverpool, aswell as LancasterUniversity, and BangorUniversity.

Business portraitscost £125, with £15donated to the cancercharity.

Sessions start at9am and guests are

asked to arrive 15minutes before theirappointment.

Warrington-basedAndrew Collier Photo-graphy specialises incontemporarybusiness portraits.

He has worked withNWCRF since 2009 and

uses his photographyskills to help thecharity raise vitalfunds.■ TO BOOK a portraitsession, please con-tact 01925 471091 orvisit www.andrewcollierphotography.co.uk

Richard Farleigh

The event will feature compan-ies who have experience in ex-porting who can offer top tips,and it will also explain what helpand advice is available throughthe Government-backed UKTrade & Investment organisationto help avoid any pitfalls andmake the most of assistance fortrade trips or subsidies.

Thursday, November 1BUSINESS leaders have thechance to take on top tips fromentrepreneurial expert andformer Dragons’ Den starRichard Farleigh.

The Australian, who wasknown as the “Mr Nice” of theBBC series, is the headlinespeaker at the Cheshire

Business Expo being held at theVenue – The Thistle Hotel, Liverpool

37

ALISTAIRHOUGHTON

THE NETWORKER

. . . in which creatives go for gold as aTriangle becomes a quarter at thelaunch of Liverpool’s trendiest sheds

THERE reaches apoint in everyone’slife when they need ashed. And if you’re acreative with a shedfixation, then there’sa place for you in theBaltic Triangle.

This month’s hotbusiness bash was the “launch” of theBaltic Creative project to convert“crinkly sheds” around Jamaica Streetinto a crucible for the creative sector.

The invitation called it a launchevent – though, as I kept grumpilypointing out, parts of Baltic Creativehave been open so long that the launchboat has not just been missed but isalready on its seventh journey toJamaica.

But, in fairness, this would be thefirst time that I’d set eyes on the so-called Catalyst Phase of the project. I’dseen an artist’s impression of a line ofsheds inside a larger industrial unit,and wanted to see more. Plus, Cainsbrewery was supplying the beer.

I was going to walk from the office,but I was offered a lift by a trio ofcolleagues. In a Mini.

“It’ll be OK”, I said to myself,putting myself on stand-by to startwalking. “Minis are bigger than theyused to be”.

Well, they might be. But I still had tofold myself up, with all the elegance ofa camel attempting origami, to wedge

myself into the passenger seat. Wedrove along Jamaica Street and I keptan eye out for a parking place ex-pecting, as on previous visits, thatfinding the right bit of Baltic Creativemight prove a puzzle to match Rubik’sMagic. I was very, very wrong.

It turns out that the latest phase ofBaltic Creative includes a strikingentrance onto Jamaica Street itself.

No more are Baltic Creative tenantshiding their lights under bushels, or atleast hiding their talents insidecorrugated iron sheds with little BalticCreative signs on the sides.

Instead, the tenants of the CatalystPhase now share a glass atrium whoselights blazed out onto the street out-side, illuminating the smokershuddling chilled outside.

The Mini parked, and I unfoldedmyself slowly and painfully from thedashboard, before sneaking past thesmokers and into the warmth.

NOW, sheds are normallyassociated with men – andolder men at that. They’reseen as refuges from thehouse, where men can

disappear to be with theirlawn-mowers, paint pots and tools.

There’s even an Age UK scheme,Men In Sheds, designed to encouragemen over 55 to socialise throughpottering about in sheds. As Age UK

puts it charmingly, “a shed is to a manwhat a handbag is to a woman”.

I’ve never spotted any lads dancingaround a shed in a tin-pot nightclub,mind – though I have seen themdancing to Shed Seven.

But Baltic Creative wants you toshed that shed prejudice and takethose warm wooden walls into yourcold stone hearts.

FOR those for whom thetriangle is untrodden turf, aprimer: the Baltic Trianglehas for some time now beenearmarked as a creative

quarter, and has become regenerationbodies’ chosen destination for creativeand digital investors.

