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THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - INTRODUCTION 1WBG-E01-S2

There are no simple answers to providing theright mixture of education, training and appren-ticeships needed to add to the region’s talent pool.It is though essential that the West businesscommunity works closely with its universities,colleges and schools to develop the workforce ofthe future.In an increasingly global employment market

we risk being left behind if we do not focus on thiskey priority.On a national level other parts of Britain have

made strong cases for investment. The politicalclout of London, a confident SNP in Scotland andthe oft-quoted Northern Powerhouse are all seek-ing a greater slice of the economic cake.The West is a powerhouse in its own right –

Bristol being the only major city other thanLondon to make a net contribution to the ex-chequer. It must continue to forcefully make thebusiness case for infrastructure investment.The West Country has long been an attractive

place for staff – and indeed entire companies – toconsider when relocating. That is a trend thataccelerated in 2015.Bristol and Bath in particular were beneficiar-

ies of the over-heating London market and suc-cessfully attracted investment from a number oftech businesses.The high quality of living and beautiful coun-

tryside certainly help to attract talented staff.The superb food and drink produced in the

region have been put to very good use by theregion’s pubs and restaurants.Scarcely a week passed in 2015 without a res-

taurant critic from one of the national newspa-pers decamping to theWest to praise the culinarymagic being performed in the region.It can be a double-edged sword, however.Bristol, Bath and other desirable parts of the

West are suffering from an acute shortage ofaffordable housing. Bristol saw rent protests in2015 and given there is a mayoral election in 2016it is likely that the cost of living in the city will bea key issue.The business community will be keeping a

close eye on that election and will no doubt beasking numerous questions of the candidates.At this stage it appears to be a straight fight

between incumbent independent George Fer-guson and Labour challenger Marvin Rees.Mr Ferguson has been a polarising figure

within the business community. He has beensuccessful in raising the city’s profile at White-hall and securing investment for Bristol, but itwould be an understatement to say that some ofhis transport policies have not pleased every-one.The other political item on the agenda that has

profound consequences for business is the debateabout Britain renegotiating its relationship withEurope.Sensible businesses will at least be contemplat-

ing ‘Brexit’ and planning for it – even if it issomething they don’t really envisage happeningor wish to see happen.The Western Daily Press is grateful for its

headline sponsors – Renishaw, Foot Anstey, GWRand the University of the West of England – fortheir support in producing this publication.It would also like to thank Jordans – which

compiled the data behind the Top 150 Companies– and all the business figures who have contrib-uted to the guide.Compiling this guidehas reinforced the impres-

sion that West Country business is in a strongposition to enjoy a positive 2016 and we at theWestern Daily Press look forward to reporting allthe region’s success stories.

West is a powerhouse of UK

RICHARDBACHEWelcome to the Western Daily Press BusinessGuide 2016.The people, companies and products featured

within this guide are at the cutting edge ofcommerce.We are delighted to highlight the incredibly

diverse range of businesses that contribute socrucially to the region’s economic and socialprosperity. In these early days of 2016 it is clear tous that the West Country business communityhas an important story of achievement and innov-ation to tell.The region has a proud record in engineering,

technology, agriculture, finance, law, tourism andin many, many other fields.Unemployment is at one of the lowest rates in

the country and the region possesses some of thefinest schools and universities in Britain.But there is no room for complacency.The West Country faces substantial challenges

and needs to shout loudly to compete for fundingfrom Whitehall.It needs to create the policy environment to

build the houses, transport networks and infra-structure, such as rural broadband, that will helpsecure the next generation of growth.The West needs to harness the most from its

young people. A common refrain from businessleaders writing in this publication is that theystruggle to find enough skilled staff to fill thequality positions that they have created.The skills agenda is perhaps the number one

priority for business in the West in 2016.

INSIDEForewords2-7Business leaders give their opinions on the keyissues set to determine economic success in2016

Hinkley C8-11The biggest investment in the West ingenerations could be made in 2016 as EDFnears decision time for Hinkley

Digital economy12-13The tech and digital economy in the West isthe most significant in Britain after London andpoised for further growth

Advisory services14-15Competition in the professional services marketin the West Country is intense, with firmsincreasing the scope of their operations

Property insight16Shortage of prime office space in the West is agrowing issue and may spark more speculativedevelopment

Sponsor focus20-27UWE Bristol, Renishaw, Great Western Railwayand Foot Anstey highlight the role they play inthe West’s business community

The Top 15028-33The 150 biggest firms in the West (by turnover)revealed. We put special focus on the 15biggest companies

Rural economy34-37Agriculture in the region enjoyed a mixed year,with the dairy sector continuing to battle lowprices and the scourge of Bovine TB

Made in the West40-41We look at the wide range of world-classproducts manufactured in the West, fromdental drills to yurts

Sporting spend48-49Bristol City’s new stand has become a majorpresence on the city’s skyline and CheltenhamRacecourse opened a new £45 million standWeston

18-19The North Somerset town enjoyed ‘money-can’t-buy’ publicity in 2015 thanks to Banksy

westerndailypress.co.uk

“

”

Bristol and Bathin particularwerebeneficiaries ofthe over-heatingLondon marketand successfullyattractedinvestment

Richard Bache is headof content at the WesternDaily Press and edited theBusiness Guide 2016

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - FOREWORDS 32 BUSINESS GUIDE 2016 - FOREWORDS THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

into important business and law issues thatconfront both businesses and society.The new building will provide a first-class

teaching and learning environment comprisinglecture facilities, teaching and seminar rooms,specialist learning facilities such as a tradingroom and law courts.

Opportunities for real worldexperience

We have increased the number of opportunitiesfor students to gain experience working withemployers as part of their study. Some of thesewill be in the formof internships and placements.Others will be projects, volunteering or leader-ship programmes.Most courses also have professional recogni-

tion that allows students exemptions alongsidetheir degree qualifications.We have even introduced a new course aimed at

producing graduates with experience of runningtheir own businesses. The innovative Business(Team Entrepreneurship) degree course is basedon running a real business by devising a productor service and selling it to customers – as a driverfor the students’ learning. All students have anequal financial stake in the companies theycreate and will learn to manage the risks andrewards this entails.The course structure is ground-breaking. The

students meet in a high-tech ‘hub’ rather than atraditional classroom, with areas for team meet-ings, workshops and ideas sessions. They have noset timetable, although they can attend any lec-ture from the Faculty of Business and Law, andwork 9-5 each day during a longer academicyear.

Support for SMEsIn addition to our MBA and executive pro-

gramme we have introduced new short courseprogrammes to support SMEs as part of theUniversity’s commitment to its small businesssilver charter award, one of a few in the coun-try.

New degree apprenticeshipsWe are also in the vanguard in the UK for

introducing a new degree level apprenticeshipthat will enable employers to capitalise on thehalf a per cent apprenticeship levy on their staffbills introduced by the government. It meansemployers will be able to offer existing and newemployees the chance to work and study with thehelp of the University.Our belief is that good management achieves

growth and productivity, boosts employee en-gagement andwellbeing, and attracts and retainstalent. Through working with our partners, em-ployers and the community we hope that we canserve the region well by playing our part inattracting and developing talent within theregion.

At the start of 2015 the independent organisationEngineering UK published its ‘State of Engineer-ing’ reportwhichhighlighted the sector’s value tothe UK. The study forecast that engineeringbusinesses will require 182,000 skilled people peryearup to 2022 and that being able to fill thesenewjobs would generate an extra £27 billion per yearfor the UK economy, of which the South Westwould benefit from a GDP boost of £2.2 billion.A rosy picturewere it not for the fact thatweare

simply not generating enough skilled engineers –with the report also highlighting a currentannual shortfall of some 55,000 skilled people.What is also clear is that it is not just engineer-

ing that is suffering from this challenge. Mybusiness contacts across all sectors, from con-struction to financial services, are also reportinga shortage of talented individuals, while a recentCBI/Accenture national Employment TrendsSurvey highlighted significant concerns aboutskills, with 56 per cent of businesses believingthat low skills levels will be the most significantthreat to the UK’s competitiveness in five years’time. The CBI report also makes it clear that thelevel of skills required byUK companies is rising,relaying that by 2022 half of all jobs are expectedto require at least a Level 4 qualification.With very few exceptions most companies do

not have the ability to simply ‘buy’ the skilledemployees, so with the UK, and especially theSouth West, also heading for full employment,what can we all do to grow and upskill theavailable pool of potential employees?At the start of 2015 Iwrote an open letter to relay

my thoughts on the skills shortages that we facewithin UK engineering and where I believe weneed to focus our efforts, especially in relation toschools. Fundamentally there is no quick fix andI believe that we will only progress throughsustained collaborative efforts, consistency ofapproach and a cultural shift. As the 2014 PerkinsEngineering Skills Review (produced for the lastGovernment) highlighted, that collaborationgoes well beyond the engineering sector aloneand should include wider society including par-ents, teachers and the Government coming to-gether to encourage young people from any back-ground to regard engineering as a fulfilling andexciting career.

Developing moremanagers key toproductive regionDONNAWHITEHEAD

Transport is rarely out of the headlines in theSouth West, so when George Osborne announcedchanges to theSouthWest’s rail system inNovem-ber’s Autumn Statement businesses across theregion breathed a sigh of relief.At the heart of those changes was a pledge to

increase competition to incentivise bidders toincrease capacity and improve passenger satis-faction. Another area that was mentioned wassmart ticketing.One of the key challenges facing our public

transport infrastructure is capacity. Rail passen-ger numbers are at an all-time high and as moreand more people work in towns and cities, busesare heading in the same direction. Smart ticket-ing can’t make more seats available, but it canplay a huge role in making journeys more effi-cient by helping transport providers plan ser-vices and easing stress for travellers.There are two elements that make a ticket

smart. The first is the storage of data on amicrochip, doing away with the need to issue orcheck tickets manually. The second is so-calledintegrated ticketing, where a single smart ticketcan be used across operators and modes of trans-port. Themost famous example of smart ticketingis the Oyster Card. These allow users to travel onbus, Tube, tram, DLR, river, London Overgroundand most National Rail services across London.Its impact has been immense, driving efficienciesfor Transport for London and cutting queues atticket offices and turnstiles.Leading think tank, Centre for Cities, has poin-

ted out that smart ticketing has the potential todrive economic growth in the UK regions. Byjoining together separate transport systems,smart ticketing can make businesses and retailand leisure outlets more accessible. We havecertainly found in our work with rail and busoperators, as well as technology providers, thatthere is an increased focus on smart ticketing andan increasing willingness to bite the bullet of theinvestment needed to get it off the ground.The South West’s transport infrastructure is

ideally suited to smart ticketing,which could alsohelp to boost the region’s economy. By making iteasier for people to travel within the regions,businesses could be encouraged to relocate toareas outside of our cities, boosting local employ-ment and opening up wealth creation to poorerareas. This is the approach the government isproposing in the Northern Powerhouse, so whynot do the same in our own South West Power-house?There are challenges around finance in particu-

lar, but the beauty of smart ticketing is that anincremental approach can be adopted. The EU isconsulting on a Europe-wide travel informationservice covering all modes of transport. Imaginehow different business and leisure travel in ourregion would be if this, along with a South Westsmart ticketing system, was to become a reality.

Peter Clough Head of Bristol office, international lawfirm Osborne Clarke

A smartertransportsystem candrive West

SIR DAVID MCMURTRY

AtRenishawwe long ago realised thatwe had toengage with our local schools to tell them apositive story about our sector and to identifystudents who had the potential to contribute toour business success. With a rural location andthe absence of a strong brand name outside of ourniche sector, it has always been a necessity ratherthan a nice CSR initiative.With the exceptional growth we have experi-

enced since the 2009 recession and an ever grow-ing range of new products, including healthcare,our efforts have re-doubled and just over fouryears ago we created a dedicated education liais-on role to drive forward our schools agenda.What we have learnt over that period is that

focusing on secondary schools alone will not beenough to ensure a sufficient level of studentswillstudy, and importantly, enjoy the subjects neces-sary for a career in engineering.A large body of evidence published by King’s

College London, and referenced by EngineeringUK, shows that interest in science is formed byage 14, and that those students who had anexpectation of science-related careers at age 14were 3.4 times more likely to earn a physicalscience and engineering degree than studentswithout this expectation.Our education team is therefore focusing more

efforts on the latter years of primary school,where evidence also suggests that an interest inscience is formed and my own feeling is that agenuine passion for science and engineering iscultivated in our early years. Children should beencouraged andmotivated to see how science canhelp them understand and change the world andthe message should be reinforced constantlyduring their school years.It is also clear that while things are improving,

there is still a need for a cultural shift to helpshatter outmoded stereotypes, both about engin-eering and its training schemes, as there is stillmuch snobbery around apprenticeships, despitetheir proven ability to provide an alternativeroute to academic qualifications, including anhonours degree.With 17 per cent of STEM teachers believing

that a career in engineering is undesirable fortheir students and only 36 per cent of STEMteachers feeling confident enough to give engin-

eering careers advice, we have significant chal-lenges ahead (figures from Engineering UKreport 2015).We have tomake it clear that engineering is not

only for men and that we welcome people fromboth genders, all ethnic backgrounds and anywalk of life. Over the past year we have beenworking on practical measures as part of theRoyal Academy of Engineering’s diversity leader-ship group to create an Engineering EngagementProgramme which specifically targets womenand ethnic minorities – clearly if we can encour-age more people from our non-traditional em-ployment bases thenwe can significantly addressour skills shortages.This collaboration with other leading sector

organisations also led to the 2015 launch of ‘En-gineering work experience’ – a guide aimedprimarily at small and medium-sized companiesto make setting up work experience programmesan easier process. While the guide is aimed atengineering and manufacturing businesses, theadvice, suggestions, case studies and templateswould readily transfer to most sectors.To change attitudeswe also need rolemodels. In

December 2014 Lucy Ackland won the Women’sEngineering Society Prize for herwork to encour-age an interest in STEM subjects. Her storyunderlines some of the challenges we face, as shefaced some negativity when she expressed herdesire to leave school at 16 to become an engineer-ing apprentice at Renishaw. However, her story isalso an inspiration to many as she went on toachieve a first class honours engineering degreein 2012 and has since led a project team develop-ing our next generation of metal 3D printingmachines. There is no hasty remedy for the UK’sshortage of engineers and engaging with schoolsis demanding and frustrating, but ultimatelyhighly rewarding as the sharp increase in applic-ations for our entry level schemes bear witness.The solution to our sector’s skills issue is a

continuous, combined effort to make the profes-sion more appealing to young people, their par-ents and teachers.It won’t take one year, five or ten – it has to be a

perennial commitment that we make to remindsociety that engineering is one of the most ima-ginative and creative professions in the world.

PETERCLOUGH

Donna Whitehead the Pro-Vice Chancellor andExecutive Dean of the Faculty of Business and Law at theUniversity of the West of England

Management skills are much in demand in theregion. The University of the West of England’spartners, the Chartered Management Institute(CMI) in 2014 forecast the need for one millionnew managers in the UK by 2020.Since then numerous surveys have made simil-

ar predictions. Just last month a survey of UKemployers found that three quarters of themwereexpecting to suffer a shortage of skills and expert-ise at their organisation when the ‘baby boomer’generation retires in the next five years.If that wasn’t enough the CMI also found that

only one in five UK employers actively developtheir leaders.Ann Francke, chief executive officer, CMI, and

honorary doctor of the University describes thisas the ‘accidental manager’ where managerswhilst competent at their job itself are left to theirown devices when it comes to managing teamsand departments.The Economist commented that perhaps such a

‘gifted amateur’ approach to management liesbehind the UK’s long-term poor productivityrelative to other countries.As the newDean of the region’s largest business

and law school I don’twant this regional economyand community to be the one that suffers and I amkeen that we make sure we are equipped in thisregion to meet the challenges of creating capablenew managers and up-skilling our currenttalent.So what are we doing about it? Here are just a

few things we are doing.

New investment in the regionLater this year the University of theWest (UWE

Bristol) will create capacity for developing man-agement skills by opening a £55m building tohouse a very different Faculty of Business andLaw – and the largest such facility in the South-West.Its emphasis will be to bring in employers and

professional bodies to sit alongside academics toprovide up to the minute study and skills.The investment is particularly in response to

the high-level skill needs of the region’s largestsector, professional and financial services on topof the requirements for futuremanagement train-ing.Bristol Business School and Bristol Law School

educate future professionals in all aspects ofbusiness and law – from entrepreneurship, man-agement, leadership and strategy through toeconomists, accountants, marketing and humanresources. As well as offering academic lawcourses they also train barristers and solicitors.They provide alongside this, relevant research

“

”

There is nohasty remedyfor the UK’sshortage ofengineers andengaging withschools isdemanding, butultimatelyhighlyrewarding

The steering wheel of the 1,000 miles per hour Bloodhound SSC has been engineered by Gloucestershire-firm Renishaw

“

”

Perhaps such a‘gifted amateur’approach tomanagement liesbehind the UK’slong-term poorproductivityrelative to othercountries

Sir David McMurtry ischairman and chiefexecutive of Renishaw,which is based inGloucestershire and is oneof the world's leadingengineering and scientifictechnology companies

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - FOREWORDS 32 BUSINESS GUIDE 2016 - FOREWORDS THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

into important business and law issues thatconfront both businesses and society.The new building will provide a first-class

teaching and learning environment comprisinglecture facilities, teaching and seminar rooms,specialist learning facilities such as a tradingroom and law courts.

Opportunities for real worldexperience

We have increased the number of opportunitiesfor students to gain experience working withemployers as part of their study. Some of thesewill be in the formof internships and placements.Others will be projects, volunteering or leader-ship programmes.Most courses also have professional recogni-

tion that allows students exemptions alongsidetheir degree qualifications.We have even introduced a new course aimed at

producing graduates with experience of runningtheir own businesses. The innovative Business(Team Entrepreneurship) degree course is basedon running a real business by devising a productor service and selling it to customers – as a driverfor the students’ learning. All students have anequal financial stake in the companies theycreate and will learn to manage the risks andrewards this entails.The course structure is ground-breaking. The

students meet in a high-tech ‘hub’ rather than atraditional classroom, with areas for team meet-ings, workshops and ideas sessions. They have noset timetable, although they can attend any lec-ture from the Faculty of Business and Law, andwork 9-5 each day during a longer academicyear.

Support for SMEsIn addition to our MBA and executive pro-

gramme we have introduced new short courseprogrammes to support SMEs as part of theUniversity’s commitment to its small businesssilver charter award, one of a few in the coun-try.

New degree apprenticeshipsWe are also in the vanguard in the UK for

introducing a new degree level apprenticeshipthat will enable employers to capitalise on thehalf a per cent apprenticeship levy on their staffbills introduced by the government. It meansemployers will be able to offer existing and newemployees the chance to work and study with thehelp of the University.Our belief is that good management achieves

growth and productivity, boosts employee en-gagement andwellbeing, and attracts and retainstalent. Through working with our partners, em-ployers and the community we hope that we canserve the region well by playing our part inattracting and developing talent within theregion.

At the start of 2015 the independent organisationEngineering UK published its ‘State of Engineer-ing’ reportwhichhighlighted the sector’s value tothe UK. The study forecast that engineeringbusinesses will require 182,000 skilled people peryearup to 2022 and that being able to fill thesenewjobs would generate an extra £27 billion per yearfor the UK economy, of which the South Westwould benefit from a GDP boost of £2.2 billion.A rosypicturewere it not for the fact thatweare

simply not generating enough skilled engineers –with the report also highlighting a currentannual shortfall of some 55,000 skilled people.What is also clear is that it is not just engineer-

ing that is suffering from this challenge. Mybusiness contacts across all sectors, from con-struction to financial services, are also reportinga shortage of talented individuals, while a recentCBI/Accenture national Employment TrendsSurvey highlighted significant concerns aboutskills, with 56 per cent of businesses believingthat low skills levels will be the most significantthreat to the UK’s competitiveness in five years’time. The CBI report also makes it clear that thelevel of skills required byUK companies is rising,relaying that by 2022 half of all jobs are expectedto require at least a Level 4 qualification.With very few exceptions most companies do

not have the ability to simply ‘buy’ the skilledemployees, so with the UK, and especially theSouth West, also heading for full employment,what can we all do to grow and upskill theavailable pool of potential employees?At the start of 2015 Iwrote an open letter to relay

my thoughts on the skills shortages that we facewithin UK engineering and where I believe weneed to focus our efforts, especially in relation toschools. Fundamentally there is no quick fix andI believe that we will only progress throughsustained collaborative efforts, consistency ofapproach and a cultural shift. As the 2014 PerkinsEngineering Skills Review (produced for the lastGovernment) highlighted, that collaborationgoes well beyond the engineering sector aloneand should include wider society including par-ents, teachers and the Government coming to-gether to encourage young people from any back-ground to regard engineering as a fulfilling andexciting career.

Developing moremanagers key toproductive regionDONNAWHITEHEAD

Transport is rarely out of the headlines in theSouth West, so when George Osborne announcedchanges to theSouthWest’s rail system inNovem-ber’s Autumn Statement businesses across theregion breathed a sigh of relief.At the heart of those changes was a pledge to

increase competition to incentivise bidders toincrease capacity and improve passenger satis-faction. Another area that was mentioned wassmart ticketing.One of the key challenges facing our public

transport infrastructure is capacity. Rail passen-ger numbers are at an all-time high and as moreand more people work in towns and cities, busesare heading in the same direction. Smart ticket-ing can’t make more seats available, but it canplay a huge role in making journeys more effi-cient by helping transport providers plan ser-vices and easing stress for travellers.There are two elements that make a ticket

smart. The first is the storage of data on amicrochip, doing away with the need to issue orcheck tickets manually. The second is so-calledintegrated ticketing, where a single smart ticketcan be used across operators and modes of trans-port. Themost famous example of smart ticketingis the Oyster Card. These allow users to travel onbus, Tube, tram, DLR, river, London Overgroundand most National Rail services across London.Its impact has been immense, driving efficienciesfor Transport for London and cutting queues atticket offices and turnstiles.Leading think tank, Centre for Cities, has poin-

ted out that smart ticketing has the potential todrive economic growth in the UK regions. Byjoining together separate transport systems,smart ticketing can make businesses and retailand leisure outlets more accessible. We havecertainly found in our work with rail and busoperators, as well as technology providers, thatthere is an increased focus on smart ticketing andan increasing willingness to bite the bullet of theinvestment needed to get it off the ground.The South West’s transport infrastructure is

ideally suited to smart ticketing,which could alsohelp to boost the region’s economy. By making iteasier for people to travel within the regions,businesses could be encouraged to relocate toareas outside of our cities, boosting local employ-ment and opening up wealth creation to poorerareas. This is the approach the government isproposing in the Northern Powerhouse, so whynot do the same in our own South West Power-house?There are challenges around finance in particu-

lar, but the beauty of smart ticketing is that anincremental approach can be adopted. The EU isconsulting on a Europe-wide travel informationservice covering all modes of transport. Imaginehow different business and leisure travel in ourregion would be if this, along with a South Westsmart ticketing system, was to become a reality.

Peter Clough Head of Bristol office, international lawfirm Osborne Clarke

A smartertransportsystem candrive West

SIR DAVID MCMURTRY

AtRenishawwe long ago realised thatwe had toengage with our local schools to tell them apositive story about our sector and to identifystudents who had the potential to contribute toour business success. With a rural location andthe absence of a strong brand name outside of ourniche sector, it has always been a necessity ratherthan a nice CSR initiative.With the exceptional growth we have experi-

enced since the 2009 recession and an ever grow-ing range of new products, including healthcare,our efforts have re-doubled and just over fouryears ago we created a dedicated education liais-on role to drive forward our schools agenda.What we have learnt over that period is that

focusing on secondary schools alone will not beenough to ensure a sufficient level of studentswillstudy, and importantly, enjoy the subjects neces-sary for a career in engineering.A large body of evidence published by King’s

College London, and referenced by EngineeringUK, shows that interest in science is formed byage 14, and that those students who had anexpectation of science-related careers at age 14were 3.4 times more likely to earn a physicalscience and engineering degree than studentswithout this expectation.Our education team is therefore focusing more

efforts on the latter years of primary school,where evidence also suggests that an interest inscience is formed and my own feeling is that agenuine passion for science and engineering iscultivated in our early years. Children should beencouraged andmotivated to see how science canhelp them understand and change the world andthe message should be reinforced constantlyduring their school years.It is also clear that while things are improving,

there is still a need for a cultural shift to helpshatter outmoded stereotypes, both about engin-eering and its training schemes, as there is stillmuch snobbery around apprenticeships, despitetheir proven ability to provide an alternativeroute to academic qualifications, including anhonours degree.With 17 per cent of STEM teachers believing

that a career in engineering is undesirable fortheir students and only 36 per cent of STEMteachers feeling confident enough to give engin-

eering careers advice, we have significant chal-lenges ahead (figures from Engineering UKreport 2015).We have tomake it clear that engineering is not

only for men and that we welcome people fromboth genders, all ethnic backgrounds and anywalk of life. Over the past year we have beenworking on practical measures as part of theRoyal Academy of Engineering’s diversity leader-ship group to create an Engineering EngagementProgramme which specifically targets womenand ethnic minorities – clearly if we can encour-age more people from our non-traditional em-ployment bases thenwe can significantly addressour skills shortages.This collaboration with other leading sector

organisations also led to the 2015 launch of ‘En-gineering work experience’ – a guide aimedprimarily at small and medium-sized companiesto make setting up work experience programmesan easier process. While the guide is aimed atengineering and manufacturing businesses, theadvice, suggestions, case studies and templateswould readily transfer to most sectors.To change attitudeswe also need rolemodels. In

December 2014 Lucy Ackland won the Women’sEngineering Society Prize for herwork to encour-age an interest in STEM subjects. Her storyunderlines some of the challenges we face, as shefaced some negativity when she expressed herdesire to leave school at 16 to become an engineer-ing apprentice at Renishaw. However, her story isalso an inspiration to many as she went on toachieve a first class honours engineering degreein 2012 and has since led a project team develop-ing our next generation of metal 3D printingmachines. There is no hasty remedy for the UK’sshortage of engineers and engaging with schoolsis demanding and frustrating, but ultimatelyhighly rewarding as the sharp increase in applic-ations for our entry level schemes bear witness.The solution to our sector’s skills issue is a

continuous, combined effort to make the profes-sion more appealing to young people, their par-ents and teachers.It won’t take one year, five or ten – it has to be a

perennial commitment that we make to remindsociety that engineering is one of the most ima-ginative and creative professions in the world.

PETERCLOUGH

Donna Whitehead the Pro-Vice Chancellor andExecutive Dean of the Faculty of Business and Law at theUniversity of the West of England

Management skills are much in demand in theregion. The University of the West of England’spartners, the Chartered Management Institute(CMI) in 2014 forecast the need for one millionnew managers in the UK by 2020.Since then numerous surveys have made simil-

ar predictions. Just last month a survey of UKemployers found that three quarters of themwereexpecting to suffer a shortage of skills and expert-ise at their organisation when the ‘baby boomer’generation retires in the next five years.If that wasn’t enough the CMI also found that

only one in five UK employers actively developtheir leaders.Ann Francke, chief executive officer, CMI, and

honorary doctor of the University describes thisas the ‘accidental manager’ where managerswhilst competent at their job itself are left to theirown devices when it comes to managing teamsand departments.The Economist commented that perhaps such a

‘gifted amateur’ approach to management liesbehind the UK’s long-term poor productivityrelative to other countries.As the newDean of the region’s largest business

and law school I don’twant this regional economyand community to be the one that suffers and I amkeen that we make sure we are equipped in thisregion to meet the challenges of creating capablenew managers and up-skilling our currenttalent.So what are we doing about it? Here are just a

few things we are doing.

New investment in the regionLater this year the University of theWest (UWE

Bristol) will create capacity for developing man-agement skills by opening a £55m building tohouse a very different Faculty of Business andLaw – and the largest such facility in the South-West.Its emphasis will be to bring in employers and

professional bodies to sit alongside academics toprovide up to the minute study and skills.The investment is particularly in response to

the high-level skill needs of the region’s largestsector, professional and financial services on topof the requirements for futuremanagement train-ing.Bristol Business School and Bristol Law School

educate future professionals in all aspects ofbusiness and law – from entrepreneurship, man-agement, leadership and strategy through toeconomists, accountants, marketing and humanresources. As well as offering academic lawcourses they also train barristers and solicitors.They provide alongside this, relevant research

“

”

There is nohasty remedyfor the UK’sshortage ofengineers andengaging withschools isdemanding, butultimatelyhighlyrewarding

The steering wheel of the 1,000 miles per hour Bloodhound SSC has been engineered by Gloucestershire-firm Renishaw

“

”

Perhaps such a‘gifted amateur’approach tomanagement liesbehind the UK’slong-term poorproductivityrelative to othercountries

Sir David McMurtry ischairman and chiefexecutive of Renishaw,which is based inGloucestershire and is oneof the world's leadingengineering and scientifictechnology companies

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - FOREWORDS 54 BUSINESS GUIDE 2016 - FOREWORDS THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

We can helpprotect yourgrowingbusiness

Data Suppliers for the Western Daily PressBusiness Guide 2016

It’s about making better-informed decisions.We arm you with reliable corporate intelligenceso you can assess business risks and opportunities,monitor your marketplace, reach customers moreeffectively, meet compliance obligations and evenprotect your intellectual property.

For further information, please contact us.

Call +44 (0)117 918 1265Email marketing@jordans.co.uk

www.jordans.co.uk

Ray Ruffels, Director ofBusiness InformationServices at Jordans inBristol, discusses some ofthe companies who haverisen up the Western DailyPress Business Guide 2016in the past 12 months.Jordans compiled the dataused by the Western DailyPress

Ray Ruffels Director of Business Information Services atJordans, introduces the 2016 Western Daily PressBusiness Guide and considers the economic forecast forthe year ahead

Jordans is delighted to have been chosen again towork with the Western Daily Press on this year’sBusiness Guide.With headquarters in Bristol, the business sur-

vival and success of our localmarket is as import-ant as the national picture of business health inthe UK.Jordans has been providing business informa-

tion and insight into companies for more than 30years, supplying data to some 25,000 companiesper year. We are also the largest company forma-tion agent in the UK.As with previous years, the 2016 Business

Guide is dominated by a generous helping of UK-based international companies and foreign subsi-diaries, with Imperial Tobacco sitting at the verytop of the table.There have been no new entries into the top 20

and little movement amongst the top ten.However, the 2016 guidehas seen several excellentperformances from other companies registeredin the South West.Hochtief (UK) Construction Limited is the

guide’s highest new entrant this year at position85. Based in Swindon, the UK arm of Germany’slargest construction company is primarily en-gaged with civil engineering and infrastructure

projects, including the Great Western electrifica-tion programme.One of the other highest newcomers to the list is

the Stroud-based green energy company Ecotri-citywhich enters at position 114. Founded byDaleVince in 1995, it has grown into Britain’s leadingindependent producer of wind energy, with windparks throughout the UK. It is also developing theElectric Highway, Britain’s biggest electricvehicle charging network.Another company challenging the “Big Six”UK

Energy Suppliers is also one of this year’s highestclimbers. Bristol-based energy provider OVOGroup Ltd first entered the list in 2014 at 150thposition. The energy provider has climbed pro-gressively from 67th place in 2015 to 50th placethis year. It has been supplying electricity to thedomestic market since 2009 and now suppliesmore than half a million customers.The highest riser in the charts is National

Oilwell Varco UK Limited which is one of theleading equipment manufacturers for the NorthSea oil and gas industry. It has risen 39 places inthis year’s guide to position 36.So the Business Guide shows some strong

performances, but what is the economic outlookfor 2016?TheOffice for Budget Responsibility November

outlook indicated that UK Growth was 2.5 percent in 2015 and would expect 2.6 per cent in 2016mainly reflecting the Government decision toease the pace of fiscal tightening in the last

Autumn Statement. Britain’s economic recoveryshould continue into 2016, driven by consumerspending, business investment and a strong ser-vices sector. However, a recent Markit/CIPSsurvey showedUKManufacturing Index fell from55.5 in October to 51.9 in December 2015 whereany figure over 50 indicates expansion. The resultis worse than expected so economic growth in2016 may have to rely on the services industry todrive the UK’s economic growth, therefore frus-trating hopes for a more balanced recovery.Other risk factors for 2016 are the effect of

Government spending cuts, uncertainty in theglobal economy, especially the financial marketsin China, and the Bank of England expecting toraise interest rates in the second quarter. TheGovernment has also indicated that 2016 may seethe in/out EU referendum, once re-negotiation ofBritish membership had been completed.So 2016 will be a mixed bag with expected low

inflation, low commodity prices, good consumerdemand and a strong services sector driving thegenerally forecast growth rate of 2.5 per centwhichputs theUKgrowing faster thanmost otherEurozone economies. So let us be confident thateconomic growth is unaffected by the EU mem-bership issue and that the South West economycontinues to thrive in 2016.To find out more about the business informa-

tion, legal, compliance and accountancy servicesoffered by Jordans, please visit www.jordans.co.uk or call us on 0117 918 1265.

2016 poised to be a mixed bag

steer on how the nation will meet the commit-ments made, through strengthened policy.However, it is also incumbent on all scales ofGovernment to take action, as favourable policyto facilitate carbon emission reduction must alsobe set at a more local level.In this context, Bristol has become a city leader

for the environmental and low carbon agenda,following the success of the European GreenCapital 2015 year. Over the past 12 months, organ-isations from across the city and thewider regionhave worked to implement energy efficiency andsustainability practices into their operations, todrive down emissions, and also reduce costs.To assist in this process, the ‘Go Green’ toolkit,

developed by Low Carbon South West in associ-ation with Business West and Bristol 2015,provides a clear and robust methodology forcompanies of all sizes to assess a range of environ-mental impacts resulting from their operations,with clear guidance on how to go about reducingthese.By the end of December 2015, nearly 300 organ-

isations from around the region had developedtoolkits to assist in improving their environment-al performance.Additionally, the ‘Bristol Method’ toolkit, de-

veloped during the Bristol 2015 year, will act as aresource for all cities, with lessons learned as adirect result of Bristol’s experiences.The resource covers a range of subject from

energy and transport, to food and nature, andwillform part of the city’s legacy from its time asEuropean Green Capital, to inspire change farbeyond the city and region.For individual businesses, the pressures to

address the issues of energy efficiency andcarbon emissions are set to increase over theshort term, as new legislative tools to driveforward improved environmental performancecome into effect.Couple this with projected energy price rises,

and concerns over national grid capacity andsecurity of supply, and it is clearly in the interestsof all organisations to address their exposure tothese risks and implement initiatives which willreduce their costs and assist in their ongoingsuccess.

Phil Smith , managing director of Business West, looksback on the past 12 months and considers what 2016holds for South West businesses

It’s been a lively 12 months for the SouthWest, nomatter which way you look at it. Our economy ison the up, we had a political shake up inMay, andwe’ve had a variety of cultural events that haveput our region firmly on the world map.The year 2015 will live long in thememory, with

the standout event an election that sent shockwaves across the country. Opinion pollsters wereleft suitably embarrassed as the predicted hungparliament disappeared and a Conservative ma-jority unfolded. Reminiscent of a game ofmusicalchairs, our region mirrored the national picturewith Conservative gains and Lib Dem losses.In 2016we can expect the headlines to be hogged

by the EU. With a referendum getting closer andDavid Cameron expected to strike a reformeddealwithEU leaders in February, the debate is setto go up a gear. Our survey of almost 1,000 firms inJune showed how significant this issue is forfirms, from the smallest to the largest in ourregion, andBusinessWest has akey role to play inexplaining the pros and cons so that businesspeople go into the referendum with their eyesopen.Elsewhere in more local politics we can also

expect progress on devolution deals, and in Bris-tol we have amayoral election and a local housingdebate that is gaining traction by the day.Looking past the politics, we’ve seen a series of

economic boosts over the past 12 months. SouthWest unemployment fell to the lowest level in thecountry, and our exports bucked the nationaltrend.Culturally, theBristolGreenCapital year put us

on the world map as a pioneer in greener livingandworking. The RugbyWorld Cup in Exeter andGloucester raised our international profile evenfurther, and Banksy’s highly acclaimed Disma-land in Weston-super-Mare exceeded all expecta-tions and contributed enormously to raising ourprofile across the globe.There is no doubt that all of these events have

boosted our regional brand, catapulting us ontothe world stage as an exciting and innovativeregion, and will spur tourism and investment foryears to come.But we won’t rest on our laurels.The success of the last 12 months provides the

perfect springboard for what is set to be aneventful 2016.

Business West is a powerful voice for business in theregion. All companies can benefit from the range ofinformation, advice, networking events and internationaltrade support that is available from it. As one of the mostinfluential business leadership organisations in the UK, itrepresents over 16,000 businesses in the South West

Bristol methodcan transformsustainability

DAVIDEYNONDavid Eynon , associate director for SustainabilitySolutions at Colliers in Bristol, believes business in theWest needs to make the most of Bristol’s Green Capitallegacy

From November 30 to December 11 2015, heads ofstate from more than 190 nations gathered inParis for the 21st Conference of the Parties to theUnited Nations Framework Convention on Cli-mate Change, or ‘COP21’.The purpose of the summit was to progress

international commitments to carbon and green-house gas reduction, and come to a consensus onhow the nations of the world would collaborat-ively work to address climate change, with theultimate aim of achieving legally binding nation-al targets for emissions reduction.With this lofty goal in mind, the path to the

conference was not easy.At home, in the run-up to the talks, the UK

Government faced criticism for rolling back anumber of high-profile energy efficiency andenvironmental policies, ranging from a require-ment for all new housing to be ‘zero carbon’ from2016, to significant reductions in the Feed inTariff financial support mechanism for renew-able energy – with critics indicating that this haddamaged the UK’s credibility in the run-up to theParis talks.Further afield, some developing nations sought

to limit their exposure to legally binding targets.Their argument was that the majority of thegreenhouse gas emissions related tohumanactiv-ity released to date have come from the developednations, who have prospered from their industri-al andmanufacturing past, and that these nationsshould ultimately bear themajority of the burdenof emission reduction.Despite these issues, it was clear that there was

an increasing political will from across the globeto take boldmeasures to come to an agreement, inone form or another.After two weeks of intense negotiations, it was

announced that an agreement had been reached -with the stated aim to hold the increase in theglobal average temperature to well below 2oCabove pre-industrial levels.In practice, the agreement itself will not solve

the issue of climate change, but rather sets aframework within which countries will work tobreak the link between economic growth andincreasing levels of greenhouse gas emissions. Itsends a signal to policy makers and financialmarkets about the risks associated with the in-vestment in traditional fossil-fuel based forms ofenergy generation, and looks to strengthen a shifttoward further deployment of low-carbon energysources.In the UK, the pressure is now on the Govern-

ment to look again at the recent policy shiftswhich have impacted so significantly on therenewable energy sector, and to provide a firm

Europeandebate is amajor issuefor businessin the West

PHILSMITH

“

”In this context, Bristol has become a city leader for theenvironmental and low carbon agenda, following thesuccess of the European Green Capital 2015 year

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - FOREWORDS 54 BUSINESS GUIDE 2016 - FOREWORDS THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

We can helpprotect yourgrowingbusiness

Data Suppliers for the Western Daily PressBusiness Guide 2016

It’s about making better-informed decisions.We arm you with reliable corporate intelligenceso you can assess business risks and opportunities,monitor your marketplace, reach customers moreeffectively, meet compliance obligations and evenprotect your intellectual property.

For further information, please contact us.

Call +44 (0)117 918 1265Email marketing@jordans.co.uk

www.jordans.co.uk

Ray Ruffels, Director ofBusiness InformationServices at Jordans inBristol, discusses some ofthe companies who haverisen up the Western DailyPress Business Guide 2016in the past 12 months.Jordans compiled the dataused by the Western DailyPress

Ray Ruffels Director of Business Information Services atJordans, introduces the 2016 Western Daily PressBusiness Guide and considers the economic forecast forthe year ahead

Jordans is delighted to have been chosen again towork with the Western Daily Press on this year’sBusiness Guide.With headquarters in Bristol, the business sur-

vival and success of our localmarket is as import-ant as the national picture of business health inthe UK.Jordans has been providing business informa-

tion and insight into companies for more than 30years, supplying data to some 25,000 companiesper year. We are also the largest company forma-tion agent in the UK.As with previous years, the 2016 Business

Guide is dominated by a generous helping of UK-based international companies and foreign subsi-diaries, with Imperial Tobacco sitting at the verytop of the table.There have been no new entries into the top 20

and little movement amongst the top ten.However, the 2016 guidehas seen several excellentperformances from other companies registeredin the South West.Hochtief (UK) Construction Limited is the

guide’s highest new entrant this year at position85. Based in Swindon, the UK arm of Germany’slargest construction company is primarily en-gaged with civil engineering and infrastructure

projects, including the Great Western electrifica-tion programme.One of the other highest newcomers to the list is

the Stroud-based green energy company Ecotri-citywhich enters at position 114. Founded byDaleVince in 1995, it has grown into Britain’s leadingindependent producer of wind energy, with windparks throughout the UK. It is also developing theElectric Highway, Britain’s biggest electricvehicle charging network.Another company challenging the “Big Six”UK

Energy Suppliers is also one of this year’s highestclimbers. Bristol-based energy provider OVOGroup Ltd first entered the list in 2014 at 150thposition. The energy provider has climbed pro-gressively from 67th place in 2015 to 50th placethis year. It has been supplying electricity to thedomestic market since 2009 and now suppliesmore than half a million customers.The highest riser in the charts is National

Oilwell Varco UK Limited which is one of theleading equipment manufacturers for the NorthSea oil and gas industry. It has risen 39 places inthis year’s guide to position 36.So the Business Guide shows some strong

performances, but what is the economic outlookfor 2016?TheOffice for Budget Responsibility November

outlook indicated that UK Growth was 2.5 percent in 2015 and would expect 2.6 per cent in 2016mainly reflecting the Government decision toease the pace of fiscal tightening in the last

Autumn Statement. Britain’s economic recoveryshould continue into 2016, driven by consumerspending, business investment and a strong ser-vices sector. However, a recent Markit/CIPSsurvey showedUKManufacturing Index fell from55.5 in October to 51.9 in December 2015 whereany figure over 50 indicates expansion. The resultis worse than expected so economic growth in2016 may have to rely on the services industry todrive the UK’s economic growth, therefore frus-trating hopes for a more balanced recovery.Other risk factors for 2016 are the effect of

Government spending cuts, uncertainty in theglobal economy, especially the financial marketsin China, and the Bank of England expecting toraise interest rates in the second quarter. TheGovernment has also indicated that 2016 may seethe in/out EU referendum, once re-negotiation ofBritish membership had been completed.So 2016 will be a mixed bag with expected low

inflation, low commodity prices, good consumerdemand and a strong services sector driving thegenerally forecast growth rate of 2.5 per centwhichputs theUKgrowing faster thanmost otherEurozone economies. So let us be confident thateconomic growth is unaffected by the EU mem-bership issue and that the South West economycontinues to thrive in 2016.To find out more about the business informa-

tion, legal, compliance and accountancy servicesoffered by Jordans, please visit www.jordans.co.uk or call us on 0117 918 1265.

2016 poised to be a mixed bag

steer on how the nation will meet the commit-ments made, through strengthened policy.However, it is also incumbent on all scales ofGovernment to take action, as favourable policyto facilitate carbon emission reduction must alsobe set at a more local level.In this context, Bristol has become a city leader

for the environmental and low carbon agenda,following the success of the European GreenCapital 2015 year. Over the past 12 months, organ-isations from across the city and thewider regionhave worked to implement energy efficiency andsustainability practices into their operations, todrive down emissions, and also reduce costs.To assist in this process, the ‘Go Green’ toolkit,

developed by Low Carbon South West in associ-ation with Business West and Bristol 2015,provides a clear and robust methodology forcompanies of all sizes to assess a range of environ-mental impacts resulting from their operations,with clear guidance on how to go about reducingthese.By the end of December 2015, nearly 300 organ-

isations from around the region had developedtoolkits to assist in improving their environment-al performance.Additionally, the ‘Bristol Method’ toolkit, de-

veloped during the Bristol 2015 year, will act as aresource for all cities, with lessons learned as adirect result of Bristol’s experiences.The resource covers a range of subject from

energy and transport, to food and nature, andwillform part of the city’s legacy from its time asEuropean Green Capital, to inspire change farbeyond the city and region.For individual businesses, the pressures to

address the issues of energy efficiency andcarbon emissions are set to increase over theshort term, as new legislative tools to driveforward improved environmental performancecome into effect.Couple this with projected energy price rises,

and concerns over national grid capacity andsecurity of supply, and it is clearly in the interestsof all organisations to address their exposure tothese risks and implement initiatives which willreduce their costs and assist in their ongoingsuccess.

Phil Smith , managing director of Business West, looksback on the past 12 months and considers what 2016holds for South West businesses

It’s been a lively 12 months for the SouthWest, nomatter which way you look at it. Our economy ison the up, we had a political shake up inMay, andwe’ve had a variety of cultural events that haveput our region firmly on the world map.The year 2015 will live long in thememory, with

the standout event an election that sent shockwaves across the country. Opinion pollsters wereleft suitably embarrassed as the predicted hungparliament disappeared and a Conservative ma-jority unfolded. Reminiscent of a game ofmusicalchairs, our region mirrored the national picturewith Conservative gains and Lib Dem losses.In 2016we can expect the headlines to be hogged

by the EU. With a referendum getting closer andDavid Cameron expected to strike a reformeddealwithEU leaders in February, the debate is setto go up a gear. Our survey of almost 1,000 firms inJune showed how significant this issue is forfirms, from the smallest to the largest in ourregion, andBusinessWest has akey role to play inexplaining the pros and cons so that businesspeople go into the referendum with their eyesopen.Elsewhere in more local politics we can also

expect progress on devolution deals, and in Bris-tol we have amayoral election and a local housingdebate that is gaining traction by the day.Looking past the politics, we’ve seen a series of

economic boosts over the past 12 months. SouthWest unemployment fell to the lowest level in thecountry, and our exports bucked the nationaltrend.Culturally, theBristolGreenCapital year put us

on the world map as a pioneer in greener livingandworking. The RugbyWorld Cup in Exeter andGloucester raised our international profile evenfurther, and Banksy’s highly acclaimed Disma-land in Weston-super-Mare exceeded all expecta-tions and contributed enormously to raising ourprofile across the globe.There is no doubt that all of these events have

boosted our regional brand, catapulting us ontothe world stage as an exciting and innovativeregion, and will spur tourism and investment foryears to come.But we won’t rest on our laurels.The success of the last 12 months provides the

perfect springboard for what is set to be aneventful 2016.

Business West is a powerful voice for business in theregion. All companies can benefit from the range ofinformation, advice, networking events and internationaltrade support that is available from it. As one of the mostinfluential business leadership organisations in the UK, itrepresents over 16,000 businesses in the South West

Bristol methodcan transformsustainability

DAVIDEYNONDavid Eynon , associate director for SustainabilitySolutions at Colliers in Bristol, believes business in theWest needs to make the most of Bristol’s Green Capitallegacy

From November 30 to December 11 2015, heads ofstate from more than 190 nations gathered inParis for the 21st Conference of the Parties to theUnited Nations Framework Convention on Cli-mate Change, or ‘COP21’.The purpose of the summit was to progress

international commitments to carbon and green-house gas reduction, and come to a consensus onhow the nations of the world would collaborat-ively work to address climate change, with theultimate aim of achieving legally binding nation-al targets for emissions reduction.With this lofty goal in mind, the path to the

conference was not easy.At home, in the run-up to the talks, the UK

Government faced criticism for rolling back anumber of high-profile energy efficiency andenvironmental policies, ranging from a require-ment for all new housing to be ‘zero carbon’ from2016, to significant reductions in the Feed inTariff financial support mechanism for renew-able energy – with critics indicating that this haddamaged the UK’s credibility in the run-up to theParis talks.Further afield, some developing nations sought

to limit their exposure to legally binding targets.Their argument was that the majority of thegreenhouse gas emissions related tohumanactiv-ity released to date have come from the developednations, who have prospered from their industri-al andmanufacturing past, and that these nationsshould ultimately bear themajority of the burdenof emission reduction.Despite these issues, it was clear that there was

an increasing political will from across the globeto take boldmeasures to come to an agreement, inone form or another.After two weeks of intense negotiations, it was

announced that an agreement had been reached -with the stated aim to hold the increase in theglobal average temperature to well below 2oCabove pre-industrial levels.In practice, the agreement itself will not solve

the issue of climate change, but rather sets aframework within which countries will work tobreak the link between economic growth andincreasing levels of greenhouse gas emissions. Itsends a signal to policy makers and financialmarkets about the risks associated with the in-vestment in traditional fossil-fuel based forms ofenergy generation, and looks to strengthen a shifttoward further deployment of low-carbon energysources.In the UK, the pressure is now on the Govern-

ment to look again at the recent policy shiftswhich have impacted so significantly on therenewable energy sector, and to provide a firm

Europeandebate is amajor issuefor businessin the West

PHILSMITH

“

”In this context, Bristol has become a city leader for theenvironmental and low carbon agenda, following thesuccess of the European Green Capital 2015 year

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - FOREWORDS 76 BUSINESS GUIDE 2016 - FOREWORDS THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

For more details01278 435537 • sedgemoor.gov.uk/business

EXPECT MOREEXPERIENCE MOREWith excellent transport links, amplespace for development and unrivalledbusiness opportunities there’s neverbeen a better time to locate yourbusiness in Sedgemoor

Photo: EDF Energy

A positive outlookBusiness is on the up in the region as the

economic recovery continues. While businessconfidence slipped a little in the SouthWest at theend of 2015 driven by concerns about the globaleconomic situation, it remains above the long-term average, according to Lloyds Bank.Throughout the South West, businesses are

well-placed to take advantage of the upturn. Inparticular, technology firms and creative busi-nesses in Bath and Bristol are leading the surge.Creative businesses are well served by the

Bristol & Bath Science Park, which offers aflexible working environment and opportunitiesfor networking and collaboration. The availabil-ity of good quality work spaces, combined withthe electrification of the Great Western Railwayline, will undoubtedly increase the numbers ofbusinesses relocating to the South West in themonths and years ahead.

Business partnersThe key to continued growth in 2016 is for

businesses across the South West to roll with thepunches andmaintain confidence even in the faceof setbacks or challenges.Having a team of expert solicitors on your side

who specialise in business law can play a key partin business success. Mowbray Woodwards is anindependent firm of solicitors that has providedexpert legal advice and services to businesses fornearly 70 years. Situated in the heart of Bath, ithas the experience and expertise to help busi-nesses across the region, no matter how big thechallenge or opportunity.From commercial property, business contracts,

regulatory enforcement to business disputes,Mowbray Woodwards is your trusted businesspartner.

To find out more information, visitwww.mowbraywoodwards.co.uk, Telephone: 01225 485700 or email Patrick Mears: pmm@mowbraywoodwards.co.uk

If your business has ambitious goals for 2016 thenyou’ll need funding to achieve them. Previouslymost SMEs would have asked their bank for anoverdraft or loan – but not any longer. Innovativealternative providers such as Bristol-based Ulti-mate Finance are proving far more helpful andaccommodating than the high street banks.

You’ll find the smart money onlineWhere can you research these increasingly

popular sources of SME finance? Visit one of theonline funding platforms that have sprung uprecently – try Funding Xchange, AlternativeBusiness Funding or Find SME Finance forstarters.How do they work? Funding Xchange CEO

KatrinHerring compares them to price comparis-on websites, commenting: “We bring the samebenefits to a market where shopping aroundpreviously consumed a huge amount of time andenergy. We have done all the leg-work so it is noweasy for businesses to get quotes from a widerange of lenders.”

Lenders who like SMEsHow do the likes of Ultimate Finance differ

from the more traditional financial institutions?Crucially, they specialise in lending to SMEs – it’stheir sole source of revenue so they’re keen to findresponsible ways to oblige.With the big banks it’stotally the opposite – they often approach smallerbusinesses with more trepidation. Instead of a“Computer says ‘No!’” attitude Ultimate Financetakes a more human and considered approach.Their lending criteria are less rigid and restrict-ive so you are more likely to receive the money.Ultimate’s application process ismuch easier andswifter. There’s also awide range of products, andthese are more flexible. Finally, the terms tend tobe much less onerous.

An approach that’s finding favourWhen you consider all these factors it’s not

surprising that a huge number of SMEs areshunning traditional bank overdrafts and loansin favour of providers like Ultimate Finance. Inthe last five months of last year alone the com-pany increased its lending to SMEs by an im-pressive 30 per cent. The key to this success, as faras Ultimate Finance is concerned, is innovation.Group Sales Director Nick Smith explains: “Overrecent years we’ve analysed what SMEs reallywant. We then set about developing nicheproducts tailored for specific sectors and situ-ations that tend to be under-served by otherproviders.” Products include Invoice Financesolutions that enable companies to release thecash they have tied up in unpaid invoices andAsset Finance facilities that make it easy forowners to acquire machinery and vehicleswithout using up valuable working capital. Ulti-mate Finance also provides Trade Finance forthose buying goods, as well as Ultimate BusinessCash, an online platform offering swift and easyaccess to short term business loans.So if you are eager to growyour business in 2016

the message is clear – look beyond the bank!

Alastair Logan is regional director of Bristol-basedUltimate Finance

Opportunities arethere for firmsthat can adapt

PATRICKMEARSPatrick Mears Partner and Head of Commercial atMowbray Woodwards Solicitors in Bath reflects on achanging business climate

Business owners throughout the South West arebraced for a year of big changes in 2016.The business landscape is shifting and the

challenge for businesses is to keep up with chan-ging legislative requirements while achievinggrowth.Last year’s General Election brought the first

new majority Government since 2005. New eco-nomic policies and changes to the regulatoryframework abound and these will have signific-ant implications for the business sector in theyear ahead.2016 sees the introduction of newpolicieswhich

will directly hit business profits. The newNation-al Living Wage which launches in April has beenmet with considerable concern by many – partic-ularly those in the retail, leisure and care sec-tors.For example, the Federation of Small Busi-

nesses (FSB) reports that a small retail businesswith six full-time staff aged 25 and over andearning the current adult minimum wage willhave to pay an extra £5,900 per year. This is aconsiderable additional annual cost to smallerfirms.Another extra financial hit this year is the

introduction of new rules on dividends. In lastsummer’s budget, theChancellor surprisedmanyby abolishing the Dividend Tax Credit and repla-cing it with new rates of dividend tax.From April, this means that basic tax payers

who previously were not taxed on dividendincome will now have to pay 7.5 per cent tax. Andtop-rate tax payers,who currently have the optionof growing their business and paying themselvesdividend income at a 30.6 per cent tax rate, willnow find that the top rate of tax on dividendincome will rise to 38.1 per cent.With other big changes in the pipeline, includ-

ing the small business rollout of the workplacepension and the introduction of the Apprentice-ship Levy, 2016 is already shaping up to be achallenging year for local businesses.But it’s not all doom and gloom for businesses

in the South West. There are significant oppor-tunities in the months that lie ahead – as long asbusinesses continue to be flexible and adapt tochanging regulations and market conditions.

AlastairLogan

“

”In last summer’s budget, the Chancellor surprised manyby abolishing the Dividend Tax Credit and replacing itwith new rates of dividend tax.

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - FOREWORDS 76 BUSINESS GUIDE 2016 - FOREWORDS THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

For more details01278 435537 • sedgemoor.gov.uk/business

EXPECT MOREEXPERIENCE MOREWith excellent transport links, amplespace for development and unrivalledbusiness opportunities there’s neverbeen a better time to locate yourbusiness in Sedgemoor

Photo: EDF Energy

A positive outlookBusiness is on the up in the region as the

economic recovery continues. While businessconfidence slipped a little in the SouthWest at theend of 2015 driven by concerns about the globaleconomic situation, it remains above the long-term average, according to Lloyds Bank.Throughout the South West, businesses are

well-placed to take advantage of the upturn. Inparticular, technology firms and creative busi-nesses in Bath and Bristol are leading the surge.Creative businesses are well served by the

Bristol & Bath Science Park, which offers aflexible working environment and opportunitiesfor networking and collaboration. The availabil-ity of good quality work spaces, combined withthe electrification of the Great Western Railwayline, will undoubtedly increase the numbers ofbusinesses relocating to the South West in themonths and years ahead.

Business partnersThe key to continued growth in 2016 is for

businesses across the South West to roll with thepunches andmaintain confidence even in the faceof setbacks or challenges.Having a team of expert solicitors on your side

who specialise in business law can play a key partin business success. Mowbray Woodwards is anindependent firm of solicitors that has providedexpert legal advice and services to businesses fornearly 70 years. Situated in the heart of Bath, ithas the experience and expertise to help busi-nesses across the region, no matter how big thechallenge or opportunity.From commercial property, business contracts,

regulatory enforcement to business disputes,Mowbray Woodwards is your trusted businesspartner.

To find out more information, visitwww.mowbraywoodwards.co.uk, Telephone: 01225 485700 or email Patrick Mears: pmm@mowbraywoodwards.co.uk

If your business has ambitious goals for 2016 thenyou’ll need funding to achieve them. Previouslymost SMEs would have asked their bank for anoverdraft or loan – but not any longer. Innovativealternative providers such as Bristol-based Ulti-mate Finance are proving far more helpful andaccommodating than the high street banks.

You’ll find the smart money onlineWhere can you research these increasingly

popular sources of SME finance? Visit one of theonline funding platforms that have sprung uprecently – try Funding Xchange, AlternativeBusiness Funding or Find SME Finance forstarters.How do they work? Funding Xchange CEO

KatrinHerring compares them to price comparis-on websites, commenting: “We bring the samebenefits to a market where shopping aroundpreviously consumed a huge amount of time andenergy. We have done all the leg-work so it is noweasy for businesses to get quotes from a widerange of lenders.”

Lenders who like SMEsHow do the likes of Ultimate Finance differ

from the more traditional financial institutions?Crucially, they specialise in lending to SMEs – it’stheir sole source of revenue so they’re keen to findresponsible ways to oblige.With the big banks it’stotally the opposite – they often approach smallerbusinesses with more trepidation. Instead of a“Computer says ‘No!’” attitude Ultimate Financetakes a more human and considered approach.Their lending criteria are less rigid and restrict-ive so you are more likely to receive the money.Ultimate’s application process ismuch easier andswifter. There’s also awide range of products, andthese are more flexible. Finally, the terms tend tobe much less onerous.

An approach that’s finding favourWhen you consider all these factors it’s not

surprising that a huge number of SMEs areshunning traditional bank overdrafts and loansin favour of providers like Ultimate Finance. Inthe last five months of last year alone the com-pany increased its lending to SMEs by an im-pressive 30 per cent. The key to this success, as faras Ultimate Finance is concerned, is innovation.Group Sales Director Nick Smith explains: “Overrecent years we’ve analysed what SMEs reallywant. We then set about developing nicheproducts tailored for specific sectors and situ-ations that tend to be under-served by otherproviders.” Products include Invoice Financesolutions that enable companies to release thecash they have tied up in unpaid invoices andAsset Finance facilities that make it easy forowners to acquire machinery and vehicleswithout using up valuable working capital. Ulti-mate Finance also provides Trade Finance forthose buying goods, as well as Ultimate BusinessCash, an online platform offering swift and easyaccess to short term business loans.So if you are eager to growyour business in 2016

the message is clear – look beyond the bank!

Alastair Logan is regional director of Bristol-basedUltimate Finance

Opportunities arethere for firmsthat can adapt

PATRICKMEARSPatrick Mears Partner and Head of Commercial atMowbray Woodwards Solicitors in Bath reflects on achanging business climate

Business owners throughout the South West arebraced for a year of big changes in 2016.The business landscape is shifting and the

challenge for businesses is to keep up with chan-ging legislative requirements while achievinggrowth.Last year’s General Election brought the first

new majority Government since 2005. New eco-nomic policies and changes to the regulatoryframework abound and these will have signific-ant implications for the business sector in theyear ahead.2016 sees the introduction of newpolicieswhich

will directly hit business profits. The newNation-al Living Wage which launches in April has beenmet with considerable concern by many – partic-ularly those in the retail, leisure and care sec-tors.For example, the Federation of Small Busi-

nesses (FSB) reports that a small retail businesswith six full-time staff aged 25 and over andearning the current adult minimum wage willhave to pay an extra £5,900 per year. This is aconsiderable additional annual cost to smallerfirms.Another extra financial hit this year is the

introduction of new rules on dividends. In lastsummer’s budget, theChancellor surprisedmanyby abolishing the Dividend Tax Credit and repla-cing it with new rates of dividend tax.From April, this means that basic tax payers

who previously were not taxed on dividendincome will now have to pay 7.5 per cent tax. Andtop-rate tax payers,who currently have the optionof growing their business and paying themselvesdividend income at a 30.6 per cent tax rate, willnow find that the top rate of tax on dividendincome will rise to 38.1 per cent.With other big changes in the pipeline, includ-

ing the small business rollout of the workplacepension and the introduction of the Apprentice-ship Levy, 2016 is already shaping up to be achallenging year for local businesses.But it’s not all doom and gloom for businesses

in the South West. There are significant oppor-tunities in the months that lie ahead – as long asbusinesses continue to be flexible and adapt tochanging regulations and market conditions.