For a while, the Baltic pioneersseemed like dreamers, chasingrainbows. But, in more recent years,the opening of creative complexElevator Studios, the opening of eateryCamp & Furnace and the start of BalticCreative have brought new life intowhat was previously a half-wastelandof industrial units.

Among those units was a group ofsheds with corrugated roofs – the“crinkly sheds” – and it’s those thathave become Baltic Creative.

The first phase sheds are still simpleunits, albeit with funky interiors. Butthe catalyst phase is something else.

Truth be told, the development is farmore exciting than any press releaseor CGI image had made it seem.

First, the new frontage brings colourand life into the previously quietJamaica Street.

Then, you walk through the glass-fronted atrium and into a parade ofsheds. But not just little garden sheds –these are supersheds, housing artists,designers and other creative entre-preneurs. And, right at the back, is thesnazzy tree-lined home of theenthusiastic PRs of Agent Marketing,promoters of the launch shindig.

If other local creative enterprises arespeakeasies, tucked away and onlyfindable if you know they’re there,then the new Baltic Creative is athumping great creative disco down onthe triangle’s main drag.

And, as the launch event proved, it’sa great event venue. Dozens of Triangleresidents and visitors milled aroundthe sheds, or nibbled at tastyDelifonseca canapés in the atrium, allthe while supping on tasty lagers andraisin ales from the unsung heroes ofthe night, the brewers at Cains.

It’s early days for this unusualcomplex. As one speaker said, “BalticCreative is like Liverpool – you have tovisit to understand it.”

But it already looks as though BalticCreative could be a true change giverfor the Baltic Triangle.● FOR more on Men In Sheds, seewww.ageuk.org.uk/cheshire/our-services/every-man-needs-a-shed/A Baltic Creative visitor strides towards the complex’s shed seven

38

CAROLYNHUGHES

SOCIAL DIARY THE NETWORKER

Louise Hall, Jason Riley and Wendy Morton, at the Gusto Heswall networking eventMerriel Johnson, Lynn Taylor, of Claire House, and Nicola Johnson, ofCoco Boutique, at the fashion event

Stef Clarke and Louise Hall enjoying someChristmas canapés at Gusto Heswall

Phillip Carlisle, Bretta Davis, LJH and StephCarlisle, enjoying the networking at Gusto Heswall

Rachel Hinx and Katie Monaghan, of MAC, at theOlive Press mixology showcase

Sophie Reynolds and Anna Henshaw sample the fareat the Olive Press mixology event

Dave Pichilingi, of Liverpool Sound City, ErikaRushton, of Plus Dane Group, and KevinMcManus, ACME, at the opening of Baltic’sCreative Campus, in Jamaica Street

Nicola Silcock-Jackson, Maxine Farnworth, ChloeWhite, Natalie Silcock and Sarah Blonde, at theCoco Boutique fashion showcase

Marina and Lauren Dalglish together at the CocoBoutique fashion event

COCO Boutique showedSouthport fashionistashow to wear this season'shottest trends and gaveall the advice needed topull off the latest looks.

With hair styled by Toni& Guy, Southport, themodels showcased thenew autumn/ winterranges at The VincentHotel while raising over£3,000 for chosen charityClaire House hospice.

Collections includedTemperley London, AliceBy Temperley, Diane VonFurstenburg, Pinko, Mos-chino Cheap and Chic.■ GUSTO, in Heswall,hosted a networkingevent to showcase theirChristmas menu lastweek. Invited guestsenjoyed Christmas-

inspired canapés while avariety of companieswere on hand to promotetheir businesses.■ BALTIC Creative, Liver-pool’s epicentre for creat-ive and digital businesses,officially threw open thedoors of the Creative Cam-pus on Jamaica Streetwith a day of events. Theday began with a CreativeForum of some of Liver-pool’s most prominentdesigner makers.■ OLIVE Press, on CastleStreet, Liverpool, hostedan event to showcasetheir expert mixologyskills, while introducingsome new creations totheir extensive menu lastweek. Guests enjoyed ahost of freshly-preparedcocktails.

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Documents

Post Business Magazine - November 2012