AlastairLogan

“

”In last summer’s budget, the Chancellor surprised manyby abolishing the Dividend Tax Credit and replacing itwith new rates of dividend tax.

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - HINKLEY POINT C 98 BUSINESS GUIDE 2016 - HINKLEY POINT C THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

EDF Energy is close to making the final invest-ment decision that will start main constructionwork on Hinkley Point C nuclear power station,Europe’s biggest civil engineering project.The build will bring huge benefits for business,

jobs and skills upgrades throughout Somersetand the wider west.As this publication went to press there was

some talk in the French media that EDF couldevenmake its final decision before the end of thismonth.Building the £18bn plant, and feeding, housing

and transporting the workforce, will create 25,000

jobs. More than 60 per cent in value of the totalbuild costs will be spent in the UK.West Country businesses are on the starting

blocks, tensed and ready for the starter’s gun.But there have been some equally tense times

along the way.French state-owned EDF originally planned to

build the plant with Centrica, which pulled out in2013.EDF began discussions with Chinese state-

owned China General Nuclear Power Corpora-tion, and last October the two state-owned com-panies signed an historic deal in London in thepresence of Prime Minister David Cameron andChinese President Xi Jinping. The Chinese willhave a 33.5 per cent stake.Nuclear could provide up to 30 per cent of the

low-carbon electricity the country will needthrough the 2030s. Hinkley C itself will provideseven per cent.The supply chain iswell-developed, with identi-

fied preferred bidders heavily involved in con-struction planning.Training for needed skills is under way and

industrial agreements with trade unions are inplace.Somerset Chamber of Commerce is EDF’s pro-

curement partner to manage the supply chain.Chris Langdon is the Chamber’s supply chainmanager.He said: “The Somerset team has been running

this for five years now. So far 3,200 suppliers haveregistered from Somerset and the South West, ofwhich 2,000 are from Somerset.“There will be others whowill have had conver-

sations with the main contractors.“They have told us who they are and what their

core capabilities are. In the last five years therehave been something like 190 suppliers whoalready have contracts, worth £50 million.”Five work packages have been awarded to col-

laborative groups, covering needs ranging frombuses to catering, construction, utilities andcampus management.Some are delivering interim contracts, and

others are preferred bidders.“It will all happen very quickly,” says Mr

Langdon. “There are some challenges on theskills side which will have an impact on the localbusiness community. There will be a shortage,but there’s a lot of optimism. It will be a bigeconomic lift and that will increase the competi-tion for skills but there are lots of businesses thatwill benefit and it will help to improve the skillslevels. The five collaborative groups add up to£225 million which would otherwise have gone tonational companies – that’s just a very small partof a very big package.“As the project goes live we expect to increase

capacity. We are collaborating with SWMAS Ltdwho run a number of international contracts ofbusiness support, and we are also working withBusiness West, the chamber in Bristol, so we aregrowing our team too.”Brokering business support to help suppliers

meet quality and safety standards is anotherimportant part of Somerset Chamber’s work.

The massive earth-moving machines on site atHinkley Point may have been silent for the pastfew months, but there has been no let-up inactivity at neighbouring Sedgemoor DistrictCouncil as it prepares for its role as a hostauthority for the biggest construction project inEurope.Breathing space between consent for the new

nuclear power station and the Final InvestmentDecision by EDF Energy has allowed Sedgemoorto work with its partners to pave the way for thesmooth execution of the building project, andprepare for the influx of people, jobs, traffic andabove all opportunities that building the UK’sfirst new nuclear power station in a generationwill bring. Crucially, the hiatus has allowed timefor the district to advance on its ambitious plansto create a hub for the renewable and low carbonenergy sector. Through its links with the newnuclear industry and track record for commer-cial development delivery, Sedgemoor has se-cured Enterprise Zone status for HuntspillEnergy Park near Bridgwater. At more than 90hectares, the park will be one of the country’slargest stand-alone Enterprise Zone sites whenoperational, and together with partner sites nearExeter, will support the creation of 17,800 highvalue jobs over the next 25 years.The Enterprise Zone will join a rapidly expand-

ing portfolio of development siteswithin the area,with business park locations adjacent to J22, 23and 24 currently available for investment. Thesesites are being supported by Sedgemoor’sstrengthened inward investment and businessteam, aswell as by thework of Into Somerset – thecounty’s joint inward investment service.Working closely with Somerset County Coun-

cil, Sedgemoor is also focusing on creating thespace needed for the collaboration and innova-tion associated with amodernmajor project. Thedevelopment of the Somerset Energy InnovationCentre, opening in early 2016 close to J23 of theM5, provides a bespoke facility catering for needslarge and small across multiple areas.Accommodating the firms and investment

coming into the area is just one part of the co-ordinated preparation that has occupied thecouncil and its partners. It includes continuingwork on highways improvements that will easethe flow of construction traffic through the townon its way to and from the site. Investment atBridgwater College in expanded facilities and thesecuring of the New Nuclear College for the UKare helping to develop skills and capacity. Jointworking with EDF’s job brokerage is allowinglocal people to take advantage of recruitmentassociated with the project.More widely, Sedgemoor continues to imple-

ment its ambitious programme for growth. Accel-erated house building in the district over the pastfive years is being sustained, with Housing Zonestatus providing added impetus. Activity in thecrucial tourism, food and drink and logisticssectors seeks to harness the advantage of thedistrict’s unique location and increasing visitornumbers. All of this is on top of the record £400mof investment the district has attracted since 2010.If you would like to learn more about the oppor-tunities in Sedgemoor and arrange to see adedicated inward investment account manager,please contact Carla Modley on carla.modley@sedgemoor.gov.uk or 01278 435537.

One business looking forward to the challengeof Hinkley is Mike Morgan Electrical Services,based at Bridgwater, which currently has 22employees. It is a part of the Construction Opera-tions Management Alliance (COMA) for con-struction utilities. Mr Morgan, who founded thebusiness 30 years ago, said: “We have great oppor-tunities within that group, and also as an estab-lished electrical contractor we are currentlyworking in a small way on the new site. We havebegun the process of getting badged up, of gettingcertain accreditations in place.“We have used the last two-three years to take

on board things that have been on offer fromSomerset Chamber such as growth accelerationand Management skills and have picked up vari-ous courses fromBridgwater College andwehavegained a lot from that.Myworkforce are broaden-ing their skills. We have grown up. WessexWater,a multi-million pound contractor which is amajor player, is also a part of COMA, and we havenow qualified with them as well.“In two years’ time I think we could be employ-

ing more than 40 people. The real focus is that weare improving in lots of areas. And for ourcustomers that’s going to be good all round.“Wehope our opportunitywithinCOMAwill be

enormous and that it will be ongoing and we willmaintain for the future such opportunities asmaintenance of power stations or big local au-thority projects. The biggest issue is getting theright staff in at the right time. Skill sets areperhaps not as high as they used to be, and we areworking hard with the college to bring young-sters forward. We have level 3 skills in the com-pany and can bring people in with level 3 but arelooking to get people trained up to level 4 and 5,but it’s difficult to get funding. I think theGovern-ment needs to help out for sure. There seems to bea lot of grantmoney about but it’s for level 2. I canunderstand that it is to get people going. We havehad level 3 funding too.“But there is 30 years of opportunity on your

doorstep, and it’s all about local jobs. This is afantastic engineering opportunity to be involvedin. I just wish I was younger.”

Mike Morgan, left, says that such are the opportunities provided by Hinkley Point C that he onlywishes he was younger to fully reap the benefits PICTURE: NIGEL ANDREWS

Engineering companyowner – ‘I just wishthat I was younger’Tina Rowe looks at how 2015 saw severalsubstantial milestones being achieved in the processtowards building Hinkley Point C. Businesses inSomerset and the rest of the South West are primed toleap into action when a Final Investment Decision ismade by EDF and its partners

EDF Energy CEO Vincent de Rivaz with Andrea Leadsom, Energy Minister, at Cannington Court in Somerset. The energy giant opened the flagship training campus in November as it moved ever closer to commencing work on a new nuclear reactor at Hinkley Point C

Sedgemooris ‘HinkleyReady’ andraring to go

“

”

It will be a bigeconomic liftand that willincrease thecompetition forskills but thereare lots ofbusinesses thatwill benefit

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - HINKLEY POINT C 98 BUSINESS GUIDE 2016 - HINKLEY POINT C THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

EDF Energy is close to making the final invest-ment decision that will start main constructionwork on Hinkley Point C nuclear power station,Europe’s biggest civil engineering project.The build will bring huge benefits for business,

jobs and skills upgrades throughout Somersetand the wider west.As this publication went to press there was

some talk in the French media that EDF couldevenmake its final decision before the end of thismonth.Building the £18bn plant, and feeding, housing

and transporting the workforce, will create 25,000

jobs. More than 60 per cent in value of the totalbuild costs will be spent in the UK.West Country businesses are on the starting

blocks, tensed and ready for the starter’s gun.But there have been some equally tense times

along the way.French state-owned EDF originally planned to

build the plant with Centrica, which pulled out in2013.EDF began discussions with Chinese state-

owned China General Nuclear Power Corpora-tion, and last October the two state-owned com-panies signed an historic deal in London in thepresence of Prime Minister David Cameron andChinese President Xi Jinping. The Chinese willhave a 33.5 per cent stake.Nuclear could provide up to 30 per cent of the

low-carbon electricity the country will needthrough the 2030s. Hinkley C itself will provideseven per cent.The supply chain iswell-developed, with identi-

fied preferred bidders heavily involved in con-struction planning.Training for needed skills is under way and

industrial agreements with trade unions are inplace.Somerset Chamber of Commerce is EDF’s pro-

curement partner to manage the supply chain.Chris Langdon is the Chamber’s supply chainmanager.He said: “The Somerset team has been running

this for five years now. So far 3,200 suppliers haveregistered from Somerset and the South West, ofwhich 2,000 are from Somerset.“There will be others whowill have had conver-

sations with the main contractors.“They have told us who they are and what their

core capabilities are. In the last five years therehave been something like 190 suppliers whoalready have contracts, worth £50 million.”Five work packages have been awarded to col-

laborative groups, covering needs ranging frombuses to catering, construction, utilities andcampus management.Some are delivering interim contracts, and

others are preferred bidders.“It will all happen very quickly,” says Mr

Langdon. “There are some challenges on theskills side which will have an impact on the localbusiness community. There will be a shortage,but there’s a lot of optimism. It will be a bigeconomic lift and that will increase the competi-tion for skills but there are lots of businesses thatwill benefit and it will help to improve the skillslevels. The five collaborative groups add up to£225 million which would otherwise have gone tonational companies – that’s just a very small partof a very big package.“As the project goes live we expect to increase

capacity. We are collaborating with SWMAS Ltdwho run a number of international contracts ofbusiness support, and we are also working withBusiness West, the chamber in Bristol, so we aregrowing our team too.”Brokering business support to help suppliers

meet quality and safety standards is anotherimportant part of Somerset Chamber’s work.

The massive earth-moving machines on site atHinkley Point may have been silent for the pastfew months, but there has been no let-up inactivity at neighbouring Sedgemoor DistrictCouncil as it prepares for its role as a hostauthority for the biggest construction project inEurope.Breathing space between consent for the new

nuclear power station and the Final InvestmentDecision by EDF Energy has allowed Sedgemoorto work with its partners to pave the way for thesmooth execution of the building project, andprepare for the influx of people, jobs, traffic andabove all opportunities that building the UK’sfirst new nuclear power station in a generationwill bring. Crucially, the hiatus has allowed timefor the district to advance on its ambitious plansto create a hub for the renewable and low carbonenergy sector. Through its links with the newnuclear industry and track record for commer-cial development delivery, Sedgemoor has se-cured Enterprise Zone status for HuntspillEnergy Park near Bridgwater. At more than 90hectares, the park will be one of the country’slargest stand-alone Enterprise Zone sites whenoperational, and together with partner sites nearExeter, will support the creation of 17,800 highvalue jobs over the next 25 years.The Enterprise Zone will join a rapidly expand-

ing portfolio of development siteswithin the area,with business park locations adjacent to J22, 23and 24 currently available for investment. Thesesites are being supported by Sedgemoor’sstrengthened inward investment and businessteam, aswell as by thework of Into Somerset – thecounty’s joint inward investment service.Working closely with Somerset County Coun-

cil, Sedgemoor is also focusing on creating thespace needed for the collaboration and innova-tion associated with amodernmajor project. Thedevelopment of the Somerset Energy InnovationCentre, opening in early 2016 close to J23 of theM5, provides a bespoke facility catering for needslarge and small across multiple areas.Accommodating the firms and investment

coming into the area is just one part of the co-ordinated preparation that has occupied thecouncil and its partners. It includes continuingwork on highways improvements that will easethe flow of construction traffic through the townon its way to and from the site. Investment atBridgwater College in expanded facilities and thesecuring of the New Nuclear College for the UKare helping to develop skills and capacity. Jointworking with EDF’s job brokerage is allowinglocal people to take advantage of recruitmentassociated with the project.More widely, Sedgemoor continues to imple-

ment its ambitious programme for growth. Accel-erated house building in the district over the pastfive years is being sustained, with Housing Zonestatus providing added impetus. Activity in thecrucial tourism, food and drink and logisticssectors seeks to harness the advantage of thedistrict’s unique location and increasing visitornumbers. All of this is on top of the record £400mof investment the district has attracted since 2010.If you would like to learn more about the oppor-tunities in Sedgemoor and arrange to see adedicated inward investment account manager,please contact Carla Modley on carla.modley@sedgemoor.gov.uk or 01278 435537.

One business looking forward to the challengeof Hinkley is Mike Morgan Electrical Services,based at Bridgwater, which currently has 22employees. It is a part of the Construction Opera-tions Management Alliance (COMA) for con-struction utilities. Mr Morgan, who founded thebusiness 30 years ago, said: “We have great oppor-tunities within that group, and also as an estab-lished electrical contractor we are currentlyworking in a small way on the new site. We havebegun the process of getting badged up, of gettingcertain accreditations in place.“We have used the last two-three years to take

on board things that have been on offer fromSomerset Chamber such as growth accelerationand Management skills and have picked up vari-ous courses fromBridgwater College andwehavegained a lot from that.Myworkforce are broaden-ing their skills. We have grown up. WessexWater,a multi-million pound contractor which is amajor player, is also a part of COMA, and we havenow qualified with them as well.“In two years’ time I think we could be employ-

ing more than 40 people. The real focus is that weare improving in lots of areas. And for ourcustomers that’s going to be good all round.“Wehope our opportunitywithinCOMAwill be

enormous and that it will be ongoing and we willmaintain for the future such opportunities asmaintenance of power stations or big local au-thority projects. The biggest issue is getting theright staff in at the right time. Skill sets areperhaps not as high as they used to be, and we areworking hard with the college to bring young-sters forward. We have level 3 skills in the com-pany and can bring people in with level 3 but arelooking to get people trained up to level 4 and 5,but it’s difficult to get funding. I think theGovern-ment needs to help out for sure. There seems to bea lot of grantmoney about but it’s for level 2. I canunderstand that it is to get people going. We havehad level 3 funding too.“But there is 30 years of opportunity on your

doorstep, and it’s all about local jobs. This is afantastic engineering opportunity to be involvedin. I just wish I was younger.”

Mike Morgan, left, says that such are the opportunities provided by Hinkley Point C that he onlywishes he was younger to fully reap the benefits PICTURE: NIGEL ANDREWS

Engineering companyowner – ‘I just wishthat I was younger’Tina Rowe looks at how 2015 saw severalsubstantial milestones being achieved in the processtowards building Hinkley Point C. Businesses inSomerset and the rest of the South West are primed toleap into action when a Final Investment Decision ismade by EDF and its partners

EDF Energy CEO Vincent de Rivaz with Andrea Leadsom, Energy Minister, at Cannington Court in Somerset. The energy giant opened the flagship training campus in November as it moved ever closer to commencing work on a new nuclear reactor at Hinkley Point C

Sedgemooris ‘HinkleyReady’ andraring to go

“

”

It will be a bigeconomic liftand that willincrease thecompetition forskills but thereare lots ofbusinesses thatwill benefit

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - HINKLEY POINT C 1110 BUSINESS GUIDE 2016 - HINKLEY POINT C THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

InsuranceWITHOUTDOUBT.

Call 01749 834 500

Email corporate@higos.co.uk

Visit www.higos.co.uk

To find out how Higos can help your business

It is difficult to imagine a project that is morecomplex or fraught with difficulty to advancefrom drawing board to construction than a newnuclear reactor.Hinkley Point C has beenmore than a decade in

themaking so far – but the decision onwhether topress the button to proceed is reportedly immin-ent.Several major milestones were achieved in

2015, including a landmark deal betweenEDFandthe China General Nuclear Power Corporation,announced during a Chinese state visit to theUK.To build the proposed station, a number of

associateddevelopments are also requiredduringthe construction phase.Work on many of these has already begun and

once EDF makes a Final Investment Decisionthings will begin to accelerate.Here are some of the key milestones already

achieved.2005 – Government says new nuclear power

stations are needed to close the UK’s energy gap2009 – Hinkley Point C identified by Govern-

ment as one of eight locations in the UKpotentially suitable for a new nuclear powerstation2009 – EDF Energy opens office in Bridgwater2009 – EDF Energy starts formal consultation

on initial proposals2011 – Parliament ratifies the Government’s

National Policy Statements, highlighting the“urgent need” for new nuclear and following tworounds of consultation2011 – EDF Energy applies to regulators for a

Nuclear Site Licence and Environmental Per-mits2011 – An application for Site Preparation

works is approved by West Somerset Council2011 – EDF Energy’s formal consultation comes

to an end following four stages of consultation2011 – EDF Energy submits its Development

Consent Order (DCO) application to the Infra-structure Planning Commission (now the Plan-ning Inspectorate)2012 – Site Preparation works start on the

Hinkley Point C site after legal agreement2012 – Planning Inspectorate starts six-month

examination of the DCO in March, making arecommendation to Secretary of State by Decem-ber 222012 – Draft Energy Bill published

2013 – Secretary of State decision to approveHinkley Point C application given in March2013 –Agreement reached on commercial terms

of the operation of Hinkley Point C in October.Including a controversial agreement with theGovernment over the ‘strike price’ – a guaranteeover the price paid for electricity.2013 – TheEuropeanCommission announces in

December it is investigating whether the ‘strikeprice’ agreement constitutes illegal state aid.2014 – EDF and unions agree a deal in July

about the wages and industrial conditions forworkers engaged on the project.2014 – The European Commission approves the

agreements between the Government and EDF inOctober.2015 (October) – EDF signed an investment

agreement with the China General NuclearPower Corporation (CGN) to build Hinkley C,with the first power generated in 2025, two yearslater than the original date. EDF’s share inHinkley Point C will be 66.5 per cent and CGN’swill be 33.5 per cent, with total construction costsforecast to be £18 billion.2015 (November) – EDF opened its new training

academy at Cannington Court in Somerset.2016 – EDF and its partners scheduled to make

final investment decision to proceedwith project.Reports in the Frenchmedia as this guide went topress suggest it could happen imminently.

Long road to Hinkley decisionRichard Bache looks back at the decade-longprocess to build a new nuclear reactor at Hinkley PointC in Somerset. French energy giant EDF is poised tomake a Final Investment Decision on building the plantthat will herald investment of more than £18 billion inthe West

The visit of ChinesePresident Xi Jingpingcoincided with a dealbetween EDF and ChinaGeneral Nuclear Power

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - HINKLEY POINT C 1110 BUSINESS GUIDE 2016 - HINKLEY POINT C THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

InsuranceWITHOUTDOUBT.

Call 01749 834 500

Email corporate@higos.co.uk

Visit www.higos.co.uk

To find out how Higos can help your business

It is difficult to imagine a project that is morecomplex or fraught with difficulty to advancefrom drawing board to construction than a newnuclear reactor.Hinkley Point C has beenmore than a decade in

themaking so far – but the decision onwhether topress the button to proceed is reportedly immin-ent.Several major milestones were achieved in

2015, including a landmark deal betweenEDFandthe China General Nuclear Power Corporation,announced during a Chinese state visit to theUK.To build the proposed station, a number of

associateddevelopments are also requiredduringthe construction phase.Work on many of these has already begun and

once EDF makes a Final Investment Decisionthings will begin to accelerate.Here are some of the key milestones already

achieved.2005 – Government says new nuclear power

stations are needed to close the UK’s energy gap2009 – Hinkley Point C identified by Govern-

ment as one of eight locations in the UKpotentially suitable for a new nuclear powerstation2009 – EDF Energy opens office in Bridgwater2009 – EDF Energy starts formal consultation

on initial proposals2011 – Parliament ratifies the Government’s

National Policy Statements, highlighting the“urgent need” for new nuclear and following tworounds of consultation2011 – EDF Energy applies to regulators for a

Nuclear Site Licence and Environmental Per-mits2011 – An application for Site Preparation

works is approved by West Somerset Council2011 – EDF Energy’s formal consultation comes

to an end following four stages of consultation2011 – EDF Energy submits its Development

Consent Order (DCO) application to the Infra-structure Planning Commission (now the Plan-ning Inspectorate)2012 – Site Preparation works start on the

Hinkley Point C site after legal agreement2012 – Planning Inspectorate starts six-month

examination of the DCO in March, making arecommendation to Secretary of State by Decem-ber 222012 – Draft Energy Bill published

2013 – Secretary of State decision to approveHinkley Point C application given in March2013 –Agreement reached on commercial terms

of the operation of Hinkley Point C in October.Including a controversial agreement with theGovernment over the ‘strike price’ – a guaranteeover the price paid for electricity.2013 – TheEuropeanCommission announces in

December it is investigating whether the ‘strikeprice’ agreement constitutes illegal state aid.2014 – EDF and unions agree a deal in July

about the wages and industrial conditions forworkers engaged on the project.2014 – The European Commission approves the

agreements between the Government and EDF inOctober.2015 (October) – EDF signed an investment

agreement with the China General NuclearPower Corporation (CGN) to build Hinkley C,with the first power generated in 2025, two yearslater than the original date. EDF’s share inHinkley Point C will be 66.5 per cent and CGN’swill be 33.5 per cent, with total construction costsforecast to be £18 billion.2015 (November) – EDF opened its new training

academy at Cannington Court in Somerset.2016 – EDF and its partners scheduled to make

final investment decision to proceedwith project.Reports in the Frenchmedia as this guide went topress suggest it could happen imminently.

Long road to Hinkley decisionRichard Bache looks back at the decade-longprocess to build a new nuclear reactor at Hinkley PointC in Somerset. French energy giant EDF is poised tomake a Final Investment Decision on building the plantthat will herald investment of more than £18 billion inthe West

The visit of ChinesePresident Xi Jingpingcoincided with a dealbetween EDF and ChinaGeneral Nuclear Power

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - DIGITAL ECONOMY 1312 BUSINESS GUIDE 2016 - DIGITAL ECONOMY THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

The high-tech and digital economy in the West ofEngland is the envy not only of the rest of Britain,but most of Europe too.The region is at the forefront of many of the

technologies that are changing howwework, howwe live our day-to-day lives and howwe spend ourfree time.From small start-ups, to fast-growing success

stories, to offshoots of some of the world’s biggesttech giants, the West is gaining a reputation as ahotbed of innovation.In the past year alone companies as diverse as

Cray supercomputers, the JustEat takeaway app,Somo, the world’s biggest independent mobilesolutions company and Chinese telecoms giantHuawei have moved to the Bristol area.Twitter owns Bristol-based analytics company

SecondSync, Facebook owns Somerset dronefirm Ascenta and Amazon owns Bristol-developed global web sensation IMDB (The Inter-net Movie Database).Added to long-established tech businesses in

the West such as Toshiba, Hewlett Packard andIntel it speaks to the region’s growing influencein this valuable sector.The West has been particularly successful at

luring talented young staff from London to theregion.Between June 2012 and June 2013, 3,290 people

moved from London to Bristol, putting the cityahead of Manchester, Oxford and Liverpool andsecond only to Birmingham as the most populardestination for those fleeing the capital.It helps that the Bristol and Bath tech cluster

has beennamedas the secondbest inBritain afterLondon and the only other in Britain of globalsignificance.TechCityUk’s Tech Nation report last year

named Bristol and Bath as Britain’s secondbiggest cluster, employing more than 60,000people in the digital economy.It said: “As well as huge digital companies

operating in mature industries, Bristol and Bathhas produced some hugely innovative and suc-cessful start-ups in recent times.“From Imaginarium’s motion capture, to

Maplebird’s development of micro-robotics‘ultra-sonic’ reactive technology from Ultra-haptics, and 3D printable artificial limbs fromOpen Bionics, creative innovation lies at theheart of this thriving cluster.“The digital community in the area is also

Dozens of major firms are investing in the region’sglobally significant tech sector. That allayed to theentrepreneurial spirit and technical skill evident in theregion has led to the West’s tech sector picking up thenickname of Silicon Gorge

Tech sector in the West has been dubbed Silicon Gorge

Tech businessesare voting withtheir feet to headto West Country

The Bristol is Open venture is one of the ways thecity is demonstrating its pioneering attitude to-wards the digital economy.It is a joint venture between the University of

Bristol and Bristol City Council and is funded bythe local, national and European governments,with academic research funding, and by theprivate sector.It is delivering research and development initi-

atives that contribute to the development of asmart city and the ‘Internet of Things’.Small sensors, including the smart phones and

GPS devices of willing participants, will supplythe three new fast networks in the centre ofBristol, with information about many aspects ofcity life, including energy, air quality and trafficflows. A city operating system will dynamicallyhost this machine-to-machine communication,allowing the development of a wide range ofapplications.All the data generated will be anonymised and

made public through an ‘open data’ portal.Bristol Is Open is welcoming a range of part-

ners to the project, including large telecom andsoftware companies. Participants will get a sliceof the network to work with. The active, wirelessand mesh network will be technology agnostic,built on open network principles.Rolls-Royce was announced in November as a

partner in the UK’s first interactive Data Dome.It will investigate the use of the fully immersive

hemispherical display system in the 100-seat fa-cility, for high-end visualisation of its productsand associated big data. The first visualisation isof the Trent XWB, the world’s most efficient aeroengine.Housed insideAt-Bristol ScienceCentre’sPlanetarium, the Bristol Data Dome is the onlyprojection environment in theworld connected toa city-scale high performance network and a highperformance computer and is one of the highestdefinition digital projection environments in theUK today.

The planetarium at At Bristol is being used aspart of the research

Consumers are increasingly understanding thevalue that their data holds. For businesses, thismeans that more than ever they must offersomething of value in return for mining andusing data.At Osborne Clarke, we recently carried out

some research with Retail Week magazine, andfound that customers have a shopping list ofservices that they expect in return for their data.At the top of that list is personalised offers,something that the major supermarkets havebecomevery adept at providing over recent years.Of the respondents that share personal data, overhalf said that they preferred personalised offers,which perhaps shows how familiar this form ofmarketing has become. Their second preference,however – personalised pricing based on onlinesearch and purchase history – has proved contro-versial at times. Despite that, almost 40 per cent ofrespondents said that they expect personalisedpricing.So what doesn’t work? In two words: spam and

over-familiarity. Only a quarter of respondentswanted personalisedmarketing emails and fewerthan 15 per cent would welcome being greeted byname in store. Our research report highlightsthat all businesses need to look at the way theycollect, process anduse customer data, in order toget themost benefit from it while complying withthe relevant legislation, which will also be chan-ging significantly over the next few years asresult of the new EU General Data ProtectionRegulation. Businesses should therefore considerthe following actions:■ Assess all data-processing activities. Whatdata is being collected, how is it being used and isthat use fair?■ Align privacy policies and statements. Do theyaccurately reflect reality and are they clear toconsumers?■ Look at the data-capture processes objectively.When and how is information about privacygiven to customers? How much control do theyhave over how it is used?■ Make sure suppliers have to comply with gooddata handling practices so they do not causecompliance headaches.■ Train staff to treat personal data properly –make sure everyone takes responsibility.■ Have a tried and tested plan to deal with datasecurity breaches.In the UK, 79 per cent of consumers are pre-

pared to let businesses use their data – withconditions. For businesses, the key to building aprofitable data-driven business stream is under-standing the transactional nature of data collec-tion. Get it right and you will future-proof yourbusiness, but get it wrong and you could alienateyour customers, risk enforcement action andnegative publicity.Emily Jones Partner, international law firm OsborneClarke

Our business is your businessWe make it our business to know what makes your business tick and help you anticipate thechallenges ahead. If you’re starting a new business, dealing with disputes, restructuring yourcompany, updating employment contracts or moving premises, we can help. We have stronglinks with accountants, banks, property experts and other specialists to ensure you receivenot only first rate legal advice, but also any other professional advice you might need.

Here are just some of the legal servicesthat we can provide for your business:• Starting a business• Commercial property• Commercial contracts• Business disputes• Claim management• Regulatory enforcement• Health & safety• Business crime• Environment Agency planning breaches• Pension schemes and propertyinvestments

• Commercial landlord and tenant

To find out more, please contact one ofour specialist business solicitors.

T. 01225 485 700E. info@mowbraywoodwards.co.uk

Meet our expertBusiness Services team atwww.mowbraywoodwards.co.uk

Mowbray Woodwards Solicitors3 Queen Square, Bath, BA1 2HG

There’s plenty to feel positive about in 2016, says JamesDurie, Chief Executive of Bristol Chamber & Initiative atBusiness West, and we start the year with a real sense ofmomentum and energy in the Bristol & Bath city region

Personally I’m a “half glass full” sort of person,and I think we have taken some great stridesforward over this past year. Just have a lookaround the place and you’ll see the number ofcranes and scale of investment going into ourinfrastructure. Look at our universities, airport,Ashton Gate Stadium and also the £200m metrobus scheme, including the long-awaited SouthBristol Link, all under way. Rail electrification(despite budget overrun) continues to progress,and I see its effect already having real impact. AsEuropean Green Capital I think the city very

successfully helped show howwe all shift tomoresustainable urban living, while welcoming hugenumbers of visitors from across the world. OurEnterprise Zone (which is set to expand) contin-ues to attract lots of newcomers, new majorspeculative development and the Bristol Arenamoves ever closer.But there’s also a “half glass empty” perspect-

ive which should stop us from feeling too selfsatisfied. Some huge decisions are in the offing.My concern is that business, and the local eco-nomy, stands to lose out significantly if thesedecisions aremade just on narrow party politicallines, and too often a short-term outlook. Asbusiness, we must play our part to help informthe debate. In May, Bristol will vote to elect a newMayor, while in March, Bath and North EastSomerset will have decided onwhether theywantone.While we certainly wouldn’t go as far as to take

sides, I feel that it’s in the interests of the cityregion that, whoever is in office from May, willrecognise business drives the local economy…

and that we want and need to be actively involvedin shaping the long-term future. That’s why wewill be putting abusinessmanifesto to the candid-ates, setting outhowwewant them to operate, andwhat we want them to focus on.On a not-unrelated topic, city region devolution

is a prize not without its challenges, but onewhich we are clear the four unitary authoritiesmust meet in order to better position this placefor new and significant borrowing powers andmore joined up working. The Joint Spatial &Transport Plans to 2036, being developed by ourfour councils, are the opportunity for us all towork together towards shaping a common viewand picture of sustainable long-term growth – wesimply need more housing, more employmentland and much better supporting infrastructure.Lastly, the EU referendumwill soon be with us.

This is something of huge importance for the UK.Our recent survey of over 1,000 of our membershas shown just how significant it is to our firmsandwe are andwill be playing a role to set out thepros and cons to better inform the debate.

JAMESDURIE

Personaliseduse of datais crucial forcustomers inmany fieldsEMILYJONES

“

growing at a rapid ratewith a 65 per cent increasein new digital companies incorporated between2010-13. This has led to Bristol andBath becomingthe second largest digital employer in the UK,with 61,653 people working in tech.”One of the key attractions for tech businesses is

the presence of like-minded companies.The Engine Shed hub for innovative and start-

up businesses opened two years ago, and anumber of businesses within it have already out-grown it and are looking for bigger premises inthe zone.Energy supplier Ovo moved into the zone and

continues to grow its team of 700-plus.And more things are in the pipeline.Developer Skanska has bought land in front of

Temple Meads and plans to build new offices,probably aimed at the creative and technologysector.Engine Shed 2 is being planned, with a tempor-

ary extensionmade of shipping containers calledBoxworks opened late last year. Further develop-ment of homes and office space is under way atthe Paintworks on Bath Road, on the edge of theEnterprise Zone.West of England Local Enterprise Partnership

chairman Colin Skellett told our sister paperTheBristol Post: “The extension builds on our successof attracting new businesses and jobs to the areaand demonstrates the strength of the West ofEngland joint working.“Our expectation is that additional funds raised

by the Temple Quarter Enterprise Zone expan-sion will assist in the redevelopment of TempleMeads station – one of the last major city centremainline railway stations not to have been refur-bished to 21st-century standards.”Invest Bristol and Bath has played a key role in

attracting new talent and jobs to the region,augmenting the home-grown tech entrepren-eurs.It said 37 new companies invested in setting up

a base in theWest of England in 2014/15, bringing900 high-quality jobs.Examples in theWest of England region include

global software technology company Oracle,which has committed to investing in Bristol, andleading global provider of business process out-sourcing services, IBEX Global, which also has abase in Bristol.Matthew Cross, head of inward investment at

Invest Bristol & Bath, the agency that spearheadsthe region’s programme of inward investment,said: “Looking ahead,wehave a strong pipeline ofinward investment activity, with interest from amajor US-based tech company with the potentialto generate 180 jobs, a greentech firm with thepotential to create 100 jobs and a financial andprofessional services business with the potentialto generate 200 jobs.”

”

City regiondevolution is aprize notwithout itschallenges, butone which weare clear thefour authoritiesmust meet

Region must get big decisions right to prosper

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - DIGITAL ECONOMY 1312 BUSINESS GUIDE 2016 - DIGITAL ECONOMY THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

The high-tech and digital economy in the West ofEngland is the envy not only of the rest of Britain,but most of Europe too.The region is at the forefront of many of the

technologies that are changing howwework, howwe live our day-to-day lives and howwe spend ourfree time.From small start-ups, to fast-growing success

stories, to offshoots of some of the world’s biggesttech giants, the West is gaining a reputation as ahotbed of innovation.In the past year alone companies as diverse as

Cray supercomputers, the JustEat takeaway app,Somo, the world’s biggest independent mobilesolutions company and Chinese telecoms giantHuawei have moved to the Bristol area.Twitter owns Bristol-based analytics company

SecondSync, Facebook owns Somerset dronefirm Ascenta and Amazon owns Bristol-developed global web sensation IMDB (The Inter-net Movie Database).Added to long-established tech businesses in

the West such as Toshiba, Hewlett Packard andIntel it speaks to the region’s growing influencein this valuable sector.The West has been particularly successful at

luring talented young staff from London to theregion.Between June 2012 and June 2013, 3,290 people

moved from London to Bristol, putting the cityahead of Manchester, Oxford and Liverpool andsecond only to Birmingham as the most populardestination for those fleeing the capital.It helps that the Bristol and Bath tech cluster

has beennamedas the secondbest inBritain afterLondon and the only other in Britain of globalsignificance.TechCityUk’s Tech Nation report last year

named Bristol and Bath as Britain’s secondbiggest cluster, employing more than 60,000people in the digital economy.It said: “As well as huge digital companies

operating in mature industries, Bristol and Bathhas produced some hugely innovative and suc-cessful start-ups in recent times.“From Imaginarium’s motion capture, to

Maplebird’s development of micro-robotics‘ultra-sonic’ reactive technology from Ultra-haptics, and 3D printable artificial limbs fromOpen Bionics, creative innovation lies at theheart of this thriving cluster.“The digital community in the area is also

Dozens of major firms are investing in the region’sglobally significant tech sector. That allayed to theentrepreneurial spirit and technical skill evident in theregion has led to the West’s tech sector picking up thenickname of Silicon Gorge

Tech sector in the West has been dubbed Silicon Gorge

Tech businessesare voting withtheir feet to headto West Country

The Bristol is Open venture is one of the ways thecity is demonstrating its pioneering attitude to-wards the digital economy.It is a joint venture between the University of

Bristol and Bristol City Council and is funded bythe local, national and European governments,with academic research funding, and by theprivate sector.It is delivering research and development initi-

atives that contribute to the development of asmart city and the ‘Internet of Things’.Small sensors, including the smart phones and

GPS devices of willing participants, will supplythe three new fast networks in the centre ofBristol, with information about many aspects ofcity life, including energy, air quality and trafficflows. A city operating system will dynamicallyhost this machine-to-machine communication,allowing the development of a wide range ofapplications.All the data generated will be anonymised and

made public through an ‘open data’ portal.Bristol Is Open is welcoming a range of part-

ners to the project, including large telecom andsoftware companies. Participants will get a sliceof the network to work with. The active, wirelessand mesh network will be technology agnostic,built on open network principles.Rolls-Royce was announced in November as a

partner in the UK’s first interactive Data Dome.It will investigate the use of the fully immersive

hemispherical display system in the 100-seat fa-cility, for high-end visualisation of its productsand associated big data. The first visualisation isof the Trent XWB, the world’s most efficient aeroengine.Housed insideAt-Bristol ScienceCentre’sPlanetarium, the Bristol Data Dome is the onlyprojection environment in theworld connected toa city-scale high performance network and a highperformance computer and is one of the highestdefinition digital projection environments in theUK today.

The planetarium at At Bristol is being used aspart of the research

Consumers are increasingly understanding thevalue that their data holds. For businesses, thismeans that more than ever they must offersomething of value in return for mining andusing data.At Osborne Clarke, we recently carried out

some research with Retail Week magazine, andfound that customers have a shopping list ofservices that they expect in return for their data.At the top of that list is personalised offers,something that the major supermarkets havebecomevery adept at providing over recent years.Of the respondents that share personal data, overhalf said that they preferred personalised offers,which perhaps shows how familiar this form ofmarketing has become. Their second preference,however – personalised pricing based on onlinesearch and purchase history – has proved contro-versial at times. Despite that, almost 40 per cent ofrespondents said that they expect personalisedpricing.So what doesn’t work? In two words: spam and

over-familiarity. Only a quarter of respondentswanted personalisedmarketing emails and fewerthan 15 per cent would welcome being greeted byname in store. Our research report highlightsthat all businesses need to look at the way theycollect, process anduse customer data, in order toget themost benefit from it while complying withthe relevant legislation, which will also be chan-ging significantly over the next few years asresult of the new EU General Data ProtectionRegulation. Businesses should therefore considerthe following actions:■ Assess all data-processing activities. Whatdata is being collected, how is it being used and isthat use fair?■ Align privacy policies and statements. Do theyaccurately reflect reality and are they clear toconsumers?■ Look at the data-capture processes objectively.When and how is information about privacygiven to customers? How much control do theyhave over how it is used?■ Make sure suppliers have to comply with gooddata handling practices so they do not causecompliance headaches.■ Train staff to treat personal data properly –make sure everyone takes responsibility.■ Have a tried and tested plan to deal with datasecurity breaches.In the UK, 79 per cent of consumers are pre-

pared to let businesses use their data – withconditions. For businesses, the key to building aprofitable data-driven business stream is under-standing the transactional nature of data collec-tion. Get it right and you will future-proof yourbusiness, but get it wrong and you could alienateyour customers, risk enforcement action andnegative publicity.Emily Jones Partner, international law firm OsborneClarke

Our business is your businessWe make it our business to know what makes your business tick and help you anticipate thechallenges ahead. If you’re starting a new business, dealing with disputes, restructuring yourcompany, updating employment contracts or moving premises, we can help. We have stronglinks with accountants, banks, property experts and other specialists to ensure you receivenot only first rate legal advice, but also any other professional advice you might need.

Here are just some of the legal servicesthat we can provide for your business:• Starting a business• Commercial property• Commercial contracts• Business disputes• Claim management• Regulatory enforcement• Health & safety• Business crime• Environment Agency planning breaches• Pension schemes and propertyinvestments

• Commercial landlord and tenant

To find out more, please contact one ofour specialist business solicitors.

T. 01225 485 700E. info@mowbraywoodwards.co.uk

Meet our expertBusiness Services team atwww.mowbraywoodwards.co.uk

Mowbray Woodwards Solicitors3 Queen Square, Bath, BA1 2HG

There’s plenty to feel positive about in 2016, says JamesDurie, Chief Executive of Bristol Chamber & Initiative atBusiness West, and we start the year with a real sense ofmomentum and energy in the Bristol & Bath city region

Personally I’m a “half glass full” sort of person,and I think we have taken some great stridesforward over this past year. Just have a lookaround the place and you’ll see the number ofcranes and scale of investment going into ourinfrastructure. Look at our universities, airport,Ashton Gate Stadium and also the £200m metrobus scheme, including the long-awaited SouthBristol Link, all under way. Rail electrification(despite budget overrun) continues to progress,and I see its effect already having real impact. AsEuropean Green Capital I think the city very

successfully helped show howwe all shift tomoresustainable urban living, while welcoming hugenumbers of visitors from across the world. OurEnterprise Zone (which is set to expand) contin-ues to attract lots of newcomers, new majorspeculative development and the Bristol Arenamoves ever closer.But there’s also a “half glass empty” perspect-

ive which should stop us from feeling too selfsatisfied. Some huge decisions are in the offing.My concern is that business, and the local eco-nomy, stands to lose out significantly if thesedecisions aremade just on narrow party politicallines, and too often a short-term outlook. Asbusiness, we must play our part to help informthe debate. In May, Bristol will vote to elect a newMayor, while in March, Bath and North EastSomerset will have decided onwhether theywantone.While we certainly wouldn’t go as far as to take

sides, I feel that it’s in the interests of the cityregion that, whoever is in office from May, willrecognise business drives the local economy…

and that we want and need to be actively involvedin shaping the long-term future. That’s why wewill be putting abusinessmanifesto to the candid-ates, setting outhowwewant them to operate, andwhat we want them to focus on.On a not-unrelated topic, city region devolution

is a prize not without its challenges, but onewhich we are clear the four unitary authoritiesmust meet in order to better position this placefor new and significant borrowing powers andmore joined up working. The Joint Spatial &Transport Plans to 2036, being developed by ourfour councils, are the opportunity for us all towork together towards shaping a common viewand picture of sustainable long-term growth – wesimply need more housing, more employmentland and much better supporting infrastructure.Lastly, the EU referendumwill soon be with us.

This is something of huge importance for the UK.Our recent survey of over 1,000 of our membershas shown just how significant it is to our firmsandwe are andwill be playing a role to set out thepros and cons to better inform the debate.

JAMESDURIE

Personaliseduse of datais crucial forcustomers inmany fieldsEMILYJONES

“

growing at a rapid ratewith a 65 per cent increasein new digital companies incorporated between2010-13. This has led to Bristol andBath becomingthe second largest digital employer in the UK,with 61,653 people working in tech.”One of the key attractions for tech businesses is

the presence of like-minded companies.The Engine Shed hub for innovative and start-

up businesses opened two years ago, and anumber of businesses within it have already out-grown it and are looking for bigger premises inthe zone.Energy supplier Ovo moved into the zone and

continues to grow its team of 700-plus.And more things are in the pipeline.Developer Skanska has bought land in front of

Temple Meads and plans to build new offices,probably aimed at the creative and technologysector.Engine Shed 2 is being planned, with a tempor-

ary extensionmade of shipping containers calledBoxworks opened late last year. Further develop-ment of homes and office space is under way atthe Paintworks on Bath Road, on the edge of theEnterprise Zone.West of England Local Enterprise Partnership

chairman Colin Skellett told our sister paperTheBristol Post: “The extension builds on our successof attracting new businesses and jobs to the areaand demonstrates the strength of the West ofEngland joint working.“Our expectation is that additional funds raised

by the Temple Quarter Enterprise Zone expan-sion will assist in the redevelopment of TempleMeads station – one of the last major city centremainline railway stations not to have been refur-bished to 21st-century standards.”Invest Bristol and Bath has played a key role in

attracting new talent and jobs to the region,augmenting the home-grown tech entrepren-eurs.It said 37 new companies invested in setting up

a base in theWest of England in 2014/15, bringing900 high-quality jobs.Examples in theWest of England region include

global software technology company Oracle,which has committed to investing in Bristol, andleading global provider of business process out-sourcing services, IBEX Global, which also has abase in Bristol.Matthew Cross, head of inward investment at

Invest Bristol & Bath, the agency that spearheadsthe region’s programme of inward investment,said: “Looking ahead,wehave a strong pipeline ofinward investment activity, with interest from amajor US-based tech company with the potentialto generate 180 jobs, a greentech firm with thepotential to create 100 jobs and a financial andprofessional services business with the potentialto generate 200 jobs.”

”

City regiondevolution is aprize notwithout itschallenges, butone which weare clear thefour authoritiesmust meet

Region must get big decisions right to prosper

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - ADVISORY SERVICES 1514 BUSINESS GUIDE 2016 - ADVISORY SERVICES THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Formany firms, evolution is inevitable and ongo-ing. However, they recognise that change comesat a price and many will undoubtedly be lookinghard at the likely return on investment.Whatever the sector, location or type of client,

the challenge for professional services firms iswhether they understand what their clients andpotential clients really want and, more import-antly, what they truly value.Smaller players have had to develop niche areas

of expertise to survive while many of the largerfirms’ growth has been characterised by mergerand acquisition to appeal to an evermore discern-

ing client base demanding size and geographicalreach as well as breadth and depth of specialistservices.These shifts away fromgeneral practice and the

one-size fits all approach have required hugeinvestment over the last few years – in fee-earners, premises, new technology, business de-velopment, marketing, outsourcing and so on.The costs have been considerable but so too therisks of standing still. Not only is competitionamong professional services firms fiercer thanever, but they are also having to contendwith newentrants to the market and online providersapplying constant downward pressure on fees.Three of the UK’s ‘big four’ accountancy firms

have successfully secured an Alternative Busi-ness Structures (ABS) licence which allows themto offer legal services, providing a new but notunforeseen threat to many law firms. For ex-ample EY, which has offices in Bristol and Exeter,

has appointed the former head of internationallaw firm Berwin Leighton Paisner to spearheadits legal risk practice as part of EY’s plans todouble the size of its legal services team by theend of 2016.The latest Professional Practices Survey con-

ducted by accountancy, investment managementand tax group, Smith & Williamson, which hasoffices in Bristol and Cheltenham, reveals thatcompetitive pressures on South West firms ishigher than in many other parts of the UK, with86 per cent reporting an increase over the lastyear.Andy Peters, a partner in Smith&Williamson’s

professional practices group based in Bristol,said: “Firms are being squeezed on all sides bythe arrival of new business models and newentrants to the market. In particular, many arefacing a massive threat from new uses of techno-logy to gain and interact with clients.”He continued: “Firms need to develop a ‘clear

differentiator’ to stand out from the crowd,thereby demonstrating the value they deliver andto help them resist downward pressure fromclients on fees. If firms are simply enjoyingimproved performance from an improvement inthe economy, they shouldn’t be surprised if theyquickly slip into reverse when the economy takesa downturn.”Despite these competitive pressures, the pic-

ture is far from gloomy with 99 per cent of surveyrespondents reporting a surge in business confid-ence – the highest level for 21 years.SouthWest firms takingpart in the surveywere

among the most optimistic, with 93 per centsaying they believe the outlook for their businesshas strengthened since the General Election inMay, compared with 78 per cent nationally. Polit-ical certainty, economic resurgence and businessaction appears to be driving this confidence.Matthew Still, spokesman for the Law Society

in the South West, said: “The legal servicesmarket is largely buoyant despite strong compet-ition. Firms are therefore increasinglymindful oftheir brand and many are working hard to devel-

we are matching the levels of innovation dis-played by our clients.”Graham Street, managing partner at Top 100

law firm Withy King, which has principal officesin Bath and Swindon, said: “Our focus continuesto be on organic growth, with each practice areaworking to meet their objectives. We will contin-ue to invest in the business structures, processesand resources necessary to facilitate our nextphase of growth.”Firms are investing more than ever in their

people. In 2015, Withy King was ranked 42nd inThe Sunday Times Top 100 Best Mid-Sized Com-panies to Work For. “Our people are integral tothe success of our business and the considerablegrowth we have seen in recent years,” explainedGraham Street. “Building on our commitment tobeing an ‘employer of choice’, we have produced atalentmanagement strategywhich brings togeth-er our various HR and people management prac-tices combined with new talent developmentinitiatives designed to ensure everyone has theskills, training, support and opportunities theyaspire to.“Looking ahead to 2016 and beyond, nurturing

and retaining talent is likely tomove up the list ofpriorities formany professional services firms ina climate where ‘poaching’ is almost inevitableand the best people can have their pick of theemployment market.”TimLincoln, practice leader atGrant Thornton

South West, agreed. “In the competitive world ofprofessional services, it is people who are the realdifferentiators,” he said. “If you’re a dynamicfirm looking to grow, it’s vital that you have theright team to advise you.“The South West has some incredibly ambi-

tious businesses in burgeoning sectors like techand aerospace, as well as established areas likefood and beverage. They will be looking for theiraccountants to help advise them on their widerbusiness growth, above and beyond auditing andtax. That’s where having industry experience intheir sector, or international exposure can reallyset a firm apart.“AtGrant Thornton, our intention is to embed a

culture of collaboration through sharing ideas,responsibility and rewards. This new SharedEnterprise model will see us crowdsourcing thebusiness plan to activate our vision, making allour people jointly responsible for delivery andopening up profits so everyone benefits from theresults.”Mr Lincoln continued: “We believe that only by

involving all our people in shaping the develop-ment of our future plans can we expect to achieveour ambitious vision for growth. Like manyclichés, the oft-repeatedmaxim that people are anorganisation’s greatest asset has a strong kernelof truth. Shared enterprise takes this idea andrebuilds an organisation around it, puttingpeople at its heart.”After being based in Clifton formany years, UK

Top Ten accountancy firm Mazars has moved itsBristol office to Victoria Street, in the heart of thecity’s business and professional services dis-trict.“In common with many other industries, tech-

nology is transforming our profession so we areinvesting to bring these advances to our peopleand our clients,” said Mazars’ director JonMarchant.“The move to our new office in Bristol runs

alongside this investment, as does the fact thatwetook on an increased number of graduates andtrainees this year. Our people give our businessan edge in what is an extremely competitive andfast-evolving marketplace.“In order to succeed in this new era people in

our profession will increasingly need to use theirexpertise to be advisers and consultants, as op-posed to merely accountants.”Smith&Williamson’sAndyPeters,who advises

professional practices, said overall the signswereencouraging. “While themajority are trying touptheir game, any firm lacking an appetite forchange or without strategic vision and drive todifferentiate themselves in today’s fast-changingmarket could suffer the consequences.“With the economy currently relatively benign,

now is the time to face any tough strategicdecisions and to invest appropriately to build thebusiness.”

op and promote their unique selling points.“Innovation in services is a current theme,

encouraged both by discerning buyers as well asa government and regulatory framework intenton encouraging competition and open markets.This is all very well for consumers but they doneed to be increasingly mindful of the differencebetween the service and advice provided by well-regulated and well-trained lawyers – and thosewho are not.”Smith & Williamson’s survey also reveals that

just under two-thirds (64 per cent) of professionalpractices in the South West are planning toincrease the range of services they offer in thenext 12 months, 71 per cent are proposing to growtheir marketing spend and 79 per cent to makefurther investments in IT.Bath-based Solicitors Own Software (SOS)

designs software solutions for the legal profes-sion. Managing director David McNamara be-lieves legal businesses need to compete differ-ently to keep pace with market changes – andinvesting in integrated software systems is a keyelement. He said: “Many firms ‘made do’ withexisting legacy software during the recession andso now, in some cases, there remains a need toreplace ageing software platforms.“In 2016 it is those law firms that are prepared

to change, take a risk management approach andstrategically use the resources available to themin terms of their people and their IT, that will bebetter placed to succeed.”Peter Clough, who was appointed Bristol office

head at Top 25 international legal practice Os-borne Clarke in 2015, said: “Law firms today needto create deeper relationships with existing andpotential clients and we’re having conversationswhich just wouldn’t have happened a few yearsago.“We’re even seeing clients asking how we can

improve their systems and processes, so we’reusing our technology for their benefit. It takesyou to a new level of co-operation, and alsomakestheir in-house legal teams more efficient. By thesame token, we as a law firm need to ensure that

Clockwise from top left, Tim Lincoln, practice leader at Grant Thornton South West;Peter Clough,Bristol office head at legal practice Osborne Clarke; Jon Marchant,director of Mazars; Andy Peters of Smith and Williamson

The industry wherestanding still in nolonger an optionThere has been much debate about the extent towhich professional services firms need to evolve in aworld where the consumer is king, empowered by amuch greater level of knowledge and choice, asNatalie Birrell reports.

Temple Quay in Bristol, home to a host of professional services firms which are evolving to remain ahead of the game in an increasingly competitive market

Graham Street,managing partner WithyKing whose focuscontinues to be onorganic growth

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - ADVISORY SERVICES 1514 BUSINESS GUIDE 2016 - ADVISORY SERVICES THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Formany firms, evolution is inevitable and ongo-ing. However, they recognise that change comesat a price and many will undoubtedly be lookinghard at the likely return on investment.Whatever the sector, location or type of client,

the challenge for professional services firms iswhether they understand what their clients andpotential clients really want and, more import-antly, what they truly value.Smaller players have had to develop niche areas

of expertise to survive while many of the largerfirms’ growth has been characterised by mergerand acquisition to appeal to an evermore discern-

ing client base demanding size and geographicalreach as well as breadth and depth of specialistservices.These shifts away fromgeneral practice and the

one-size fits all approach have required hugeinvestment over the last few years – in fee-earners, premises, new technology, business de-velopment, marketing, outsourcing and so on.The costs have been considerable but so too therisks of standing still. Not only is competitionamong professional services firms fiercer thanever, but they are also having to contendwith newentrants to the market and online providersapplying constant downward pressure on fees.Three of the UK’s ‘big four’ accountancy firms

have successfully secured an Alternative Busi-ness Structures (ABS) licence which allows themto offer legal services, providing a new but notunforeseen threat to many law firms. For ex-ample EY, which has offices in Bristol and Exeter,

has appointed the former head of internationallaw firm Berwin Leighton Paisner to spearheadits legal risk practice as part of EY’s plans todouble the size of its legal services team by theend of 2016.The latest Professional Practices Survey con-

ducted by accountancy, investment managementand tax group, Smith & Williamson, which hasoffices in Bristol and Cheltenham, reveals thatcompetitive pressures on South West firms ishigher than in many other parts of the UK, with86 per cent reporting an increase over the lastyear.Andy Peters, a partner in Smith&Williamson’s

professional practices group based in Bristol,said: “Firms are being squeezed on all sides bythe arrival of new business models and newentrants to the market. In particular, many arefacing a massive threat from new uses of techno-logy to gain and interact with clients.”He continued: “Firms need to develop a ‘clear

differentiator’ to stand out from the crowd,thereby demonstrating the value they deliver andto help them resist downward pressure fromclients on fees. If firms are simply enjoyingimproved performance from an improvement inthe economy, they shouldn’t be surprised if theyquickly slip into reverse when the economy takesa downturn.”Despite these competitive pressures, the pic-

ture is far from gloomy with 99 per cent of surveyrespondents reporting a surge in business confid-ence – the highest level for 21 years.SouthWest firms takingpart in the surveywere

among the most optimistic, with 93 per centsaying they believe the outlook for their businesshas strengthened since the General Election inMay, compared with 78 per cent nationally. Polit-ical certainty, economic resurgence and businessaction appears to be driving this confidence.Matthew Still, spokesman for the Law Society

in the South West, said: “The legal servicesmarket is largely buoyant despite strong compet-ition. Firms are therefore increasinglymindful oftheir brand and many are working hard to devel-

we are matching the levels of innovation dis-played by our clients.”Graham Street, managing partner at Top 100

law firm Withy King, which has principal officesin Bath and Swindon, said: “Our focus continuesto be on organic growth, with each practice areaworking to meet their objectives. We will contin-ue to invest in the business structures, processesand resources necessary to facilitate our nextphase of growth.”Firms are investing more than ever in their

people. In 2015, Withy King was ranked 42nd inThe Sunday Times Top 100 Best Mid-Sized Com-panies to Work For. “Our people are integral tothe success of our business and the considerablegrowth we have seen in recent years,” explainedGraham Street. “Building on our commitment tobeing an ‘employer of choice’, we have produced atalentmanagement strategywhich brings togeth-er our various HR and people management prac-tices combined with new talent developmentinitiatives designed to ensure everyone has theskills, training, support and opportunities theyaspire to.“Looking ahead to 2016 and beyond, nurturing

and retaining talent is likely tomove up the list ofpriorities formany professional services firms ina climate where ‘poaching’ is almost inevitableand the best people can have their pick of theemployment market.”TimLincoln, practice leader atGrant Thornton

South West, agreed. “In the competitive world ofprofessional services, it is people who are the realdifferentiators,” he said. “If you’re a dynamicfirm looking to grow, it’s vital that you have theright team to advise you.“The South West has some incredibly ambi-

tious businesses in burgeoning sectors like techand aerospace, as well as established areas likefood and beverage. They will be looking for theiraccountants to help advise them on their widerbusiness growth, above and beyond auditing andtax. That’s where having industry experience intheir sector, or international exposure can reallyset a firm apart.“AtGrant Thornton, our intention is to embed a

culture of collaboration through sharing ideas,responsibility and rewards. This new SharedEnterprise model will see us crowdsourcing thebusiness plan to activate our vision, making allour people jointly responsible for delivery andopening up profits so everyone benefits from theresults.”Mr Lincoln continued: “We believe that only by

involving all our people in shaping the develop-ment of our future plans can we expect to achieveour ambitious vision for growth. Like manyclichés, the oft-repeatedmaxim that people are anorganisation’s greatest asset has a strong kernelof truth. Shared enterprise takes this idea andrebuilds an organisation around it, puttingpeople at its heart.”After being based in Clifton formany years, UK

Top Ten accountancy firm Mazars has moved itsBristol office to Victoria Street, in the heart of thecity’s business and professional services dis-trict.“In common with many other industries, tech-

nology is transforming our profession so we areinvesting to bring these advances to our peopleand our clients,” said Mazars’ director JonMarchant.“The move to our new office in Bristol runs

alongside this investment, as does the fact thatwetook on an increased number of graduates andtrainees this year. Our people give our businessan edge in what is an extremely competitive andfast-evolving marketplace.“In order to succeed in this new era people in

our profession will increasingly need to use theirexpertise to be advisers and consultants, as op-posed to merely accountants.”Smith&Williamson’sAndyPeters,who advises

professional practices, said overall the signswereencouraging. “While themajority are trying touptheir game, any firm lacking an appetite forchange or without strategic vision and drive todifferentiate themselves in today’s fast-changingmarket could suffer the consequences.“With the economy currently relatively benign,

now is the time to face any tough strategicdecisions and to invest appropriately to build thebusiness.”

op and promote their unique selling points.“Innovation in services is a current theme,

encouraged both by discerning buyers as well asa government and regulatory framework intenton encouraging competition and open markets.This is all very well for consumers but they doneed to be increasingly mindful of the differencebetween the service and advice provided by well-regulated and well-trained lawyers – and thosewho are not.”Smith & Williamson’s survey also reveals that

just under two-thirds (64 per cent) of professionalpractices in the South West are planning toincrease the range of services they offer in thenext 12 months, 71 per cent are proposing to growtheir marketing spend and 79 per cent to makefurther investments in IT.Bath-based Solicitors Own Software (SOS)

designs software solutions for the legal profes-sion. Managing director David McNamara be-lieves legal businesses need to compete differ-ently to keep pace with market changes – andinvesting in integrated software systems is a keyelement. He said: “Many firms ‘made do’ withexisting legacy software during the recession andso now, in some cases, there remains a need toreplace ageing software platforms.“In 2016 it is those law firms that are prepared

to change, take a risk management approach andstrategically use the resources available to themin terms of their people and their IT, that will bebetter placed to succeed.”Peter Clough, who was appointed Bristol office

head at Top 25 international legal practice Os-borne Clarke in 2015, said: “Law firms today needto create deeper relationships with existing andpotential clients and we’re having conversationswhich just wouldn’t have happened a few yearsago.“We’re even seeing clients asking how we can

improve their systems and processes, so we’reusing our technology for their benefit. It takesyou to a new level of co-operation, and alsomakestheir in-house legal teams more efficient. By thesame token, we as a law firm need to ensure that

Clockwise from top left, Tim Lincoln, practice leader at Grant Thornton South West;Peter Clough,Bristol office head at legal practice Osborne Clarke; Jon Marchant,director of Mazars; Andy Peters of Smith and Williamson

The industry wherestanding still in nolonger an optionThere has been much debate about the extent towhich professional services firms need to evolve in aworld where the consumer is king, empowered by amuch greater level of knowledge and choice, asNatalie Birrell reports.

Temple Quay in Bristol, home to a host of professional services firms which are evolving to remain ahead of the game in an increasingly competitive market

Graham Street,managing partner WithyKing whose focuscontinues to be onorganic growth

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016: PROPERTY INSIGHT 1716 BUSINESS GUIDE 2016: PROPERTY INSIGHT THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Bristol Cardiff Exeter Gloucester Swindon Taunton Trurowww.alderking.com

Leading independentproperty consultants

· Agency & Development

· Asset Recovery

· Building Consultancy

· Business Rates

· Investment & Asset Management

· Planning Consultancy

· Property & Facilities Management

· Valuation & Lease Advisory

View our latest marketreport and careeropportunities atwww.alderking.com

The South West commercial property marketperformed strongly in all sectors throughout 2015although there is increasing concern about a lackof supply in the region’s key centres, particularlyBristol, Exeter, Gloucester and Swindon.The constrained supply-demand pressure and

the prospect of rental growth support the case forfurther development and developers are respond-ing, with new development under way on aspeculative and design-build basis in Bristol,Exeter, Gloucester, Wellington, Bridgwater andSwindon.But the market needs further development and

good quality refurbishment schemes to comeforward in 2016 to deliver additional stock, partic-ularly to meet demand connected to HinkleyPoint C and Swansea Bay Tidal Lagoon, projectsof national significance which are drivingdemand on both sides of the Bristol Channel.In Bridgwater, demand for industrial accom-

modation rose by 55 per cent last year as busi-nesses sought space to service Hinkley Point Ccontracts. The new Energy Innovation Centre onWoodlands Business Park in Bridgwater, de-veloped to support a low carbon energy supplychain cluster in Somerset, will open in a fewweeks and construction of a second phase isalready under way. However, there is an under-supply of good quality office and industrial

premises in the town and rents, which increasedlast year, will rise further if the current strongdemand continues.Increased demand isn’t limited to Bridgwater.

Industrial take-up along theM5/M4 corridor rose18 per cent on the previous year to 5.9million sq ftwhile supply fell to a 12 year low at 4.3 million sqft. The region’s office market, whilst improvingoverall, was more subdued than in 2014, record-ing 1.9 million sq ft of take-up compared to 2.2million sq ft in 2014. Once again take-up wasconstrained by a shortage of Grade A office spaceand the loss of second-hand space for conversionto residential and student accommodation usethrough Permitted Development Rights, whichallow the conversion of lower grade office stock toresidential use without planning consent. Someauthorities are concerned about the loss of thisemployment space, especially when there is lim-ited development coming forward to replace it.The South West remains attractive to investors

looking for value outside London. Bristol securedthe lion’s share of South West investment in 2015with circa £600million of transactions. One of thecity’s stand-out office deals of 2015 was Skanska’ssale of its prime city centre development at 66Queen Square toAviva for £32.78m at 4.94 per centNIYbutundoubtedly the deal of the year, if not thedecade, was the sale byBAESystems of its formerFilton Airfield site in North Bristol.This 350-acre strategically significant brown-

field site was sold in December 2015 to the UKproperty subsidiary of the Malaysian-based YTLCorporation Berhad to create 2,675 homes and 62

acres of office and industrial use. The economicbenefits of this transactionwill be felt for years tocome. Alder King led the project on behalf of BAESystems providing strategy, planning, develop-ment consultancy and disposal advice.Elsewhere across the South West, a new gener-

ation of state-of-the-art car showrooms is takingshape at Matford Green Business Park in Exeter.Five prestigious car marques will relocate fromMarsh Barton Trading Estate to Matford Green,kick-starting development on one of the city’sprimary development sites and cementing itsreputation as a leading automotive hub.Gloucester has benefited from significant new

speculative development at Gateway 12, Water-wells Business Park andQuedgeleyWest while inWiltshire, ground works have begun on HawkeRidge Business Park, a 35-acre enterprise hub atthe heart of the A350 corridor.After a challenging fewyears, the region’s retail

sector saw increased demand and higher transac-tion levels in 2015with a small increase in rents insome locations. The discount sector remains verycompetitive, particularly in the food and clothingsectors with Aldi and Lidl extremely active.As we look further ahead into 2016, economic

confidence remains strong although there areconcerns about the forthcoming Brexit referen-dum. Amongst all the talk about the NorthernPowerhouse, the key issue for Bristol and theSouth West is to ensure we market ourselvessuccessfully to secure our fair share of economicinvestment and this will best by deliveredthrough regional devolution.

Property insight: supply neededMartyn Jones is senior partnerat leading property consultancyAlder King, based in Bristol “

”

Undoubtedly thedeal of the year,if not thedecade, was thesale by BAESystems of itsformer FiltonAirfield site inNorth Bristol

We’ve received outstanding service

ACTIONSspeak louder

WWW.FOOTANSTEY.COM

e ve received outstanding serviceand support from Foot Anstey whohave taken the time to understandour business. Ultimately, they haveplayed a part in delivering ourongoing success.

Rory KindlonChief Financial OfficerIntelligent Optimisations

BRISTOL I EXETER I LONDON I PLYMOUTH I TAUNTON I TRURO

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016: PROPERTY INSIGHT 1716 BUSINESS GUIDE 2016: PROPERTY INSIGHT THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Bristol Cardiff Exeter Gloucester Swindon Taunton Trurowww.alderking.com

Leading independentproperty consultants

· Agency & Development

· Asset Recovery

· Building Consultancy

· Business Rates

· Investment & Asset Management

· Planning Consultancy

· Property & Facilities Management

· Valuation & Lease Advisory

View our latest marketreport and careeropportunities atwww.alderking.com

The South West commercial property marketperformed strongly in all sectors throughout 2015although there is increasing concern about a lackof supply in the region’s key centres, particularlyBristol, Exeter, Gloucester and Swindon.The constrained supply-demand pressure and

the prospect of rental growth support the case forfurther development and developers are respond-ing, with new development under way on aspeculative and design-build basis in Bristol,Exeter, Gloucester, Wellington, Bridgwater andSwindon.But the market needs further development and

good quality refurbishment schemes to comeforward in 2016 to deliver additional stock, partic-ularly to meet demand connected to HinkleyPoint C and Swansea Bay Tidal Lagoon, projectsof national significance which are drivingdemand on both sides of the Bristol Channel.In Bridgwater, demand for industrial accom-

modation rose by 55 per cent last year as busi-nesses sought space to service Hinkley Point Ccontracts. The new Energy Innovation Centre onWoodlands Business Park in Bridgwater, de-veloped to support a low carbon energy supplychain cluster in Somerset, will open in a fewweeks and construction of a second phase isalready under way. However, there is an under-supply of good quality office and industrial

premises in the town and rents, which increasedlast year, will rise further if the current strongdemand continues.Increased demand isn’t limited to Bridgwater.

Industrial take-up along theM5/M4 corridor rose18 per cent on the previous year to 5.9million sq ftwhile supply fell to a 12 year low at 4.3 million sqft. The region’s office market, whilst improvingoverall, was more subdued than in 2014, record-ing 1.9 million sq ft of take-up compared to 2.2million sq ft in 2014. Once again take-up wasconstrained by a shortage of Grade A office spaceand the loss of second-hand space for conversionto residential and student accommodation usethrough Permitted Development Rights, whichallow the conversion of lower grade office stock toresidential use without planning consent. Someauthorities are concerned about the loss of thisemployment space, especially when there is lim-ited development coming forward to replace it.The South West remains attractive to investors

looking for value outside London. Bristol securedthe lion’s share of South West investment in 2015with circa £600million of transactions. One of thecity’s stand-out office deals of 2015 was Skanska’ssale of its prime city centre development at 66Queen Square toAviva for £32.78m at 4.94 per centNIYbutundoubtedly the deal of the year, if not thedecade, was the sale byBAESystems of its formerFilton Airfield site in North Bristol.This 350-acre strategically significant brown-

field site was sold in December 2015 to the UKproperty subsidiary of the Malaysian-based YTLCorporation Berhad to create 2,675 homes and 62

acres of office and industrial use. The economicbenefits of this transactionwill be felt for years tocome. Alder King led the project on behalf of BAESystems providing strategy, planning, develop-ment consultancy and disposal advice.Elsewhere across the South West, a new gener-

ation of state-of-the-art car showrooms is takingshape at Matford Green Business Park in Exeter.Five prestigious car marques will relocate fromMarsh Barton Trading Estate to Matford Green,kick-starting development on one of the city’sprimary development sites and cementing itsreputation as a leading automotive hub.Gloucester has benefited from significant new

speculative development at Gateway 12, Water-wells Business Park andQuedgeleyWest while inWiltshire, ground works have begun on HawkeRidge Business Park, a 35-acre enterprise hub atthe heart of the A350 corridor.After a challenging fewyears, the region’s retail

sector saw increased demand and higher transac-tion levels in 2015with a small increase in rents insome locations. The discount sector remains verycompetitive, particularly in the food and clothingsectors with Aldi and Lidl extremely active.As we look further ahead into 2016, economic

confidence remains strong although there areconcerns about the forthcoming Brexit referen-dum. Amongst all the talk about the NorthernPowerhouse, the key issue for Bristol and theSouth West is to ensure we market ourselvessuccessfully to secure our fair share of economicinvestment and this will best by deliveredthrough regional devolution.

Property insight: supply neededMartyn Jones is senior partnerat leading property consultancyAlder King, based in Bristol “

”

Undoubtedly thedeal of the year,if not thedecade, was thesale by BAESystems of itsformer FiltonAirfield site inNorth Bristol

We’ve received outstanding service

ACTIONSspeak louder

WWW.FOOTANSTEY.COM

e ve received outstanding serviceand support from Foot Anstey whohave taken the time to understandour business. Ultimately, they haveplayed a part in delivering ourongoing success.

Rory KindlonChief Financial OfficerIntelligent Optimisations

BRISTOL I EXETER I LONDON I PLYMOUTH I TAUNTON I TRURO

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - WESTON SUPER MARE 1918 BUSINESS GUIDE 2016 - WESTON SUPER MARE THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

The ‘bemusement park’ attraction turned thetraditional seaside town ofWeston-super-Mare inNorth Somerset into a top spot for the latest andmost creative arts pieces, attracting attentionfrom America and Australia, and millions ofvisitors including A-list celebrities. Celebrityvisitors included Jack Black, members of Duran

Duran,Russell Brand,MarkRonsonandGlee starDarren Criss.Businesses on the seafront, throughout the

town and even close to the motorway were over-whelmed by the increase in footfall and Weston-super-Mare’s tourism industry is said to havereceived a £20 million boost from the five-weekexhibition.This is after JohnTurner,Visit Somerset’s chief

executive, initially predicted a £7 million boostwhen the mock-shock show opened on August22.The exhibition, which was held in the town’s

Tropicana site, a former pool that had lain derel-ict for 15 years, sold out every day of its five-week

run, attracting around 4,000 people a day andfeatured work from more than 50 artists aroundthe world as well as Banksy.A poll of businesses in Weston-super-Mare and

other Somerset towns also show increases ran-ging from 20 per cent for attractions, 50 per centfor hotels and 100 per cent increases in extra railtravel.Mr Turner said: “We have beenworking closely

with many of our members including the WestonHoteliers & Restaurant Association and majorattractions in Weston-super-Mare and beyond, inmeasuring the effect of Banksy in the region.“The majority of businesses have been report-

ing up to 50 per cent increases on last year (2014).I must congratulate North Somerset Council onthis project and we will be impressing upon themthat more money needs to be spent in this incred-ibly important industry that clearly can seemajor returns when such innovation is used.”Fans who flocked to the attraction also spent

time visiting Weston-super-Mare’s other sights,meaning a huge boost for the town.The Grand Pier has reported more than 9,000

extra visitors thanks to Dismaland and someretailers recorded a ten per cent boost, somethingthat would not normally happen for stores at atime when schools reopened after the holidays.Town centre manager Steve Townsend said the

economic effect of Dismaland on the town wasboth brilliant and dramatic, and something hehopes the town and North Somerset Council’stourism team can use for the future to continuethe boost to Weston.He said: “When Dismaland was in operation

our footfall was up dramatically.“Businesses I spoke to had definitely benefited

from the extra footfall in the town and the world-wide PR it generated in Weston was quantifiable

benefited. For the council it was a good learningcurve in terms of what to do in the future for thebay and for the Trop site, turning that site into aculture hub for performance and the arts and thatkind of development because it attracts newpeople to Weston.“Rather than everybody else fighting over sales

of ice creams and sticks of rock it brings adifferent type of person to the town, who mayindeed buy that sort of stuff but would also beinterested in something new.”The traditional theme of deckchairs, fish and

chips by the seaside and building sandcastlesnext to the Grand Pier is not something that willbe covered over in 2016, but rather embellishedwith new events and activities, as well as big dayssuch asWeston Beach Race,Weston Carnival andWeston Air Day which already pull in thousandsof visitors each year.Cllr Ap Rees said: “I don’t think it is a question

of taking away from the traditional; it’s adding tothe existing offer. Weston will always be popularas a traditional seaside resort – we saw thatbusiness increasing over the years followingwork on the promenade.“We are looking to regenerate the town centre

and have started work on that. The college nowhas university status so from both a visitor and aresident point of viewWeston is changingand it ischanging for the better.“It is bringing more money into the town and

what we will try to do now is widen that spend,rather than repeating the same old things.“Another aim is to bring people to Weston for

events but also for business people to live inWeston and commute to work. This will raise theprofile and the revenue of the town.”Now the Tropicana site is no longer home to a

giant Ferris wheel, an iron-sculpture of a horseand hundreds of other incredible pieces of art-work, plans are being made by the council’stourism group to fill the space once again nowthat Banksy has put the town firmly on themap.Cllr Ap Rees added: “Banksy has made the

name of Weston known worldwide and we arecapitalising on that now to develop other cultureevents to attract other art icons to Weston-super-Mare.“We have got ideas and we are talking to people

but we are not going to jump the gun to revealuntil we have things tied up.“We have been contacted by people saying what

they would like to do there and one of the thingsweneed to donow is sift out the inquiries and lookat the serious oneswhichwe thinkwill benefit thetown.“For 2016 we want more growth for the town as

we continue to work on the investment in thetown centre.“And the transfer of the Winter Gardens to

Weston College is something that will be movingforward in this year and it will bring more youngpeople in the town centre with money to spend .“There is a bright future for Weston without a

doubt and there are opportunities for businessesenterprises to join that success.“What Banksy has done is highlight what

Weston-super-Mare is capable of doing and whilethere is only one Banksy there are lots of otherpeople and opportunities out there.”But how hard will it be to create something as

iconic and incredible as the bemusement park ofDismaland?Some believe it will no doubt be a challenge, but

one the town can take on.MrTownsend said: “Itwill be a difficult thing to

replace as Dismaland was a unique opportunity,but it could perhaps be a seasonal site to stagesome really good stuff for Weston.“Unless the events team have something up

their sleeve it will be difficult to replicatesomething like the Dismaland experience but asmaller piece of activity could happen.“Weston can grow by doing similar things as

the world now knows that site is there.“We have some great events in this town andwe

have probably raised the bar quite high in termsof finding something to replace that with, but Ihave every confidence in the events team.“Fingers crossed we can all work together and

get something as appealing to get visitors back toWeston in those sorts of numbers.”

in marketing. All the hotels and guest houseswere full; restaurants were doing amazing busi-ness, not just the ones in the town centre but nextto the motorway.“It brought a spread of economic benefit to the

town.”Next on the council’s agenda is to build on the

economic growth and it plans to do so by produ-cing similar events to the Dismaland exhibition,which included an anti-fairy tale castle, a Cinder-ella carriage and special performances fromPussyRiot, DeLaSoul, Kate Tempest, DJPremierand Leftfield.Deputy head of the council Elfan Ap Rees said

the event not only brought £20million to the localeconomy but it also helped give a financial surgeto the more traditional businesses and parts ofWeston, which would normally have started toturn quiet as the summer holidays came to anend.He said: “It brought at least £20 million into the

local economy but it also brought in new types ofvisitors who were looking for culture eventsrather than the traditional and quick weekend.That boosted the economy in areas which weretraditional, so it was extremely good from thatpoint of view.“As a council we obviously invested in it be-

cause we could see the potential but we weresurprised by the level of income that it broughtinto the town.“We were expecting about £7-8 million, not £20

million. It benefited a lot of other people like theGrand Pier and the hotels whichwere booked at atime when it usually goes quiet.“For the council we ran out of car parking

spaces and we had to borrow extra to cope withthe demand and extra trains were run to getpeople to the town, so everyone in the town

Banksy’s Dismaland exhibition has now put Weston-super-Mare firmly on the map,say the heads of the council’s economy and its town centre manager

Banksy has put Westonon the map and town’sfuture looks brightIt caused a worldwide sensation, brought in celebrityvisitors from the other side of the globe and boostedthe economy of Weston-super-Mare by £20 million –but what is in store for the future of the townfollowing the departure of Bristol street artist Banksy’sDismaland? Bethan Evans reports.

Now that Banksy’s Dismaland has been dismantled some new plans are being formed by North Somerset Council and its tourism group to create a performance space at the Tropicana site on the seafront

Deputy leader of NSCElfan Ap Rees

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - WESTON SUPER MARE 1918 BUSINESS GUIDE 2016 - WESTON SUPER MARE THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

The ‘bemusement park’ attraction turned thetraditional seaside town ofWeston-super-Mare inNorth Somerset into a top spot for the latest andmost creative arts pieces, attracting attentionfrom America and Australia, and millions ofvisitors including A-list celebrities. Celebrityvisitors included Jack Black, members of Duran

Duran,Russell Brand,MarkRonsonandGlee starDarren Criss.Businesses on the seafront, throughout the

town and even close to the motorway were over-whelmed by the increase in footfall and Weston-super-Mare’s tourism industry is said to havereceived a £20 million boost from the five-weekexhibition.This is after JohnTurner,Visit Somerset’s chief

executive, initially predicted a £7 million boostwhen the mock-shock show opened on August22.The exhibition, which was held in the town’s

Tropicana site, a former pool that had lain derel-ict for 15 years, sold out every day of its five-week

run, attracting around 4,000 people a day andfeatured work from more than 50 artists aroundthe world as well as Banksy.A poll of businesses in Weston-super-Mare and

other Somerset towns also show increases ran-ging from 20 per cent for attractions, 50 per centfor hotels and 100 per cent increases in extra railtravel.Mr Turner said: “We have beenworking closely

with many of our members including the WestonHoteliers & Restaurant Association and majorattractions in Weston-super-Mare and beyond, inmeasuring the effect of Banksy in the region.“The majority of businesses have been report-

ing up to 50 per cent increases on last year (2014).I must congratulate North Somerset Council onthis project and we will be impressing upon themthat more money needs to be spent in this incred-ibly important industry that clearly can seemajor returns when such innovation is used.”Fans who flocked to the attraction also spent

time visiting Weston-super-Mare’s other sights,meaning a huge boost for the town.The Grand Pier has reported more than 9,000

extra visitors thanks to Dismaland and someretailers recorded a ten per cent boost, somethingthat would not normally happen for stores at atime when schools reopened after the holidays.Town centre manager Steve Townsend said the

economic effect of Dismaland on the town wasboth brilliant and dramatic, and something hehopes the town and North Somerset Council’stourism team can use for the future to continuethe boost to Weston.He said: “When Dismaland was in operation

our footfall was up dramatically.“Businesses I spoke to had definitely benefited

from the extra footfall in the town and the world-wide PR it generated in Weston was quantifiable

benefited. For the council it was a good learningcurve in terms of what to do in the future for thebay and for the Trop site, turning that site into aculture hub for performance and the arts and thatkind of development because it attracts newpeople to Weston.“Rather than everybody else fighting over sales

of ice creams and sticks of rock it brings adifferent type of person to the town, who mayindeed buy that sort of stuff but would also beinterested in something new.”The traditional theme of deckchairs, fish and

chips by the seaside and building sandcastlesnext to the Grand Pier is not something that willbe covered over in 2016, but rather embellishedwith new events and activities, as well as big dayssuch asWeston Beach Race,Weston Carnival andWeston Air Day which already pull in thousandsof visitors each year.Cllr Ap Rees said: “I don’t think it is a question

of taking away from the traditional; it’s adding tothe existing offer. Weston will always be popularas a traditional seaside resort – we saw thatbusiness increasing over the years followingwork on the promenade.“We are looking to regenerate the town centre

and have started work on that. The college nowhas university status so from both a visitor and aresident point of viewWeston is changingand it ischanging for the better.“It is bringing more money into the town and

what we will try to do now is widen that spend,rather than repeating the same old things.“Another aim is to bring people to Weston for

events but also for business people to live inWeston and commute to work. This will raise theprofile and the revenue of the town.”Now the Tropicana site is no longer home to a

giant Ferris wheel, an iron-sculpture of a horseand hundreds of other incredible pieces of art-work, plans are being made by the council’stourism group to fill the space once again nowthat Banksy has put the town firmly on themap.Cllr Ap Rees added: “Banksy has made the

name of Weston known worldwide and we arecapitalising on that now to develop other cultureevents to attract other art icons to Weston-super-Mare.“We have got ideas and we are talking to people

but we are not going to jump the gun to revealuntil we have things tied up.“We have been contacted by people saying what

they would like to do there and one of the thingsweneed to donow is sift out the inquiries and lookat the serious oneswhichwe thinkwill benefit thetown.“For 2016 we want more growth for the town as

we continue to work on the investment in thetown centre.“And the transfer of the Winter Gardens to

Weston College is something that will be movingforward in this year and it will bring more youngpeople in the town centre with money to spend .“There is a bright future for Weston without a

doubt and there are opportunities for businessesenterprises to join that success.“What Banksy has done is highlight what

Weston-super-Mare is capable of doing and whilethere is only one Banksy there are lots of otherpeople and opportunities out there.”But how hard will it be to create something as

iconic and incredible as the bemusement park ofDismaland?Some believe it will no doubt be a challenge, but

one the town can take on.MrTownsend said: “Itwill be a difficult thing to

replace as Dismaland was a unique opportunity,but it could perhaps be a seasonal site to stagesome really good stuff for Weston.“Unless the events team have something up

their sleeve it will be difficult to replicatesomething like the Dismaland experience but asmaller piece of activity could happen.“Weston can grow by doing similar things as

the world now knows that site is there.“We have some great events in this town andwe

have probably raised the bar quite high in termsof finding something to replace that with, but Ihave every confidence in the events team.“Fingers crossed we can all work together and

get something as appealing to get visitors back toWeston in those sorts of numbers.”

in marketing. All the hotels and guest houseswere full; restaurants were doing amazing busi-ness, not just the ones in the town centre but nextto the motorway.“It brought a spread of economic benefit to the

town.”Next on the council’s agenda is to build on the

economic growth and it plans to do so by produ-cing similar events to the Dismaland exhibition,which included an anti-fairy tale castle, a Cinder-ella carriage and special performances fromPussyRiot, DeLaSoul, Kate Tempest, DJPremierand Leftfield.Deputy head of the council Elfan Ap Rees said

the event not only brought £20million to the localeconomy but it also helped give a financial surgeto the more traditional businesses and parts ofWeston, which would normally have started toturn quiet as the summer holidays came to anend.He said: “It brought at least £20 million into the

local economy but it also brought in new types ofvisitors who were looking for culture eventsrather than the traditional and quick weekend.That boosted the economy in areas which weretraditional, so it was extremely good from thatpoint of view.“As a council we obviously invested in it be-

cause we could see the potential but we weresurprised by the level of income that it broughtinto the town.“We were expecting about £7-8 million, not £20

million. It benefited a lot of other people like theGrand Pier and the hotels whichwere booked at atime when it usually goes quiet.“For the council we ran out of car parking

spaces and we had to borrow extra to cope withthe demand and extra trains were run to getpeople to the town, so everyone in the town

Banksy’s Dismaland exhibition has now put Weston-super-Mare firmly on the map,say the heads of the council’s economy and its town centre manager

Banksy has put Westonon the map and town’sfuture looks brightIt caused a worldwide sensation, brought in celebrityvisitors from the other side of the globe and boostedthe economy of Weston-super-Mare by £20 million –but what is in store for the future of the townfollowing the departure of Bristol street artist Banksy’sDismaland? Bethan Evans reports.

Now that Banksy’s Dismaland has been dismantled some new plans are being formed by North Somerset Council and its tourism group to create a performance space at the Tropicana site on the seafront

Deputy leader of NSCElfan Ap Rees

THURSDAY JANUARY 28 2016 BUSINESS GUIDE - RENISHAW 2120 BUSINESS GUIDE - RENISHAW THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

In the foreword to this Guide, Sir DavidMcMurtry, Renishaw’sChairmanandChief Exec-utive, highlights the challenging environmentthat the UK engineering sector faces over thecoming years as it attempts to find the 182,000additional skilled people it will need every yearuntil 2022.With an annual shortfall of 55,000 skilled people

it is a particularly onerous task, made worse bythe shocking fact identified by the Institution ofEngineering and Technology (IET) that womenmake up just 6 per cent of the UK’s engineeringworkforce compared to leading countries with 30per cent.Commenting on her organisation’s research,

Michelle Richmond, the IET’s Director of Mem-bership, said: “The lack of women in engineeringis a very significant problem, contributing toskills shortages which damage the economy.“The shocking reality is that the UK is missing

out on half of its potential engineering and tech-nologyworkforce by failing to attract women intothe industry. It also means that women are losingout on interesting and rewarding career oppor-tunities.”So the simple message to engineering compan-

ies has to be that by working on this huge genderdisparity, the skills shortage would surely disap-pear. If only the actual solution was as simple.Further research from the IET on this topicshowed that only 1 per cent of parents of girlswere likely to encourage their daughters intoengineering, compared to 11 per cent for parentsof boys – clearly we are dealing with some deepseated societal issues. At Renishaw we fully re-cognise the challenges faced, one of which is theabsence of role models for girls and youngwomen, for inevitably given the gender imbal-ancemost of the people ‘selling’ them science andengineering as a career choice are male.We are therefore increasingly focusing our

education and community activities in three keyareas: the generation and support of activitiesthat specifically promote engineering to a femaleaudience; greater visibility for our female engin-eering ambassadors; and very importantly activ-ities and communications that target key influen-cers, namely teachers and parents.Within our business we are fortunate to have

some excellent female role models and at a timethat we are recruiting for a record intake of 45apprentices, it seems appropriate to ask a formerapprentice about her thoughts on this topic.Lucy Ackland, who lives in Bristol, joined us as

an apprentice aged only 16 having ignored all theadvice given to her about going to university.However, in 2012 she completed a first-class engin-

eering honours degree which was funded byRenishaw. Lucy is a STEM ambassador and hasrun engineering-based activities for young chil-dren over many years, including school projects,talks, seminars, after school engineering clubsand judging STEM club projects. In 2014 she wasinvited to join the board of trustees of the charityYoung Engineers.Last year Lucy covered the length and breadth

of theUKafterwinning theWomen’sEngineeringSociety (WES) Prize at the IET’s Young WomanEngineer of the Year awards – the prize is awar-ded annually to a young female engineer who isable to engage and inspire young people’s involve-ment in Science, Technology, Engineering andMathematics (STEM). So what does Lucy see asthe challenges to recruiting more young womeninto the engineering sector?“I was so happy towin the award fromWES and

I am pleased to be considered a role model forfuture generations of female engineers because Ibelieve engineering is a really enjoyable careerchoice but sometimes people are put off by mis-leading stereotypes.“I believe that there are three key factors

causing the low proportion of female engineers inthe UK:“Firstly there is the shocking lack of young

women studying A-levels in science and maths,which is a pre-requisite for most routes intoengineering. The ambassadorial position I havebeen embracing has enabled me to talk to a largenumber of girls between the ages of 14 and 17, andthe message I keep hearing is ‘I’m no good atscience’, when the evidence is quite the opposite.“The challenge is to find ways of empoweringthese girls to believe in themselves.“Secondly, in some organisations the over rep-

resentation of males in the workplace can createthe appearance of ‘boys clubs’ and therefore notalways a comfortable place for a woman to be. Inmy experience it is rare to see much obviousdiscrimination or people openly trying to makewomen feel uncomfortable in their position, butwe need to work harder to create an inclusiveworking environment that everyone feels com-fortable to be a part of.“Thirdly, it has been estimated that 22,000 qual-

ifiedwomenhave not returned to the engineeringsector after a maternity or career break. This is ahuge number considering how few women actu-ally work in engineering. These are trained en-gineers that we can ill afford to lose when facingsuch a drastic shortage. What can businesses doto be more flexible when it comes to workinghours and childcare for men and women alike?“It is incredibly frustrating to be in this situ-

ation because I have found my career exciting,challenging, diverse and enjoyable so there is noreason why many women shouldn’t feel the sameif they were to choose this profession.”If you would like to hear more thoughts from

From top; The 3-D printed steering wheel for the1,000mph Bloodhound that Renishaw has produced;Sir Ben Ainslie’s Land Rover BAR America’s Cup teamhas signed up Renishaw in its Technical InnovationGroup; Lucy Ackland pictured with some 3-D printedcomponents; some of the components Renishaw hasproduced for Land Rover BAR

Chris Pockett of Renishaw explains why it is soimportant more talented young people – particularlywomen – aspire to work in engineering

Top; Lucy Ackland is a STEM ambassador who joined Renishaw at 16 and now helpsinspire future generations of engineers. Above; Renishaw supplies drug deliverysystems to the Children’s Hospital in Bristol and at Southmead

Racing to closethe skills gap in avery fast-pacedand exciting field

Lucy on this topic then she is the keynote speakerat ‘Engineer Your Future’ taking place at Ren-ishaw’s HQ near Wotton-under-Edge on SaturdayFebruary 13. One of a series of events forFESTOMANE (the Stroud Festival of Manufac-turing & Engineering), it is a freemorning of fun,interactive workshops and talks designed to helpyoung people aged between 13 -19 and theirfamilies better understand the variety of careeroptions available in STEM-related disciplines.Today Lucy is a project manager within a team

that is developing Renishaw’s next generation ofmetal additive manufacturing (3D printing) ma-chines. The company is the only manufacturer ofsuch machines in the UK and as well as being anexciting technology that will profoundly changethe way manufacturers around the world canmake products, it is also notable for being attract-ive to both sexes – it simply doesn’t have themale-centric perceptions of more traditional engineer-ing products.Renishaw isusing its expertise in 3Dprinting to

contribute to a series of high-profile engineeringprojects that will be very prominent during 2016and 2017, both very much about speed on sea andland.TheAmerica’sCup is the oldest internation-al trophy in world sport, pre-dating the modernOlympics, the Ryder Cup and theWorld Cup – andBritain has never won it. It’s the world’s premiersailboat racing contest, and the 35th edition willbe held in Bermuda in 2017, in foilingmulti-hulls.Land Rover BAR is the British challenger, andBen Ainslie, winner of four Olympic gold sailingmedals, is the Team Principal and skipper.Renishaw has recently joined Land Rover

BAR’s Technical Innovation Group (TIG) as anofficial supplier where we will be contributingour expertise in metal 3D printing and positionfeedback encoding. The TIG has engaged anumber of key partners and suppliers from Brit-ish industry, including Land Rover, BT and BAESystems, all working to find advanced technolo-gies and develop them to give the team a compet-itive edge. The TIG complements the existingLand Rover BAR design team and allows it torapidly develop, test and prove these technolo-gies. Renishaw’s contribution will be to optimisethe design and construction of critical, 3Dprintedmetal parts of the team’s race boat.As Ben Ainslie commented: “We don’t underes-

timate the challenge ahead of us. We are a first-time challenger for the America’s Cup, and onlyone challenger has everwon it at the first attempt.Wewant to leave no stone unturned in our searchfor new technologies that will help us to bring theCup home. That’s why we have developed theTechnical Innovation Group and are pleased tohave the support of Renishaw with its heritage ofover 40 years of breakthrough innovation.”Back on land, the Bristol-based Bloodhound

SSC teamwill attempt to break the 1,00mph speedbarrier during 2016 and Renishaw is assistingwith key components for the vehicle, includingthe steering wheel and nose cone.The steering wheel has contours designed to

match the hands of Andy Green, the driver of thesupersonic car. Conor La Grue, who is the Engin-eering Lead within the Bloodhound design teamwith responsibility to understand the require-ments and identify a supplier for every part of car,said: “We’ve actually used a scan of Andy’s handform, and if I machined it (the steering wheel)would take an awfully long time.”Another critical component is the nose tip for

the car, which will be subject to forces as high as12 tonnes per square metre. To cope with suchloadings, a tip has been designed in titanium andwill be bonded to Bloodhound’s carbon fibremonocoquebodywhich forms the front-half of thecar. Renishaw is providing a manufacturing re-source to the project team to produce the nose tipand steering wheel on its 3D printing machineswhich fuse together very thin layers of finemetallic powders to form highly complex func-tional components.Beyond their core competitive targets, both of

these exciting projects have a very clear aim toeducate and inspire younger generations – LandRover BAR with a focus on sustainability, whilstBloodhound wants younger people to “enjoy, ex-plore and get involved in science, technology,engineering and mathematics”.

THURSDAY JANUARY 28 2016 BUSINESS GUIDE - RENISHAW 2120 BUSINESS GUIDE - RENISHAW THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

In the foreword to this Guide, Sir DavidMcMurtry, Renishaw’sChairmanandChief Exec-utive, highlights the challenging environmentthat the UK engineering sector faces over thecoming years as it attempts to find the 182,000additional skilled people it will need every yearuntil 2022.With an annual shortfall of 55,000 skilled people

it is a particularly onerous task, made worse bythe shocking fact identified by the Institution ofEngineering and Technology (IET) that womenmake up just 6 per cent of the UK’s engineeringworkforce compared to leading countries with 30per cent.Commenting on her organisation’s research,

Michelle Richmond, the IET’s Director of Mem-bership, said: “The lack of women in engineeringis a very significant problem, contributing toskills shortages which damage the economy.“The shocking reality is that the UK is missing

out on half of its potential engineering and tech-nologyworkforce by failing to attract women intothe industry. It also means that women are losingout on interesting and rewarding career oppor-tunities.”So the simple message to engineering compan-

ies has to be that by working on this huge genderdisparity, the skills shortage would surely disap-pear. If only the actual solution was as simple.Further research from the IET on this topicshowed that only 1 per cent of parents of girlswere likely to encourage their daughters intoengineering, compared to 11 per cent for parentsof boys – clearly we are dealing with some deepseated societal issues. At Renishaw we fully re-cognise the challenges faced, one of which is theabsence of role models for girls and youngwomen, for inevitably given the gender imbal-ancemost of the people ‘selling’ them science andengineering as a career choice are male.We are therefore increasingly focusing our

education and community activities in three keyareas: the generation and support of activitiesthat specifically promote engineering to a femaleaudience; greater visibility for our female engin-eering ambassadors; and very importantly activ-ities and communications that target key influen-cers, namely teachers and parents.Within our business we are fortunate to have

some excellent female role models and at a timethat we are recruiting for a record intake of 45apprentices, it seems appropriate to ask a formerapprentice about her thoughts on this topic.Lucy Ackland, who lives in Bristol, joined us as

an apprentice aged only 16 having ignored all theadvice given to her about going to university.However, in 2012 she completed a first-class engin-

eering honours degree which was funded byRenishaw. Lucy is a STEM ambassador and hasrun engineering-based activities for young chil-dren over many years, including school projects,talks, seminars, after school engineering clubsand judging STEM club projects. In 2014 she wasinvited to join the board of trustees of the charityYoung Engineers.Last year Lucy covered the length and breadth

of theUKafterwinning theWomen’sEngineeringSociety (WES) Prize at the IET’s Young WomanEngineer of the Year awards – the prize is awar-ded annually to a young female engineer who isable to engage and inspire young people’s involve-ment in Science, Technology, Engineering andMathematics (STEM). So what does Lucy see asthe challenges to recruiting more young womeninto the engineering sector?“I was so happy towin the award fromWES and

I am pleased to be considered a role model forfuture generations of female engineers because Ibelieve engineering is a really enjoyable careerchoice but sometimes people are put off by mis-leading stereotypes.“I believe that there are three key factors

causing the low proportion of female engineers inthe UK:“Firstly there is the shocking lack of young

women studying A-levels in science and maths,which is a pre-requisite for most routes intoengineering. The ambassadorial position I havebeen embracing has enabled me to talk to a largenumber of girls between the ages of 14 and 17, andthe message I keep hearing is ‘I’m no good atscience’, when the evidence is quite the opposite.“The challenge is to find ways of empoweringthese girls to believe in themselves.“Secondly, in some organisations the over rep-

resentation of males in the workplace can createthe appearance of ‘boys clubs’ and therefore notalways a comfortable place for a woman to be. Inmy experience it is rare to see much obviousdiscrimination or people openly trying to makewomen feel uncomfortable in their position, butwe need to work harder to create an inclusiveworking environment that everyone feels com-fortable to be a part of.“Thirdly, it has been estimated that 22,000 qual-

ifiedwomenhave not returned to the engineeringsector after a maternity or career break. This is ahuge number considering how few women actu-ally work in engineering. These are trained en-gineers that we can ill afford to lose when facingsuch a drastic shortage. What can businesses doto be more flexible when it comes to workinghours and childcare for men and women alike?“It is incredibly frustrating to be in this situ-

ation because I have found my career exciting,challenging, diverse and enjoyable so there is noreason why many women shouldn’t feel the sameif they were to choose this profession.”If you would like to hear more thoughts from

From top; The 3-D printed steering wheel for the1,000mph Bloodhound that Renishaw has produced;Sir Ben Ainslie’s Land Rover BAR America’s Cup teamhas signed up Renishaw in its Technical InnovationGroup; Lucy Ackland pictured with some 3-D printedcomponents; some of the components Renishaw hasproduced for Land Rover BAR

Chris Pockett of Renishaw explains why it is soimportant more talented young people – particularlywomen – aspire to work in engineering

Top; Lucy Ackland is a STEM ambassador who joined Renishaw at 16 and now helpsinspire future generations of engineers. Above; Renishaw supplies drug deliverysystems to the Children’s Hospital in Bristol and at Southmead

Racing to closethe skills gap in avery fast-pacedand exciting field

Lucy on this topic then she is the keynote speakerat ‘Engineer Your Future’ taking place at Ren-ishaw’s HQ near Wotton-under-Edge on SaturdayFebruary 13. One of a series of events forFESTOMANE (the Stroud Festival of Manufac-turing & Engineering), it is a freemorning of fun,interactive workshops and talks designed to helpyoung people aged between 13 -19 and theirfamilies better understand the variety of careeroptions available in STEM-related disciplines.Today Lucy is a project manager within a team

that is developing Renishaw’s next generation ofmetal additive manufacturing (3D printing) ma-chines. The company is the only manufacturer ofsuch machines in the UK and as well as being anexciting technology that will profoundly changethe way manufacturers around the world canmake products, it is also notable for being attract-ive to both sexes – it simply doesn’t have themale-centric perceptions of more traditional engineer-ing products.Renishaw isusing its expertise in 3Dprinting to

contribute to a series of high-profile engineeringprojects that will be very prominent during 2016and 2017, both very much about speed on sea andland.TheAmerica’sCup is the oldest internation-al trophy in world sport, pre-dating the modernOlympics, the Ryder Cup and theWorld Cup – andBritain has never won it. It’s the world’s premiersailboat racing contest, and the 35th edition willbe held in Bermuda in 2017, in foilingmulti-hulls.Land Rover BAR is the British challenger, andBen Ainslie, winner of four Olympic gold sailingmedals, is the Team Principal and skipper.Renishaw has recently joined Land Rover

BAR’s Technical Innovation Group (TIG) as anofficial supplier where we will be contributingour expertise in metal 3D printing and positionfeedback encoding. The TIG has engaged anumber of key partners and suppliers from Brit-ish industry, including Land Rover, BT and BAESystems, all working to find advanced technolo-gies and develop them to give the team a compet-itive edge. The TIG complements the existingLand Rover BAR design team and allows it torapidly develop, test and prove these technolo-gies. Renishaw’s contribution will be to optimisethe design and construction of critical, 3Dprintedmetal parts of the team’s race boat.As Ben Ainslie commented: “We don’t underes-

timate the challenge ahead of us. We are a first-time challenger for the America’s Cup, and onlyone challenger has everwon it at the first attempt.Wewant to leave no stone unturned in our searchfor new technologies that will help us to bring theCup home. That’s why we have developed theTechnical Innovation Group and are pleased tohave the support of Renishaw with its heritage ofover 40 years of breakthrough innovation.”Back on land, the Bristol-based Bloodhound

SSC teamwill attempt to break the 1,00mph speedbarrier during 2016 and Renishaw is assistingwith key components for the vehicle, includingthe steering wheel and nose cone.The steering wheel has contours designed to

match the hands of Andy Green, the driver of thesupersonic car. Conor La Grue, who is the Engin-eering Lead within the Bloodhound design teamwith responsibility to understand the require-ments and identify a supplier for every part of car,said: “We’ve actually used a scan of Andy’s handform, and if I machined it (the steering wheel)would take an awfully long time.”Another critical component is the nose tip for

the car, which will be subject to forces as high as12 tonnes per square metre. To cope with suchloadings, a tip has been designed in titanium andwill be bonded to Bloodhound’s carbon fibremonocoquebodywhich forms the front-half of thecar. Renishaw is providing a manufacturing re-source to the project team to produce the nose tipand steering wheel on its 3D printing machineswhich fuse together very thin layers of finemetallic powders to form highly complex func-tional components.Beyond their core competitive targets, both of

these exciting projects have a very clear aim toeducate and inspire younger generations – LandRover BAR with a focus on sustainability, whilstBloodhound wants younger people to “enjoy, ex-plore and get involved in science, technology,engineering and mathematics”.

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - FOOT ANSTEY 2322 BUSINESS GUIDE 2016 - FOOT ANSTEY THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Henry Humphreys SeniorAssociate (Private Equity andVenture Capital) at Foot Ansteyin Bristol, discusses the vitaltech sector in the West

We are, demonstrably, living and working in agolden period of innovation in UK tech, and –perhaps behind onlyLondon –Bristol andBath asa region is leading the charge. There are peoplehere doing extraordinary things.

The need for an ecosystem

Tech, especially digital tech, is now every-where, and superfast broadband takes it to bil-lions of gadgets worldwide. For some time therehave been more mobile phones in the world thanpeople. At the same time design and build costs,and the costs of starting a businesses, are declin-ing exponentially.But to fund, develop, build and launch the next

generation of tech at scale you need geographicalproximity and clustering; i.e. an ecosystem. Silic-on Valley set the mould, London has Tech City;here, we now have Silicon Gorge (we hope thatname sticks!).

Rise of the accelerators/ incubators

The Engine Shed, the enterprise hub next toBristol Temple Meads station, is now into itsthird year and the two accelerator/ incubatorswithin – Setsquared and WebStart – are housingand pumping out a wave of ambitious new ven-tures. The Engine Shed recently launched itsBoxworks expansionwhich seesBristol imitatingShoreditch.

Elsewhere, Bristol University and UWE contin-ue to collaborate on Bristol Robotics Lab, thelargest (37,000 square foot) academic centre formulti-disciplinary robotics research in the UKand world leader on current thinking in servicerobotics.Guess what, there is a business incubator there

for spin outs. Nestled between the M4 and M5,Bristol and Bath Science Park offers hot desks,laboratories and a home for university spin outsand growth companies.Many of the facilities you see in the region are

comparable to those in and around Tech City, butliving costs are lower which generally meanslonger runways for founder teams. Good news ifyou have just raised seed finance.

Entrepreneurialism as a vocation

For previous generations, route A for a signific-ant majority of the talent was school, followed byuniversity, followed by safe, well remunerated,job with a corporation.Now, for perhaps the first time in the UK, talent

in significant numbers is taking the school, fol-lowed by university, followed by scale-up route,drawn by the attraction of being a (co-)founderand CEO on day 1, building a product that theylove, going through the funding rounds over asmall number of years and then selling out to atrade buyer (or, for the really ambitious, execut-ing an IPO).Of course life rarely pans out as we expect and

many (most?) new ventures fail, but the pace ofsuccess and failure has greatly accelerated inrecent years.Failure still leaves plenty of time to try again, or

to try something else. Silicon Valley has had this‘fail fast’ mantra for many years.These themes are buzzing around campuses all

over the country and there are over 45,000 stu-dents currently enrolled in Bristol alone, some ofwhom will choose to graduate and start a busi-ness here or join one of our 1,000+ tech compan-ies. There are already more than 60,000 peopleworking in tech here andmore people working inour digital economy than anywhere else in theUK.

Scalable ventures

We see and meet new ventures all the time inregion but the ventures that really excite VC typeinvestors look well beyond the South West toaddress or disrupt significant national and globalmarkets.A return on capital invested into high risk

businesses requires exponential growth andMain picture; Henry Humphreys a senior associate at Foot Anstey in Bristol, said theBristol Robotics Laboratory, above, is one of the key elements of the city’s tech sector

Technology is thekey to creating agenuine Westernpowerhouse

genuine prospects of an exit route for foundersand investors. Think big.In region we are working with ventures in

virtual reality, cyber security, gaming, roboticsand disruptive businesses generally. True disrup-tion is interesting to us because – by definition – itpresents novel legal questions where we can addreal value to our clients.

Access to capital

Facilities to support and house the talent willbe wasted without funding, and the significantmajority of funding opportunities for early stageventures are still in London. However, buildingfrom a (very) low base, the region is developingand connecting its own investor network and inthe last couple of years our client, DowningVentures, has probably been themost active earlystage fund investor here, but there are others.Some of the tax reliefs for UK investors are quitestaggering, but often poorly utilised and under-stood when it comes to investing into a portfolioof early stage companies.Equity crowdfunding has also been thrown into

the mix in recent years and we are increasinglyseeing and advising on deals involving Crowd-cube and, in particular, Seedrs. We continue towatch the crowdfunding space with interest.

Role of the corporates

Airbus, BAE, GKN, HP, Toshiba, IBM, Orangeand Rolls-Royce already base themselves here.There is a legacy of innovation in aerospace, hi-tech and film making. The region also claimsBrunel as one of its own and hadmajor credits onprojects such as Concorde.We are seeing corporates here just starting to

look at the wave of innovation coming through,but it is early days for most of them. However,disruption and missed opportunity may lurk forthose that do not involve themselves in thespace.

Looking forward

Going into 2016, we hope to see more fundsactively looking at the region and firmer linksbedding down between the ecosystem and theregion’s corporates. In themeantime the innovat-ors will continue to go through the fundingrounds and the investors will continue to look forthe winners. The team here will be activelyparticipating.Henry Humphreys advises fast growth tech

businesses and their investors. Henry spent nineyears in the City and Hong Kong focusing on thetech sector for an international firm.He returned‘home’ to Bristol in 2014, attracted in part by theopportunities within tech in the region. Much ofhiswork still involves London and is still interna-tional, but he has a vested interest in helping tomake things happen closer to home.

The Bristol and Bath Science Park, above, is one of the developments that has helped make the Bristol and Bath area the most dynamic andimportant hub outside London for the tech sector in Britain, according to Henry HumphreysThe Boxworks opening in Bristol was a key milestone

“

”

Many of the facilities you see in theregion are comparable to those in andaround Tech City, but living costs arelower which generally means longerrunways for founder teams. Goodnews if you have just raised seedfinance.

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - FOOT ANSTEY 2322 BUSINESS GUIDE 2016 - FOOT ANSTEY THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Henry Humphreys SeniorAssociate (Private Equity andVenture Capital) at Foot Ansteyin Bristol, discusses the vitaltech sector in the West

We are, demonstrably, living and working in agolden period of innovation in UK tech, and –perhaps behind onlyLondon –Bristol andBath asa region is leading the charge. There are peoplehere doing extraordinary things.

The need for an ecosystem

Tech, especially digital tech, is now every-where, and superfast broadband takes it to bil-lions of gadgets worldwide. For some time therehave been more mobile phones in the world thanpeople. At the same time design and build costs,and the costs of starting a businesses, are declin-ing exponentially.But to fund, develop, build and launch the next

generation of tech at scale you need geographicalproximity and clustering; i.e. an ecosystem. Silic-on Valley set the mould, London has Tech City;here, we now have Silicon Gorge (we hope thatname sticks!).

Rise of the accelerators/ incubators

The Engine Shed, the enterprise hub next toBristol Temple Meads station, is now into itsthird year and the two accelerator/ incubatorswithin – Setsquared and WebStart – are housingand pumping out a wave of ambitious new ven-tures. The Engine Shed recently launched itsBoxworks expansionwhich seesBristol imitatingShoreditch.

Elsewhere, Bristol University and UWE contin-ue to collaborate on Bristol Robotics Lab, thelargest (37,000 square foot) academic centre formulti-disciplinary robotics research in the UKand world leader on current thinking in servicerobotics.Guess what, there is a business incubator there

for spin outs. Nestled between the M4 and M5,Bristol and Bath Science Park offers hot desks,laboratories and a home for university spin outsand growth companies.Many of the facilities you see in the region are

comparable to those in and around Tech City, butliving costs are lower which generally meanslonger runways for founder teams. Good news ifyou have just raised seed finance.

Entrepreneurialism as a vocation

For previous generations, route A for a signific-ant majority of the talent was school, followed byuniversity, followed by safe, well remunerated,job with a corporation.Now, for perhaps the first time in the UK, talent

in significant numbers is taking the school, fol-lowed by university, followed by scale-up route,drawn by the attraction of being a (co-)founderand CEO on day 1, building a product that theylove, going through the funding rounds over asmall number of years and then selling out to atrade buyer (or, for the really ambitious, execut-ing an IPO).Of course life rarely pans out as we expect and

many (most?) new ventures fail, but the pace ofsuccess and failure has greatly accelerated inrecent years.Failure still leaves plenty of time to try again, or

to try something else. Silicon Valley has had this‘fail fast’ mantra for many years.These themes are buzzing around campuses all

over the country and there are over 45,000 stu-dents currently enrolled in Bristol alone, some ofwhom will choose to graduate and start a busi-ness here or join one of our 1,000+ tech compan-ies. There are already more than 60,000 peopleworking in tech here andmore people working inour digital economy than anywhere else in theUK.

Scalable ventures

We see and meet new ventures all the time inregion but the ventures that really excite VC typeinvestors look well beyond the South West toaddress or disrupt significant national and globalmarkets.A return on capital invested into high risk

businesses requires exponential growth andMain picture; Henry Humphreys a senior associate at Foot Anstey in Bristol, said theBristol Robotics Laboratory, above, is one of the key elements of the city’s tech sector

Technology is thekey to creating agenuine Westernpowerhouse

genuine prospects of an exit route for foundersand investors. Think big.In region we are working with ventures in

virtual reality, cyber security, gaming, roboticsand disruptive businesses generally. True disrup-tion is interesting to us because – by definition – itpresents novel legal questions where we can addreal value to our clients.

Access to capital

Facilities to support and house the talent willbe wasted without funding, and the significantmajority of funding opportunities for early stageventures are still in London. However, buildingfrom a (very) low base, the region is developingand connecting its own investor network and inthe last couple of years our client, DowningVentures, has probably been themost active earlystage fund investor here, but there are others.Some of the tax reliefs for UK investors are quitestaggering, but often poorly utilised and under-stood when it comes to investing into a portfolioof early stage companies.Equity crowdfunding has also been thrown into

the mix in recent years and we are increasinglyseeing and advising on deals involving Crowd-cube and, in particular, Seedrs. We continue towatch the crowdfunding space with interest.

Role of the corporates

Airbus, BAE, GKN, HP, Toshiba, IBM, Orangeand Rolls-Royce already base themselves here.There is a legacy of innovation in aerospace, hi-tech and film making. The region also claimsBrunel as one of its own and hadmajor credits onprojects such as Concorde.We are seeing corporates here just starting to

look at the wave of innovation coming through,but it is early days for most of them. However,disruption and missed opportunity may lurk forthose that do not involve themselves in thespace.

Looking forward

Going into 2016, we hope to see more fundsactively looking at the region and firmer linksbedding down between the ecosystem and theregion’s corporates. In themeantime the innovat-ors will continue to go through the fundingrounds and the investors will continue to look forthe winners. The team here will be activelyparticipating.Henry Humphreys advises fast growth tech

businesses and their investors. Henry spent nineyears in the City and Hong Kong focusing on thetech sector for an international firm.He returned‘home’ to Bristol in 2014, attracted in part by theopportunities within tech in the region. Much ofhiswork still involves London and is still interna-tional, but he has a vested interest in helping tomake things happen closer to home.

The Bristol and Bath Science Park, above, is one of the developments that has helped make the Bristol and Bath area the most dynamic andimportant hub outside London for the tech sector in Britain, according to Henry HumphreysThe Boxworks opening in Bristol was a key milestone

“

”

Many of the facilities you see in theregion are comparable to those in andaround Tech City, but living costs arelower which generally means longerrunways for founder teams. Goodnews if you have just raised seedfinance.

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - GWR 2524 BUSINESS GUIDE 2016 - GWR THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

The future of the West Country’s railway isinspired by a glorious past.In 2015 FirstGreatWesternwas reborn asGreat

Western Railway – adopting the spirit of Isam-bard Kingdom Brunel as the region’s railwaysundergo the biggest investment in generations.The Great Western Line is being transformed

as billions of pounds is being invested in electri-fication and a new fleet of trains to run on it.Last September FGW formally adopted the

GWR brand and began the process of adapting anew look to usher in a new era of more frequent

services, reduced journey times and greater capa-city as the number of passengers electing to travelby rail continues to rocket.As part of the new look travellers have begun to

see the phased introduction of new train liveries,which invoke the legacy of Brunel’s GWR.Nobody at GWR or track owner Network Rail

underestimates the engineering complexitiesand vast scale of electrifying the region’s rail-ways.Passengers are undoubtedly frustrated at the

delays encountered by Network Rail as it electri-fies the line, but by the time the project iscomplete then the West’s railways will be totallytransformed.Journey times to London will be slashed by up

to 20 minutes – a huge benefit to businessesoperating across the West.Cities such as Bath and Bristol are already

seeing huge inward investment from London’s

over-heating tech sector and with journey timesto the capital being cut the opportunities to winfurther business are almost limitless.Indeed, some estate agents believe that both

Bristol and Bath could realistically be draggedinto London’s commuter belt.Spiralling house prices in the capital and the

combination of electrification of the Great West-ern Line and the huge Crossrail project willmean that journey times to not only Paddingtonbut other parts of the South East will be re-duced.Improved rail connections to Heathrow will

also offer a boost to businesses in the West – bothfor exporters and those seeking direct inwardinvestment.Although passengers will not enjoy the benefit

of electrification as quickly as GWR had initiallyhoped, they are already experiencing moremodern trains.

work to connect Bristol TempleMeadsmaynot becompleted until April 2020.Network Rail has been beset by difficulties

during the electrification project, most notablywith underground signals installed in the 1970snot being reliably mapped.Mechanical piling operation carried out during

the project has already twice severed signalcables, sparking delays for train operators andpassengers.The first tranche of new Hitachi trains that

GWR has ordered can operate in diesel andelectric mode, but the purely electric secondtranche will not be able to run on the line untilelectrification is complete.Passengers may have to wait longer than anti-

cipated to benefit from the reduced journeytimes, but the biggest investment in the region’srailways in generations remains a boon for WestCountry businesses and passengers alike.

Forging a new identity, First Great Western became Great Western Railway in 2015 as the company marks the biggest investment in rail in the west since Brunel's time with a new identity. Top right, one of its locomotives was named after Glastonbury Festival supremo Michael Eavis and right, a locomotive was also named after legendary figure Harry Patch

Back to an exciting future amid the West’s electric revolutionRichard Bache looks at how GWR, which isundergoing a major transformation, is investing in anew fleet of electric trains as part of the biggestinvestment in the region’s railways in generations. Theinvestment in the West will eventually pay a dividendfor the region

Mark Hopwood, chiefexecutive of GWR, saidthe £7.5 billioninvestment was a newdawn for the railway

The massive fleet upgrade announced by GWRwill see new or more modern trains, all with freeWiFi, on every area of the networkThe £7.5 billion project will slash the average

age of First Great Western’s train fleet by morethan half – and also help to create three millionadditional seats across the network.The train operator is also recruiting extra

members of customer-facing staff, and the intro-duction of dedicated Customer Ambassadors atkey stations across the route to help customerswith local information, directions and onwardtravel options.Independent research conducted for the South

West Economic Regional Develop Agency (nowLEPs) has shown that electrification will boostthe South West economy by £120m per yearalone.At the time of the relaunch as GWR in Septem-

ber, managing director Mark Hopwood said:

“This investment represents a historic milestonefor us and so it was a perfect opportunity tolaunch the Great Western Railway once again.“We are committed to improving the journeys

of our passengers, as well as the economicprosperity and social footprint of the regions andcommunities we serve.“It’s a new dawn for our railway and we’re

excited to be at the helm.”FirstGroup Chief Executive Tim O‘Toole said:

“FirstGroup is the proud operator of GWR, arailway steeped in years of tradition, and our newbrand for the franchise represents this strongheritage.”In an updated progress report last week on the

electrification projectNetworkRail chairmanSirPeter Hendy gave revised dates of when workwould be completed.It is now thought that the electrification will

reach Bristol Parkway by December 2018 but

Sir Peter Hendy, thechairman of NetworkRail, gave an update onelectrification projectlast week

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - GWR 2524 BUSINESS GUIDE 2016 - GWR THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

The future of the West Country’s railway isinspired by a glorious past.In 2015 FirstGreatWesternwas reborn asGreat

Western Railway – adopting the spirit of Isam-bard Kingdom Brunel as the region’s railwaysundergo the biggest investment in generations.The Great Western Line is being transformed

as billions of pounds is being invested in electri-fication and a new fleet of trains to run on it.Last September FGW formally adopted the

GWR brand and began the process of adapting anew look to usher in a new era of more frequent

services, reduced journey times and greater capa-city as the number of passengers electing to travelby rail continues to rocket.As part of the new look travellers have begun to

see the phased introduction of new train liveries,which invoke the legacy of Brunel’s GWR.Nobody at GWR or track owner Network Rail

underestimates the engineering complexitiesand vast scale of electrifying the region’s rail-ways.Passengers are undoubtedly frustrated at the

delays encountered by Network Rail as it electri-fies the line, but by the time the project iscomplete then the West’s railways will be totallytransformed.Journey times to London will be slashed by up

to 20 minutes – a huge benefit to businessesoperating across the West.Cities such as Bath and Bristol are already

seeing huge inward investment from London’s

over-heating tech sector and with journey timesto the capital being cut the opportunities to winfurther business are almost limitless.Indeed, some estate agents believe that both

Bristol and Bath could realistically be draggedinto London’s commuter belt.Spiralling house prices in the capital and the

combination of electrification of the Great West-ern Line and the huge Crossrail project willmean that journey times to not only Paddingtonbut other parts of the South East will be re-duced.Improved rail connections to Heathrow will

also offer a boost to businesses in the West – bothfor exporters and those seeking direct inwardinvestment.Although passengers will not enjoy the benefit

of electrification as quickly as GWR had initiallyhoped, they are already experiencing moremodern trains.

work to connect Bristol TempleMeadsmaynot becompleted until April 2020.Network Rail has been beset by difficulties

during the electrification project, most notablywith underground signals installed in the 1970snot being reliably mapped.Mechanical piling operation carried out during

the project has already twice severed signalcables, sparking delays for train operators andpassengers.The first tranche of new Hitachi trains that

GWR has ordered can operate in diesel andelectric mode, but the purely electric secondtranche will not be able to run on the line untilelectrification is complete.Passengers may have to wait longer than anti-

cipated to benefit from the reduced journeytimes, but the biggest investment in the region’srailways in generations remains a boon for WestCountry businesses and passengers alike.

Forging a new identity, First Great Western became Great Western Railway in 2015 as the company marks the biggest investment in rail in the west since Brunel's time with a new identity. Top right, one of its locomotives was named after Glastonbury Festival supremo Michael Eavis and right, a locomotive was also named after legendary figure Harry Patch

Back to an exciting future amid the West’s electric revolutionRichard Bache looks at how GWR, which isundergoing a major transformation, is investing in anew fleet of electric trains as part of the biggestinvestment in the region’s railways in generations. Theinvestment in the West will eventually pay a dividendfor the region

Mark Hopwood, chiefexecutive of GWR, saidthe £7.5 billioninvestment was a newdawn for the railway

The massive fleet upgrade announced by GWRwill see new or more modern trains, all with freeWiFi, on every area of the networkThe £7.5 billion project will slash the average

age of First Great Western’s train fleet by morethan half – and also help to create three millionadditional seats across the network.The train operator is also recruiting extra

members of customer-facing staff, and the intro-duction of dedicated Customer Ambassadors atkey stations across the route to help customerswith local information, directions and onwardtravel options.Independent research conducted for the South

West Economic Regional Develop Agency (nowLEPs) has shown that electrification will boostthe South West economy by £120m per yearalone.At the time of the relaunch as GWR in Septem-

ber, managing director Mark Hopwood said:

“This investment represents a historic milestonefor us and so it was a perfect opportunity tolaunch the Great Western Railway once again.“We are committed to improving the journeys

of our passengers, as well as the economicprosperity and social footprint of the regions andcommunities we serve.“It’s a new dawn for our railway and we’re

excited to be at the helm.”FirstGroup Chief Executive Tim O‘Toole said:

“FirstGroup is the proud operator of GWR, arailway steeped in years of tradition, and our newbrand for the franchise represents this strongheritage.”In an updated progress report last week on the

electrification projectNetworkRail chairmanSirPeter Hendy gave revised dates of when workwould be completed.It is now thought that the electrification will

reach Bristol Parkway by December 2018 but

Sir Peter Hendy, thechairman of NetworkRail, gave an update onelectrification projectlast week

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - UWE 2726 BUSINESS GUIDE 2016 - UWE THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Fancy experiencing life on a City trading floor orprosecuting a case in a court of law?UWE Bristol is the perfect place to do so as its

Faculty of Business and Law contains a mockcourt and financial trading room.Hollywood filmTheBig Short is hotly tipped for

Oscar glory next month and shows all the dramaof high stakes Wall Street trading during thegreatest financial crisis of our time.And one of the vital tools that all traders rely on

is access to andmastery of Bloomberg’s financialterminals.

The university has the same system used bylarge investment banks, and provides students inthe Business School with a commanding view ofthe global financial data, news and information.The trading room helps put UWE at the forefrontof business teaching and research among theuniversities in UK.One student who benefited from using it is MSc

Finance student Thomas Cottrell, who came jointthird in the prestigious Bloomberg Aptitude Test(BAT) for Europe, Middle East and Africa forNovember.His result placed him at the 99th percentile of

all students taking the test worldwide.It is an online test that measures financial,

business and personal competencies of studentsand recent graduates, and enables them to assesstheir suitability for careers in business and fin-ance.

Thomas sat the test through UWE and hisresults are posted on theBloomberg InstituteHallof Fame.Thomas, whose first degree is in Engineering,

says: “I was really surprised and pleased withmyresults on this test. It’s my ambition to combinethe technical knowledge from my first degree,with the skills that I have learned in my job overthe last year as a financial manager, along withthe knowledge gained on the MSc Finance. I amexcited by the idea of pursuing a career as aninvestment analyst or fund manager.”It is only one example of the kind of facilities

that students at the university can benefit fromasthey study at an institution that has an impress-ive track record of providing the skilled gradu-ates that employers covet.A pioneering course that aims to produce

graduates with degrees plus experience of run-ning their own businesses has been makingwaves at UWE.The course structure is ground-breaking – no

classrooms, compulsory lectures or exams – andwas introduced to the UK for the first time byUWE.Called Team Entrepreneurship, the degree

course is based on methods pioneered in Finlandand also run successfully in Spain and Hungary,and has been described as a revolution in man-agement education.The students meet in a high-tech ‘hub’ rather

than a traditional classroom, with areas for teammeetings, workshops and ideas sessions. Alongwith the novel surroundings, they have no settimetable, although they can attend any lecturefrom the Faculty of Business andLaw, andwork 9-5 each day during a longer academic year.The students run their own businesses

throughout the year and have revenue targets toachieve, something that will definitely come inhandy after they graduate.Another area where the university excels is its

day-to-day connections with businesses in theWest Country. It is a relationship that benefitsstudents, the university itself, individual busi-

The landmark academic building will be loc-ated at the heart of the new developments on theUWE Bristol, Frenchay Campus, on the northernside of a newly formed plaza.UWE Bristol Deputy Vice Chancellor Professor

Jane Harrington, said: “It will provide a first-class teaching and learning environment com-prising lecture facilities, teaching and seminarrooms, specialist learning facilities such as atrading room and law courts, and staff offices.“It will include specialist executive develop-

ment facilities as well as space for collaboration,business development and informal learning.This wonderful new building will fulfil the aspir-ations of students, staff and the business com-munity.“This building will enable the business com-

munity to share in the vibrant atmosphere atUWEBristol and benefit from closer contact withstudents and academics.“Our role is to be part of the world of business,

to reach out to business and enable them to reachin to us.“There are huge benefits for businesses of

working closely with a modern practice-baseduniversity like UWE Bristol, and this new build-ing will create the opportunity to enable this tohappen by fostering informal and formal interac-tion.“Key professional organisations will have a

base in the new building, and barristers, account-ants, small business owners and start-ups (toname but some of our visitors) will be able to mixwith staff and students in the social learningareas.”ISG is the main contractor developing the

project.The personwhowill be leading the faculty in its

new home is Donna Whitehead, who previous tojoining UWE was Deputy Dean of the Faculty ofBusiness and Society at the University of SouthWales.She was appointed as Pro Vice-Chancellor and

Executive Dean of the Faculty of Business andLaw last September.She brings a wealth of experience to UWE

Bristol from her current and previous roles.Shehas a first degree in law from theUniversity

of Sunderland and an MPhil from the Universityof Newcastle. She also holds the Legal PracticeCourse and the New York Bar examinations asqualifications. She is a senior fellow of theHigherEducation Academy. Her teaching and researchinterest is family law and in particular, assistedreproduction and parenthood.An example of the interest in business on

display at the university was displayed only lastweekend.The student union hosted the university’s first

TEDx talk.It was organised by Bristol Business School

graduate, Adrian Pang, and saw ten guest speak-ers share their ideas on the subject of The Innov-ative Attitude.Adrian said: “The inspiration to curate the first

TEDx at UWE Bristol stemmed from attending aseries of exceptional talks, held on the TEDplatform.“My own experience of TED talks and TEDx

highlighted the wide variety of topics that couldbe tapped into, and the potential for global reachthe talks had. It is my greatest intention to sharemy exciting TEDx experience, with the hope toinspire others to think differently.”It is one of a range of business events arranged

by the university.Foremost among them is its Bristol Distin-

guished Address Series.Among the business leaders due to speak in the

next fewmonths are Samir Brikho, Chief Execut-ive of Amec Foster Wheeler on Diversity ofThought; John Manzoni, Chief Executive of theCivil Service and Permanent Secretary to theCabinet Office, and Lady Barbara Judge, chair ofthe Institute of Directors.Previous addresses have beenmadebySirPeter

Bazalgette, Frances O’Grady, John Cridland andXavier Rolet.It isn’t too great a leap of faith to suggest that

the next generation of business leaders of thatcalibre could very well be among the audience ofthese events.

nesses that participate and the wider West eco-nomy and is boosted by the region’s high reten-tion of skilled graduates.A recent development is that 40 senior industry

leaders have become the University of theWest ofEngland’s first Business Fellows in amove whichwill strengthen ties with the region’s foremostorganisations.The network of business leaders will work

closely with UWE’s Faculty of Business and Law,sharing the latest thinking in areas such asleadership and management, enterprise and en-trepreneurship.TheBusiness Fellows programme, developed in

partnershipwithBusinessWest’s Initiative team,will see the leaders invited into the university todeliver guest lectures and mentor students.Professor Steve West, UWE’s Vice-Chancellor,

welcomed the Business Fellows to the universityat a launch event held in November.He said: “At UWE Bristol our partnerships and

networks add real value to our learning andworking environment. Connecting with the localand regional economy, businesses and communit-ies to advance knowledge, and to advance thehealth, sustainability and prosperity of our local-ity and region, is part of our core ambition.”James Durie, Chief Executive of the West of

England Initiative at Business West, said: “OurInitiative members recognise that in an increas-ingly knowledge-focused economy they need andwant to find new ways of working with ouruniversities.“Access to their knowledge, resources and

talent is of vital importance to them and we aredelighted that through the new Business Fellowsprogramme a first cohort of our members nowhas better access to be able to connect, partnerand work with UWE Bristol.”These links are only likely to strengthen as the

university’s new £50 million Faculty of Businessand Law comes fully on stream.A time-capsule was buried in July as construc-

tion of the impressive building began. It is anti-cipated to be fully operational by January 2017.

An artists’ impression of the £50 million development at UWE’s Frenchay campus forthe Faculty of Business and Law

The university wherebusiness and educationare in perfect harmonyRichard Bache assesses the various factors that aremaking UWE Bristol an increasing force in the West’sbusiness community. The combination of strongacademic performance and close links with majoremployers is demonstrably proving to be a compellingone

Business Students at UWE Bristol can benefit from a Trading Room equipped with professional-grade Bloomberg financial terminals that give them a genuine taste of the sort of information that dictates trading decisions at investment banks and on trading floors at leading financial centres

Donna Whitehead, ProVice-Chancellor andExecutive Dean of theFaculty of Business andLaw

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - UWE 2726 BUSINESS GUIDE 2016 - UWE THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Fancy experiencing life on a City trading floor orprosecuting a case in a court of law?UWE Bristol is the perfect place to do so as its

Faculty of Business and Law contains a mockcourt and financial trading room.Hollywood filmTheBig Short is hotly tipped for

Oscar glory next month and shows all the dramaof high stakes Wall Street trading during thegreatest financial crisis of our time.And one of the vital tools that all traders rely on

is access to andmastery of Bloomberg’s financialterminals.

The university has the same system used bylarge investment banks, and provides students inthe Business School with a commanding view ofthe global financial data, news and information.The trading room helps put UWE at the forefrontof business teaching and research among theuniversities in UK.One student who benefited from using it is MSc

Finance student Thomas Cottrell, who came jointthird in the prestigious Bloomberg Aptitude Test(BAT) for Europe, Middle East and Africa forNovember.His result placed him at the 99th percentile of

all students taking the test worldwide.It is an online test that measures financial,

business and personal competencies of studentsand recent graduates, and enables them to assesstheir suitability for careers in business and fin-ance.

Thomas sat the test through UWE and hisresults are posted on theBloomberg InstituteHallof Fame.Thomas, whose first degree is in Engineering,

says: “I was really surprised and pleased withmyresults on this test. It’s my ambition to combinethe technical knowledge from my first degree,with the skills that I have learned in my job overthe last year as a financial manager, along withthe knowledge gained on the MSc Finance. I amexcited by the idea of pursuing a career as aninvestment analyst or fund manager.”It is only one example of the kind of facilities

that students at the university can benefit fromasthey study at an institution that has an impress-ive track record of providing the skilled gradu-ates that employers covet.A pioneering course that aims to produce

graduates with degrees plus experience of run-ning their own businesses has been makingwaves at UWE.The course structure is ground-breaking – no

classrooms, compulsory lectures or exams – andwas introduced to the UK for the first time byUWE.Called Team Entrepreneurship, the degree

course is based on methods pioneered in Finlandand also run successfully in Spain and Hungary,and has been described as a revolution in man-agement education.The students meet in a high-tech ‘hub’ rather

than a traditional classroom, with areas for teammeetings, workshops and ideas sessions. Alongwith the novel surroundings, they have no settimetable, although they can attend any lecturefrom the Faculty of Business andLaw, andwork 9-5 each day during a longer academic year.The students run their own businesses

throughout the year and have revenue targets toachieve, something that will definitely come inhandy after they graduate.Another area where the university excels is its

day-to-day connections with businesses in theWest Country. It is a relationship that benefitsstudents, the university itself, individual busi-

The landmark academic building will be loc-ated at the heart of the new developments on theUWE Bristol, Frenchay Campus, on the northernside of a newly formed plaza.UWE Bristol Deputy Vice Chancellor Professor

Jane Harrington, said: “It will provide a first-class teaching and learning environment com-prising lecture facilities, teaching and seminarrooms, specialist learning facilities such as atrading room and law courts, and staff offices.“It will include specialist executive develop-

ment facilities as well as space for collaboration,business development and informal learning.This wonderful new building will fulfil the aspir-ations of students, staff and the business com-munity.“This building will enable the business com-

munity to share in the vibrant atmosphere atUWEBristol and benefit from closer contact withstudents and academics.“Our role is to be part of the world of business,

to reach out to business and enable them to reachin to us.“There are huge benefits for businesses of

working closely with a modern practice-baseduniversity like UWE Bristol, and this new build-ing will create the opportunity to enable this tohappen by fostering informal and formal interac-tion.“Key professional organisations will have a

base in the new building, and barristers, account-ants, small business owners and start-ups (toname but some of our visitors) will be able to mixwith staff and students in the social learningareas.”ISG is the main contractor developing the

project.The personwhowill be leading the faculty in its

new home is Donna Whitehead, who previous tojoining UWE was Deputy Dean of the Faculty ofBusiness and Society at the University of SouthWales.She was appointed as Pro Vice-Chancellor and

Executive Dean of the Faculty of Business andLaw last September.She brings a wealth of experience to UWE

Bristol from her current and previous roles.Shehas a first degree in law from theUniversity

of Sunderland and an MPhil from the Universityof Newcastle. She also holds the Legal PracticeCourse and the New York Bar examinations asqualifications. She is a senior fellow of theHigherEducation Academy. Her teaching and researchinterest is family law and in particular, assistedreproduction and parenthood.An example of the interest in business on

display at the university was displayed only lastweekend.The student union hosted the university’s first

TEDx talk.It was organised by Bristol Business School

graduate, Adrian Pang, and saw ten guest speak-ers share their ideas on the subject of The Innov-ative Attitude.Adrian said: “The inspiration to curate the first

TEDx at UWE Bristol stemmed from attending aseries of exceptional talks, held on the TEDplatform.“My own experience of TED talks and TEDx

highlighted the wide variety of topics that couldbe tapped into, and the potential for global reachthe talks had. It is my greatest intention to sharemy exciting TEDx experience, with the hope toinspire others to think differently.”It is one of a range of business events arranged

by the university.Foremost among them is its Bristol Distin-

guished Address Series.Among the business leaders due to speak in the

next fewmonths are Samir Brikho, Chief Execut-ive of Amec Foster Wheeler on Diversity ofThought; John Manzoni, Chief Executive of theCivil Service and Permanent Secretary to theCabinet Office, and Lady Barbara Judge, chair ofthe Institute of Directors.Previous addresses have beenmadebySirPeter

Bazalgette, Frances O’Grady, John Cridland andXavier Rolet.It isn’t too great a leap of faith to suggest that

the next generation of business leaders of thatcalibre could very well be among the audience ofthese events.

nesses that participate and the wider West eco-nomy and is boosted by the region’s high reten-tion of skilled graduates.A recent development is that 40 senior industry

leaders have become the University of theWest ofEngland’s first Business Fellows in amove whichwill strengthen ties with the region’s foremostorganisations.The network of business leaders will work

closely with UWE’s Faculty of Business and Law,sharing the latest thinking in areas such asleadership and management, enterprise and en-trepreneurship.TheBusiness Fellows programme, developed in

partnershipwithBusinessWest’s Initiative team,will see the leaders invited into the university todeliver guest lectures and mentor students.Professor Steve West, UWE’s Vice-Chancellor,

welcomed the Business Fellows to the universityat a launch event held in November.He said: “At UWE Bristol our partnerships and

networks add real value to our learning andworking environment. Connecting with the localand regional economy, businesses and communit-ies to advance knowledge, and to advance thehealth, sustainability and prosperity of our local-ity and region, is part of our core ambition.”James Durie, Chief Executive of the West of

England Initiative at Business West, said: “OurInitiative members recognise that in an increas-ingly knowledge-focused economy they need andwant to find new ways of working with ouruniversities.“Access to their knowledge, resources and

talent is of vital importance to them and we aredelighted that through the new Business Fellowsprogramme a first cohort of our members nowhas better access to be able to connect, partnerand work with UWE Bristol.”These links are only likely to strengthen as the

university’s new £50 million Faculty of Businessand Law comes fully on stream.A time-capsule was buried in July as construc-

tion of the impressive building began. It is anti-cipated to be fully operational by January 2017.

An artists’ impression of the £50 million development at UWE’s Frenchay campus forthe Faculty of Business and Law

The university wherebusiness and educationare in perfect harmonyRichard Bache assesses the various factors that aremaking UWE Bristol an increasing force in the West’sbusiness community. The combination of strongacademic performance and close links with majoremployers is demonstrably proving to be a compellingone

Business Students at UWE Bristol can benefit from a Trading Room equipped with professional-grade Bloomberg financial terminals that give them a genuine taste of the sort of information that dictates trading decisions at investment banks and on trading floors at leading financial centres

Donna Whitehead, ProVice-Chancellor andExecutive Dean of theFaculty of Business andLaw

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - TOP 150 2928 BUSINESS GUIDE 2016 - TOP 150 THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

2016 position (2015) Company Location County Employees Turnover (£K) Profit (£K)

1 (1) Imperial Tobacco Group PLC Bristol Avon 33,900 13,697,000 1,520,0002 (4) Npower Ltd Swindon Wiltshire 2,330 4,498,000 20,8003 (5) Airbus Operations Ltd Bristol Avon 8,737 3,932,000 184,0004 (3) Intel Corporation (UK) Ltd Swindon Wiltshire 1,070 3,692,365 111,7225 (6) EDF Energy Nuclear Generation Ltd Gloucester Gloucs 5,873 3,103,000 1,044,0006 (2) St. James's Place UK PLC Cirencester Gloucs 3,015,000 158,0007 (7) Allstar Business Solutions Ltd Swindon Wiltshire 163 2,276,490 57,7348 (8) Honda of The U.K. Manufacturing Ltd Swindon Wiltshire 3,315 1,988,448 1,0549 (9) Connect Group PLC Swindon Wiltshire 4,378 1,808,500 43,10010 (17) PPL UK Distribution Holdings Ltd Bristol Avon 6,414 1,620,000 673,00011 (11) New Look Retail Group Ltd Weymouth Dorset 20,073 1,528,800 -55,00012 (10) C&J Clark Ltd Street Somerset 16,134 1,492,300 121,50013 (13) Agustawestland Ltd Yeovil Somerset 3,098 1,247,561 105,11214 (16) Dyson Exchange Ltd Malmesbury Wiltshire 57 1,215,500 74,20015 (12) WH Smith PLC Swindon Wiltshire 14,391 1,161,000 112,00016 (15) Wincanton PLC Chippenham Wiltshire 15,340 1,107,400 24,90017 (14) First Greater Western Ltd Swindon Wiltshire 5,300 1,067,970 19,65918 (18) The Mortgage Works (UK) PLC Swindon Wiltshire 908,000 217,00019 (20) Westcon Group European Operations Ltd Cirencester Gloucs 837 885,556 9,85720 (19) Mears Group PLC Gloucester Gloucs 12,965 838,740 29,67721 (24) Screwfix Direct Ltd Yeovil Somerset 6,656 835,569 62,00622 (21) Matthew Clark Wholesale Ltd Bristol Avon 1,393 810,726 17,62923 (23) Spirax-Sarco Engineering PLC Cheltenham Gloucs 4,797 678,277 144,79424 (26) Rotork plc Bath Avon 3,224 594,739 141,16525 (22) Mitie Technical Facilities Management Ltd Bristol Avon 4,951 582,136 21,50126 (35) ALD Automotive Ltd Bristol Avon 355 581,226 45,37427 (50) Colt Car Co Ltd Cirencester Gloucs 191 551,895 30,39928 (27) Wessex Water Ltd Bath Avon 2,244 546,800 164,50029 (25) Zurich Assurance Ltd Cheltenham Gloucs 538,000 212,00030 (34) Nutricia Ltd Trowbridge Wiltshire 723 526,415 21,77731 (31) GE Aviation Systems Ltd Cheltenham Gloucs 3,009 519,635 4,85132 (38) Messier-Dowty Ltd Gloucester Gloucs 958 518,838 29,66933 (36) Arval UK Group Ltd Swindon Wiltshire 522 512,390 69,32934 (45) Renishaw plc Wotton-U-Edge Gloucs 3,811 494,720 144,19635 (30) Kerry Ingredients (UK) Ltd Bristol Avon 1,576 493,975 7,11036 (75) National Oilwell Varco UK Ltd Stonehouse Gloucs 1,932 492,839 173,78837 (39) Supergroup PLC Cheltenham Gloucs 2,352 486,600 59,50038 (32) Steinhoff UK Retail Ltd Cheltenham Gloucs 2,509 470,167 20,80439 (37) Sun Valley Foods Ltd Hereford Heref 2,201 466,283 -240 (33) Man Truck And Bus UK Ltd Swindon Wiltshire 747 452,617 -10,51641 (40) Cambria Automobiles PLC Swindon Wiltshire 1,024 450,148 5,31142 (41) Synergy Health Ltd Swindon Wiltshire 5,617 408,824 43,57943 (43) Libya Oil Ethiopia Ltd Bristol Avon 134 401,348 77444 (44) Hargreaves Lansdown PLC Bristol Avon 910 395,137 199,03845 (-) Simplyhealth Group Ltd Andover Hampshire 1,759 384,800 9,70046 (48) Dick Lovett Companies Ltd Swindon Wiltshire 556 357,479 7,50947 (46) Ecclesiastical Insurance Group PLC Gloucester Gloucs 1,225 352,551 45,93948 (-) Combined Independents (Holdings) Ltd Andover Hampshire 63 350,785 1,20149 (47) Masstock Arable (UK) Ltd Cheltenham Gloucs 616 338,585 12,76950 (67) OVO Group Ltd Bristol Avon 475 317,444 -37,336

51 (53) Integral UK Holdings Ltd Bristol Avon 3,398 309,882 12,93252 (49) Refresco Gerber UK Ltd Bridgwater Somerset 874 299,215 -14,97653 (52) YEO Valley Group Ltd Bristol Avon 1,684 274,999 3,42854 (60) Redde PLC Bath Avon 1,494 248,671 24,34555 (54) Ryder Ltd Devizes Wiltshire 1,252 242,283 10,49356 (42) British Energy Direct Ltd Gloucester Gloucs 45 237,055 13,79857 (76) Oasis Healthcare International Ltd Bristol Avon 3,149 234,001 -15,08458 (61) Nisbets PLC Bristol Avon 1,049 226,743 28,44859 (-) KEY West (Holdings) Ltd Bristol Avon 1,049 226,743 26,87960 (55) Sanlam Life & Pensions UK Ltd Bristol Avon 119 221,094 4,25961 (59) Magners GB Ltd Shepton Mallet Somerset 199 197,735 4,11162 (58) Centaur Services Ltd Castle Cary Somerset 233 197,290 2,54063 (82) JB Global Ltd Swindon Wiltshire 880 191,516 11,03264 (-) Aspire Defence Holdings Ltd Tidworth Hampshire 12 191,075 22,64065 (74) Teleperformance Holdings Ltd Bristol Avon 9,006 187,253 9,25266 (-) Scottish Widows Unit Trust Managers Ltd Andover Hampshire 187,042 68,27067 (85) Taylor Maxwell Group Ltd Bristol Avon 164 183,496 4,20068 (77) Resource Solutions Group PLC Bristol Avon 191 176,174 7,36769 (62) Tyco Electronics UK Ltd Swindon Wiltshire 1,275 175,488 13,28870 (56) Sita Trust Ltd Wotton-Under-Edge Gloucs 8 213,977 071 (-) Vitacress Ltd Andover Hampshire 1,760 169,524 -96072 (70) Intercall Conferencing Services Ltd Gloucester Gloucs 531 167,701 41,58673 (63) Cooper Tire & Rubber Co Europe Ltd Melksham Wiltshire 725 166,812 9,71574 (68) Amcor Europe Group Management Bristol Avon 924 161,457 5,32975 (72) Jisc Bristol Avon 295 161,011 25,02876 (78) Arla Foods (Westbury) Ltd Westbury Wiltshire 5 155,312 6,24877 (94) Rygor Holdings Ltd Westbury Wiltshire 556 154,588 82978 (-) Heritage Automotive Ltd Salisbury Wiltshire 445 153,606 55279 (80) Bradford And Sons Ltd Yeovil Somerset 1,018 152,053 2,25180 (73) Mulberry Group PLC Radstock Avon 1,474 148,680 1,86181 (112) Happold LLP Bath Avon 1,615 148,465 13,25182 (103) Kingspan Insulation Ltd Leominster Heref 454 148,394 16,12083 (86) DAC Beachcroft Services Ltd Bristol Avon 2,089 148,383 3,69384 (100) T. H. White Holdings Ltd Devizes Wiltshire 549 146,925 4,83585 (-) Hochtief (UK) Construction Ltd Swindon Wiltshire 219 146,367 2,01286 (87) Crown Pet Foods Ltd Castle Cary Somerset 252 143,600 20,46587 (-) Sigma-Aldrich Co Ltd Gillingham Dorset 581 142,540 17,15188 (108) Blade Motor Group Ltd Gloucester Gloucs 427 136,552 1,36489 (99) Wessex Garages Holdings Ltd Bristol Avon 260 136,060 2,03290 (98) Siniat Ltd Bristol Avon 404 135,386 20,22091 (88) Student Loans Co Ltd Bristol Avon 2,554 134,400 -31892 (84) Wyman-Gordon Ltd Hereford Heref 354 133,936 25,44793 (81) Special Metals Wiggin Ltd Hereford Heref 569 133,437 20,63494 (96) Bristol Water PLC Bristol Avon 488 132,800 21,40095 (90) Ford Fuels Ltd Bristol Avon 115 130,478 70896 (114) International Plywood PLC Gloucester Gloucs 83 127,967 5,41597 (104) Renrod Holdings Ltd Trowbridge Wiltshire 383 126,856 1,41798 (109) Cotswold Motor Group Ltd Cheltenham Gloucs 293 125,903 1,69899 (92) Avon Rubber plc Melksham Wiltshire 750 124,779 16,554100 (95) Seabank Power Ltd Bristol Avon 55 124,779 52,316

2016 position (2015) Company Location County Employees Turnover (£K) Profit (£K)

THE TOP 150 THE TOP 150

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - TOP 150 2928 BUSINESS GUIDE 2016 - TOP 150 THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

2016 position (2015) Company Location County Employees Turnover (£K) Profit (£K)

1 (1) Imperial Tobacco Group PLC Bristol Avon 33,900 13,697,000 1,520,0002 (4) Npower Ltd Swindon Wiltshire 2,330 4,498,000 20,8003 (5) Airbus Operations Ltd Bristol Avon 8,737 3,932,000 184,0004 (3) Intel Corporation (UK) Ltd Swindon Wiltshire 1,070 3,692,365 111,7225 (6) EDF Energy Nuclear Generation Ltd Gloucester Gloucs 5,873 3,103,000 1,044,0006 (2) St. James's Place UK PLC Cirencester Gloucs 3,015,000 158,0007 (7) Allstar Business Solutions Ltd Swindon Wiltshire 163 2,276,490 57,7348 (8) Honda of The U.K. Manufacturing Ltd Swindon Wiltshire 3,315 1,988,448 1,0549 (9) Connect Group PLC Swindon Wiltshire 4,378 1,808,500 43,10010 (17) PPL UK Distribution Holdings Ltd Bristol Avon 6,414 1,620,000 673,00011 (11) New Look Retail Group Ltd Weymouth Dorset 20,073 1,528,800 -55,00012 (10) C&J Clark Ltd Street Somerset 16,134 1,492,300 121,50013 (13) Agustawestland Ltd Yeovil Somerset 3,098 1,247,561 105,11214 (16) Dyson Exchange Ltd Malmesbury Wiltshire 57 1,215,500 74,20015 (12) WH Smith PLC Swindon Wiltshire 14,391 1,161,000 112,00016 (15) Wincanton PLC Chippenham Wiltshire 15,340 1,107,400 24,90017 (14) First Greater Western Ltd Swindon Wiltshire 5,300 1,067,970 19,65918 (18) The Mortgage Works (UK) PLC Swindon Wiltshire 908,000 217,00019 (20) Westcon Group European Operations Ltd Cirencester Gloucs 837 885,556 9,85720 (19) Mears Group PLC Gloucester Gloucs 12,965 838,740 29,67721 (24) Screwfix Direct Ltd Yeovil Somerset 6,656 835,569 62,00622 (21) Matthew Clark Wholesale Ltd Bristol Avon 1,393 810,726 17,62923 (23) Spirax-Sarco Engineering PLC Cheltenham Gloucs 4,797 678,277 144,79424 (26) Rotork plc Bath Avon 3,224 594,739 141,16525 (22) Mitie Technical Facilities Management Ltd Bristol Avon 4,951 582,136 21,50126 (35) ALD Automotive Ltd Bristol Avon 355 581,226 45,37427 (50) Colt Car Co Ltd Cirencester Gloucs 191 551,895 30,39928 (27) Wessex Water Ltd Bath Avon 2,244 546,800 164,50029 (25) Zurich Assurance Ltd Cheltenham Gloucs 538,000 212,00030 (34) Nutricia Ltd Trowbridge Wiltshire 723 526,415 21,77731 (31) GE Aviation Systems Ltd Cheltenham Gloucs 3,009 519,635 4,85132 (38) Messier-Dowty Ltd Gloucester Gloucs 958 518,838 29,66933 (36) Arval UK Group Ltd Swindon Wiltshire 522 512,390 69,32934 (45) Renishaw plc Wotton-U-Edge Gloucs 3,811 494,720 144,19635 (30) Kerry Ingredients (UK) Ltd Bristol Avon 1,576 493,975 7,11036 (75) National Oilwell Varco UK Ltd Stonehouse Gloucs 1,932 492,839 173,78837 (39) Supergroup PLC Cheltenham Gloucs 2,352 486,600 59,50038 (32) Steinhoff UK Retail Ltd Cheltenham Gloucs 2,509 470,167 20,80439 (37) Sun Valley Foods Ltd Hereford Heref 2,201 466,283 -240 (33) Man Truck And Bus UK Ltd Swindon Wiltshire 747 452,617 -10,51641 (40) Cambria Automobiles PLC Swindon Wiltshire 1,024 450,148 5,31142 (41) Synergy Health Ltd Swindon Wiltshire 5,617 408,824 43,57943 (43) Libya Oil Ethiopia Ltd Bristol Avon 134 401,348 77444 (44) Hargreaves Lansdown PLC Bristol Avon 910 395,137 199,03845 (-) Simplyhealth Group Ltd Andover Hampshire 1,759 384,800 9,70046 (48) Dick Lovett Companies Ltd Swindon Wiltshire 556 357,479 7,50947 (46) Ecclesiastical Insurance Group PLC Gloucester Gloucs 1,225 352,551 45,93948 (-) Combined Independents (Holdings) Ltd Andover Hampshire 63 350,785 1,20149 (47) Masstock Arable (UK) Ltd Cheltenham Gloucs 616 338,585 12,76950 (67) OVO Group Ltd Bristol Avon 475 317,444 -37,336

51 (53) Integral UK Holdings Ltd Bristol Avon 3,398 309,882 12,93252 (49) Refresco Gerber UK Ltd Bridgwater Somerset 874 299,215 -14,97653 (52) YEO Valley Group Ltd Bristol Avon 1,684 274,999 3,42854 (60) Redde PLC Bath Avon 1,494 248,671 24,34555 (54) Ryder Ltd Devizes Wiltshire 1,252 242,283 10,49356 (42) British Energy Direct Ltd Gloucester Gloucs 45 237,055 13,79857 (76) Oasis Healthcare International Ltd Bristol Avon 3,149 234,001 -15,08458 (61) Nisbets PLC Bristol Avon 1,049 226,743 28,44859 (-) KEY West (Holdings) Ltd Bristol Avon 1,049 226,743 26,87960 (55) Sanlam Life & Pensions UK Ltd Bristol Avon 119 221,094 4,25961 (59) Magners GB Ltd Shepton Mallet Somerset 199 197,735 4,11162 (58) Centaur Services Ltd Castle Cary Somerset 233 197,290 2,54063 (82) JB Global Ltd Swindon Wiltshire 880 191,516 11,03264 (-) Aspire Defence Holdings Ltd Tidworth Hampshire 12 191,075 22,64065 (74) Teleperformance Holdings Ltd Bristol Avon 9,006 187,253 9,25266 (-) Scottish Widows Unit Trust Managers Ltd Andover Hampshire 187,042 68,27067 (85) Taylor Maxwell Group Ltd Bristol Avon 164 183,496 4,20068 (77) Resource Solutions Group PLC Bristol Avon 191 176,174 7,36769 (62) Tyco Electronics UK Ltd Swindon Wiltshire 1,275 175,488 13,28870 (56) Sita Trust Ltd Wotton-Under-Edge Gloucs 8 213,977 071 (-) Vitacress Ltd Andover Hampshire 1,760 169,524 -96072 (70) Intercall Conferencing Services Ltd Gloucester Gloucs 531 167,701 41,58673 (63) Cooper Tire & Rubber Co Europe Ltd Melksham Wiltshire 725 166,812 9,71574 (68) Amcor Europe Group Management Bristol Avon 924 161,457 5,32975 (72) Jisc Bristol Avon 295 161,011 25,02876 (78) Arla Foods (Westbury) Ltd Westbury Wiltshire 5 155,312 6,24877 (94) Rygor Holdings Ltd Westbury Wiltshire 556 154,588 82978 (-) Heritage Automotive Ltd Salisbury Wiltshire 445 153,606 55279 (80) Bradford And Sons Ltd Yeovil Somerset 1,018 152,053 2,25180 (73) Mulberry Group PLC Radstock Avon 1,474 148,680 1,86181 (112) Happold LLP Bath Avon 1,615 148,465 13,25182 (103) Kingspan Insulation Ltd Leominster Heref 454 148,394 16,12083 (86) DAC Beachcroft Services Ltd Bristol Avon 2,089 148,383 3,69384 (100) T. H. White Holdings Ltd Devizes Wiltshire 549 146,925 4,83585 (-) Hochtief (UK) Construction Ltd Swindon Wiltshire 219 146,367 2,01286 (87) Crown Pet Foods Ltd Castle Cary Somerset 252 143,600 20,46587 (-) Sigma-Aldrich Co Ltd Gillingham Dorset 581 142,540 17,15188 (108) Blade Motor Group Ltd Gloucester Gloucs 427 136,552 1,36489 (99) Wessex Garages Holdings Ltd Bristol Avon 260 136,060 2,03290 (98) Siniat Ltd Bristol Avon 404 135,386 20,22091 (88) Student Loans Co Ltd Bristol Avon 2,554 134,400 -31892 (84) Wyman-Gordon Ltd Hereford Heref 354 133,936 25,44793 (81) Special Metals Wiggin Ltd Hereford Heref 569 133,437 20,63494 (96) Bristol Water PLC Bristol Avon 488 132,800 21,40095 (90) Ford Fuels Ltd Bristol Avon 115 130,478 70896 (114) International Plywood PLC Gloucester Gloucs 83 127,967 5,41597 (104) Renrod Holdings Ltd Trowbridge Wiltshire 383 126,856 1,41798 (109) Cotswold Motor Group Ltd Cheltenham Gloucs 293 125,903 1,69899 (92) Avon Rubber plc Melksham Wiltshire 750 124,779 16,554100 (95) Seabank Power Ltd Bristol Avon 55 124,779 52,316

2016 position (2015) Company Location County Employees Turnover (£K) Profit (£K)

THE TOP 150 THE TOP 150

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - TOP 15 FOCUS 3130 BUSINESS GUIDE 2016 - TOP 150 THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Richard Bache looks at howthe West’s biggest 15companies are standing at thestart of 2016. Encouragingly itis a largely healthy outlook

Imperial TobaccoLocation BristolTurnover £13,697,000,000Profit £1,520,000,000

This could be the last year FTSE 100 stalwartImperial Tobacco tops the Western Daily PressTop 150. Not due to any likely drop in revenues,which are higher than the next three firms on thelist combined, but because it is proposing tochange its name.A proposal will go to its AGM next week

(February 3) to rename the company ImperialBrands.Imperial made the announcement, with little

fanfare, just before Christmas.In a statement it said the new name “better

reflects the dynamic, brand-focused business thatwe are now”.Nevertheless it enters 2016 in a strong position

on the back of a stellar 2015 of tobacco sales.Its $7.1 billion acquisition of a number of

American cigarette brands won the approval ofUS regulators in May.The South Bristol firm saw its market share

jump from three to ten per cent in the UnitedStates, as it picked up brands off-loaded as part ofthe merger approval of US rivals Reynolds andLorillard.It strengthened its e-cigarette business, as the

deal included the blu brand and it also acquiredtraditional brands such as Winston, Maverickand Kool.Imperial delivered strong dividend growth to

shareholders and chief executive Alison Cooper,one of only six FTSE 100 female CEOs, wasrewardedwith total annual remuneration of £3.58million.One potential cloud on the horizon for Imperial

is the likely introduction of plain packaging inMay.It – and other tobacco firms – launched legal

action against the legislation in December, withMr Justice Green due to give his decision thismonth.

npowerLocation SwindonTurnover £4,498,000,000Profit £20,800,000

It was something of an annus horriblis for Swin-don-based npower in 2015.It was fined £26 million by Ofgem over long-

running billing and complaint-handling failuresin December.The saga had already cost it 300,000 customers

and in its latest financial reports parent companyRWE said it only retained other accounts byoffering considerably better terms to customers.Chief executive Paul Massara carried the can

and left “by mutual consent” in August. He wasreplaced by chief operating officer Paul Coffey.

From top; Alison Cooper,chief executive of the WestCountry’s biggest company,Imperial Tobacco; FabriceBrégier, CEO of Airbus,which has a strong presencein Filton and Paul Massara,who left npower in 2015

Imperial force remainsbiggest player in West

Speaking after the financial penalties an-nounced in December Simon Stacey, managingdirector, Domestic Markets, said: “The last fewyears, since we changed the systems that supportour domestic business, have been very disap-pointing for our customers – and for npower.“We are very sorry about what has happened

and that is why we have agreed this significantpackage of customer redress. We’ve reduced com-plaints by nearly 70 per cent since the beginningof this year and as part of this package of meas-ures with Ofgem, we have agreed targets forsignificant sustainable customer service im-provement that everyone at npower is workingtirelessly to achieve.”

AirbusLocation BristolTurnover £3,932,000,000Profit £184,000,000.

Airbus achieved a record number of aircraftdeliveries in 2015.The company – which employs 4,500 people at

its Filton manufacturing site – announced itsresults this month.Exceeding its targets for 2015, the company

delivered 635 aircrafts for 85 customers – ten ofwhom are new.It includes 491 A320 family aircraft, 103 A330s,

27 A380s, and 14 A350 XWBs.This production achievement means that

Airbus’ aircraft deliveries in 2015 were up for the13th year in a row, surpassing the previous year-end delivery record of 629 aircraft, set in 2014.Fabrice Brégier, Airbus president and chief

executive officer said: “This commercial andindustrial performance unequivocally provesthat global demand for our aircraft has remainedresilient.“In 2015 Airbus has also laid firm foundations

for the future, increasing the capability andvariety of the aircraft which we can offer to ourcustomers.”Airbus also achieved 1,036 net orders from 53

customers (of which eight are new), comprising897 single-aisle aircraft and 139 widebodies.At 2015 year-end the overall backlog had

climbed to a new industry record of 6,787 aircraftvalued at US$996.3 billion (£692 billion) at listprices.The A320neo was certified by the aviation

authorities on both sides of the Atlantic just fiveyears after its launch, while Airbus delivered 14A350s worldwide.Likewise, parts are now in production for the

first A330neo – with the machining of its firstengine pylon and centre wing-box components.There was also good news for the flagship A380,

a decade after its first flight, with the programmebreaking-even for the first time.Important progress was also made on the A350

programme’s next variant, the A350-1000 – whosemajor components and structures are now takingshape across various production sites, includingthe one in Filton.Last September, the company opened the first

Airbus factory in the United States, at Mobile onAlabama’s Gulf Coast, where between 40 and 50A320 Family aircraft will be produced annuallyby 2018.The Filton site is responsible for the design of

thewing structure, fuel systems and landing gearintegration, while some manufacturing also

takes place there, including the wing assemblyfor the ground-breaking A400M.

IntelLocation SwindonTurnover £3,692,365,000Profit £111,722,000

Chip-maker Intel is continuing to develop itssuite of products to include wearable technology,drones and the ‘Internet of Things’.It employs approximately 1,000 people in Swin-

don, its main site in the UK and one of theheadquarters for its EMEA (Europe,Middle East,Africa) sales region.The Swindon site is homes to its sales and

marketing team, which it says develops anddeploys sound strategies to provide world-classsales and marketing support at the OEM, de-veloper, and end-user levels.Additionally, Swindon hosts many of its fin-

ance, HR, information technology, corporate rela-tions, and other support functions.The site in Swindon offers many of the staff

perks the IT industry has become famous for,including a cafewith free fruit and drinks and on-site convenience services, including a cobbler,laundry, dry cleaning and film developing.Globally Intel enjoyed record revenues north of

$55 billion in its latest reporting period.At this month’s CES in Las Vegas numerous

products powered by Intel technology wonawards, which should ensure a solid pipeline ofproducts for the Swindon-based teams to intro-duce to the British market.

EDF Energy NuclearGeneration LtdLocation GloucesterTurnover £3,103,000,000Profit £1,044,000,000

As its name suggests EDFEnergyNuclearGener-ation is concerned with the operation of theFrench giant’s existing fleet of UK nuclear powerstations rather than the development of HinkleyPoint C in Somerset.The firm, which has its headquarters at Barn-

wood in Gloucester, quietly enjoyed a very re-spectable year,with profits ofmore than £1 billionfor the second consecutive year.The reported results, for the year to December

31, 2014, did indicate that profits and revenuedropped slightly, largely on the back of the stat-utory outages at Heysham andHartlepool lastinglonger than anticipated after issues with a boilerspine were found during the planned inspec-tion.The Gloucester-headquartered branch of EDF

is though in fine shape and will no doubt behoping for progress from its parent companywith developing Hinkley Point C so that it canstart generating power there in 2025.

St. James’s PlaceLocation CirencesterTurnover £3,015,000,000Profit £158,000,000

Cirencester-based the St. James’s Place WealthManagement Group is a FTSE 100 company thatspecialises in delivering face-to-face wealth man-agement advice to individuals, trustees and busi-nesses.It reported last week that funds under manage-

ment had increased in 2015 to £58.6 billion (2014:£52.0 billion) – up 13 per cent for the year.David Bellamy, chief executive, commented:

“Despite the continued volatility across globalstockmarkets, our business continues to performstrongly. 2015 has been another strong year for St.James’s Place. We’ve achieved strong growthacross all of the key aspects of the business andare well placed for 2016 and beyond”

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2016 position (2015) Company Location County Employees Turnover (£K) Profit (£K)

101 (97) Computershare Investor Services PLC Bristol Avon 1,207 124,004 12,712102 (91) Tribal Group PLC Bristol Avon 1,411 123,703 -6,266103 (132) Crown Timber Group PLC Cirencester Gloucs 67 123,185 6,254104 (-) Foray Motor Group Ltd Salisbury Wiltshire 448 120,568 427105 (101) M And M Direct Ltd Leominster Heref 622 119,336 9,017106 (106) Project People Ltd Bristol Avon 116 119,180 1,005107 (107) Apetito Ltd Trowbridge Wiltshire 1,048 117,724 19,397108 (117) Moog Wolverhampton Ltd Tewkesbury Gloucs 433 116,722 13,769109 (133) Fish Brothers (Holdings) Ltd Swindon Wiltshire 258 116,187 2,129110 (113) Outdoor And Cycle Concepts Ltd Malmesbury Wiltshire 1,317 115,676 5,233111 (131) Severn Glocon Group PLC Gloucester Gloucs 944 114,563 16,281112 (147) Yankee Candle Co (Europe) Ltd Bristol Avon 262 112,162 3,149113 (64) United Oilseeds Marketing Ltd Devizes Wiltshire 30 110,094 1,468114 (-) Ecotricity Group Ltd Stroud Gloucs 547 109,767 3,392115 (129) Microsemi Semiconductor Ltd Bristol Avon 83 109,502 8,703116 (121) Hall & Woodhouse Ltd Blandford Dorset 1,428 109,462 7,761117 (124) The Unite Group PLC Bristol Avon 977 108,500 108,400118 (127) Tata Technologies Europe Ltd Bristol Avon 503 108,324 14,283119 (122) Lyons Seafoods Ltd Warminster Wiltshire 323 107,124 4,845120 (-) T5 Productions Ltd Cheltenham Gloucs 3 80,252 -2,420121 (123) Jamie's Italian Ltd Bath Avon 2,588 106,862 3,910122 (126) Howard Garages (Weston) Ltd Weston-s-Mare Avon 256 106,454 1,522123 (125) Western Provident Association Ltd Taunton Somerset 314 105,319 3,200124 (136) C.M. Downton (Haulage Contractors) Ltd Gloucester Gloucs 1,132 104,820 4,702125 (120) Harding Brothers Holdings Ltd Bristol Avon 150 104,046 1,473126 (111) Stonegate Holdings Ltd Chippenham Wiltshire 437 101,652 2,652127 (118) Space Engineering Services Ltd Bristol Avon 592 101,566 5,286128 (-) Taylor Maxwell Timber Ltd Bristol Avon 44 100,338 697129 (149) Patheon UK Ltd Swindon Wiltshire 441 99,349 -314130 (-) IAN Williams (Holdings) Ltd Bristol Avon 894 96,628 4,922131 (135) Williamson-Dickie Europe Holdings Ltd Radstock Avon 518 96,416 3,955132 (-) Malvern Tyres Holdings Ltd Gloucester Gloucs 538 94,889 1,041133 (146) Langdon Group Ltd Bridgwater Somerset 1,154 94,237 4,235134 (116) DAS UK Holdings Ltd Bristol Avon 678 94,008 1,919135 (130) Bailey Caravans Ltd Bristol Avon 267 92,863 3,114136 (-) Knorr-Bremse Rail Systems (UK) Ltd Melksham Wiltshire 376 92,578 4,529137 (145) Severn River Crossing PLC Bristol Avon 185 91,437 29,862138 (139) Oberthur Technologies UK Ltd Tewkesbury Gloucs 498 91,327 -397139 (-) Rehau Ltd Ross-On-Wye Heref 483 90,964 2,877140 (137) Zycko Group Ltd Cirencester Gloucs 163 89,939 -189141 (116) DAS Legal Expenses Insurance Co Ltd Bristol Avon 369 89,404 4,294142 (141) Herman Miller Ltd Chippenham Wiltshire 408 88,645 4,739143 (138) Yuasa Battery Sales (UK) Ltd Swindon Wiltshire 80 88,572 2,377144 (-) EW Beard (Holdings) Ltd Swindon Wiltshire 212 88,533 2,350145 (143) Trelleborg Sealing Solutions UK Ltd Tewkesbury Gloucs 645 88,167 16,111146 (140) Organic Milk Suppliers Co-Operative Ltd Weston-s-Mare Avon 16 87,823 5147 (144) SPP Pumps Ltd Coleford Gloucs 518 87,268 5,219148 (-) A.J. And R.G.Barber Ltd Shepton Mallet Somerset 237 86,879 5,848149 (150) Hills UK Ltd Swindon Wiltshire 423 86,127 6,219150 (-) Gulliver's Truck Hire Ltd Bristol Avon 345 83,244 6,895

THE TOP 150

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - TOP 15 FOCUS 3130 BUSINESS GUIDE 2016 - TOP 150 THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Richard Bache looks at howthe West’s biggest 15companies are standing at thestart of 2016. Encouragingly itis a largely healthy outlook

Imperial TobaccoLocation BristolTurnover £13,697,000,000Profit £1,520,000,000

This could be the last year FTSE 100 stalwartImperial Tobacco tops the Western Daily PressTop 150. Not due to any likely drop in revenues,which are higher than the next three firms on thelist combined, but because it is proposing tochange its name.A proposal will go to its AGM next week

(February 3) to rename the company ImperialBrands.Imperial made the announcement, with little

fanfare, just before Christmas.In a statement it said the new name “better

reflects the dynamic, brand-focused business thatwe are now”.Nevertheless it enters 2016 in a strong position

on the back of a stellar 2015 of tobacco sales.Its $7.1 billion acquisition of a number of

American cigarette brands won the approval ofUS regulators in May.The South Bristol firm saw its market share

jump from three to ten per cent in the UnitedStates, as it picked up brands off-loaded as part ofthe merger approval of US rivals Reynolds andLorillard.It strengthened its e-cigarette business, as the

deal included the blu brand and it also acquiredtraditional brands such as Winston, Maverickand Kool.Imperial delivered strong dividend growth to

shareholders and chief executive Alison Cooper,one of only six FTSE 100 female CEOs, wasrewardedwith total annual remuneration of £3.58million.One potential cloud on the horizon for Imperial

is the likely introduction of plain packaging inMay.It – and other tobacco firms – launched legal

action against the legislation in December, withMr Justice Green due to give his decision thismonth.

npowerLocation SwindonTurnover £4,498,000,000Profit £20,800,000

It was something of an annus horriblis for Swin-don-based npower in 2015.It was fined £26 million by Ofgem over long-

running billing and complaint-handling failuresin December.The saga had already cost it 300,000 customers

and in its latest financial reports parent companyRWE said it only retained other accounts byoffering considerably better terms to customers.Chief executive Paul Massara carried the can

and left “by mutual consent” in August. He wasreplaced by chief operating officer Paul Coffey.

From top; Alison Cooper,chief executive of the WestCountry’s biggest company,Imperial Tobacco; FabriceBrégier, CEO of Airbus,which has a strong presencein Filton and Paul Massara,who left npower in 2015

Imperial force remainsbiggest player in West

Speaking after the financial penalties an-nounced in December Simon Stacey, managingdirector, Domestic Markets, said: “The last fewyears, since we changed the systems that supportour domestic business, have been very disap-pointing for our customers – and for npower.“We are very sorry about what has happened

and that is why we have agreed this significantpackage of customer redress. We’ve reduced com-plaints by nearly 70 per cent since the beginningof this year and as part of this package of meas-ures with Ofgem, we have agreed targets forsignificant sustainable customer service im-provement that everyone at npower is workingtirelessly to achieve.”

AirbusLocation BristolTurnover £3,932,000,000Profit £184,000,000.

Airbus achieved a record number of aircraftdeliveries in 2015.The company – which employs 4,500 people at

its Filton manufacturing site – announced itsresults this month.Exceeding its targets for 2015, the company

delivered 635 aircrafts for 85 customers – ten ofwhom are new.It includes 491 A320 family aircraft, 103 A330s,

27 A380s, and 14 A350 XWBs.This production achievement means that

Airbus’ aircraft deliveries in 2015 were up for the13th year in a row, surpassing the previous year-end delivery record of 629 aircraft, set in 2014.Fabrice Brégier, Airbus president and chief

executive officer said: “This commercial andindustrial performance unequivocally provesthat global demand for our aircraft has remainedresilient.“In 2015 Airbus has also laid firm foundations

for the future, increasing the capability andvariety of the aircraft which we can offer to ourcustomers.”Airbus also achieved 1,036 net orders from 53

customers (of which eight are new), comprising897 single-aisle aircraft and 139 widebodies.At 2015 year-end the overall backlog had

climbed to a new industry record of 6,787 aircraftvalued at US$996.3 billion (£692 billion) at listprices.The A320neo was certified by the aviation

authorities on both sides of the Atlantic just fiveyears after its launch, while Airbus delivered 14A350s worldwide.Likewise, parts are now in production for the

first A330neo – with the machining of its firstengine pylon and centre wing-box components.There was also good news for the flagship A380,

a decade after its first flight, with the programmebreaking-even for the first time.Important progress was also made on the A350

programme’s next variant, the A350-1000 – whosemajor components and structures are now takingshape across various production sites, includingthe one in Filton.Last September, the company opened the first

Airbus factory in the United States, at Mobile onAlabama’s Gulf Coast, where between 40 and 50A320 Family aircraft will be produced annuallyby 2018.The Filton site is responsible for the design of

thewing structure, fuel systems and landing gearintegration, while some manufacturing also

takes place there, including the wing assemblyfor the ground-breaking A400M.

IntelLocation SwindonTurnover £3,692,365,000Profit £111,722,000

Chip-maker Intel is continuing to develop itssuite of products to include wearable technology,drones and the ‘Internet of Things’.It employs approximately 1,000 people in Swin-

don, its main site in the UK and one of theheadquarters for its EMEA (Europe,Middle East,Africa) sales region.The Swindon site is homes to its sales and

marketing team, which it says develops anddeploys sound strategies to provide world-classsales and marketing support at the OEM, de-veloper, and end-user levels.Additionally, Swindon hosts many of its fin-

ance, HR, information technology, corporate rela-tions, and other support functions.The site in Swindon offers many of the staff

perks the IT industry has become famous for,including a cafewith free fruit and drinks and on-site convenience services, including a cobbler,laundry, dry cleaning and film developing.Globally Intel enjoyed record revenues north of

$55 billion in its latest reporting period.At this month’s CES in Las Vegas numerous

products powered by Intel technology wonawards, which should ensure a solid pipeline ofproducts for the Swindon-based teams to intro-duce to the British market.

EDF Energy NuclearGeneration LtdLocation GloucesterTurnover £3,103,000,000Profit £1,044,000,000

As its name suggests EDFEnergyNuclearGener-ation is concerned with the operation of theFrench giant’s existing fleet of UK nuclear powerstations rather than the development of HinkleyPoint C in Somerset.The firm, which has its headquarters at Barn-

wood in Gloucester, quietly enjoyed a very re-spectable year,with profits ofmore than £1 billionfor the second consecutive year.The reported results, for the year to December

31, 2014, did indicate that profits and revenuedropped slightly, largely on the back of the stat-utory outages at Heysham andHartlepool lastinglonger than anticipated after issues with a boilerspine were found during the planned inspec-tion.The Gloucester-headquartered branch of EDF

is though in fine shape and will no doubt behoping for progress from its parent companywith developing Hinkley Point C so that it canstart generating power there in 2025.

St. James’s PlaceLocation CirencesterTurnover £3,015,000,000Profit £158,000,000

Cirencester-based the St. James’s Place WealthManagement Group is a FTSE 100 company thatspecialises in delivering face-to-face wealth man-agement advice to individuals, trustees and busi-nesses.It reported last week that funds under manage-

ment had increased in 2015 to £58.6 billion (2014:£52.0 billion) – up 13 per cent for the year.David Bellamy, chief executive, commented:

“Despite the continued volatility across globalstockmarkets, our business continues to performstrongly. 2015 has been another strong year for St.James’s Place. We’ve achieved strong growthacross all of the key aspects of the business andare well placed for 2016 and beyond”

CONTINUED PAGE 32

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2016 position (2015) Company Location County Employees Turnover (£K) Profit (£K)

101 (97) Computershare Investor Services PLC Bristol Avon 1,207 124,004 12,712102 (91) Tribal Group PLC Bristol Avon 1,411 123,703 -6,266103 (132) Crown Timber Group PLC Cirencester Gloucs 67 123,185 6,254104 (-) Foray Motor Group Ltd Salisbury Wiltshire 448 120,568 427105 (101) M And M Direct Ltd Leominster Heref 622 119,336 9,017106 (106) Project People Ltd Bristol Avon 116 119,180 1,005107 (107) Apetito Ltd Trowbridge Wiltshire 1,048 117,724 19,397108 (117) Moog Wolverhampton Ltd Tewkesbury Gloucs 433 116,722 13,769109 (133) Fish Brothers (Holdings) Ltd Swindon Wiltshire 258 116,187 2,129110 (113) Outdoor And Cycle Concepts Ltd Malmesbury Wiltshire 1,317 115,676 5,233111 (131) Severn Glocon Group PLC Gloucester Gloucs 944 114,563 16,281112 (147) Yankee Candle Co (Europe) Ltd Bristol Avon 262 112,162 3,149113 (64) United Oilseeds Marketing Ltd Devizes Wiltshire 30 110,094 1,468114 (-) Ecotricity Group Ltd Stroud Gloucs 547 109,767 3,392115 (129) Microsemi Semiconductor Ltd Bristol Avon 83 109,502 8,703116 (121) Hall & Woodhouse Ltd Blandford Dorset 1,428 109,462 7,761117 (124) The Unite Group PLC Bristol Avon 977 108,500 108,400118 (127) Tata Technologies Europe Ltd Bristol Avon 503 108,324 14,283119 (122) Lyons Seafoods Ltd Warminster Wiltshire 323 107,124 4,845120 (-) T5 Productions Ltd Cheltenham Gloucs 3 80,252 -2,420121 (123) Jamie's Italian Ltd Bath Avon 2,588 106,862 3,910122 (126) Howard Garages (Weston) Ltd Weston-s-Mare Avon 256 106,454 1,522123 (125) Western Provident Association Ltd Taunton Somerset 314 105,319 3,200124 (136) C.M. Downton (Haulage Contractors) Ltd Gloucester Gloucs 1,132 104,820 4,702125 (120) Harding Brothers Holdings Ltd Bristol Avon 150 104,046 1,473126 (111) Stonegate Holdings Ltd Chippenham Wiltshire 437 101,652 2,652127 (118) Space Engineering Services Ltd Bristol Avon 592 101,566 5,286128 (-) Taylor Maxwell Timber Ltd Bristol Avon 44 100,338 697129 (149) Patheon UK Ltd Swindon Wiltshire 441 99,349 -314130 (-) IAN Williams (Holdings) Ltd Bristol Avon 894 96,628 4,922131 (135) Williamson-Dickie Europe Holdings Ltd Radstock Avon 518 96,416 3,955132 (-) Malvern Tyres Holdings Ltd Gloucester Gloucs 538 94,889 1,041133 (146) Langdon Group Ltd Bridgwater Somerset 1,154 94,237 4,235134 (116) DAS UK Holdings Ltd Bristol Avon 678 94,008 1,919135 (130) Bailey Caravans Ltd Bristol Avon 267 92,863 3,114136 (-) Knorr-Bremse Rail Systems (UK) Ltd Melksham Wiltshire 376 92,578 4,529137 (145) Severn River Crossing PLC Bristol Avon 185 91,437 29,862138 (139) Oberthur Technologies UK Ltd Tewkesbury Gloucs 498 91,327 -397139 (-) Rehau Ltd Ross-On-Wye Heref 483 90,964 2,877140 (137) Zycko Group Ltd Cirencester Gloucs 163 89,939 -189141 (116) DAS Legal Expenses Insurance Co Ltd Bristol Avon 369 89,404 4,294142 (141) Herman Miller Ltd Chippenham Wiltshire 408 88,645 4,739143 (138) Yuasa Battery Sales (UK) Ltd Swindon Wiltshire 80 88,572 2,377144 (-) EW Beard (Holdings) Ltd Swindon Wiltshire 212 88,533 2,350145 (143) Trelleborg Sealing Solutions UK Ltd Tewkesbury Gloucs 645 88,167 16,111146 (140) Organic Milk Suppliers Co-Operative Ltd Weston-s-Mare Avon 16 87,823 5147 (144) SPP Pumps Ltd Coleford Gloucs 518 87,268 5,219148 (-) A.J. And R.G.Barber Ltd Shepton Mallet Somerset 237 86,879 5,848149 (150) Hills UK Ltd Swindon Wiltshire 423 86,127 6,219150 (-) Gulliver's Truck Hire Ltd Bristol Avon 345 83,244 6,895

THE TOP 150

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - TOP 15 FOCUS 3332 BUSINESS GUIDE 2016 - TOP 15 FOCUS THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Allstar Business SolutionsLocation SwindonTurnover £2,276,490,000Profit £57,734,000

Fuel card provider Allstar is the biggest suchoperation in the UK. It is part of Americanconglomerate Fleetcor – which bought it fromfleet car giant Arval in 2011.It is still based at Arval’s Swindon site and the

two retain close business links.Turnover was down by almost £400 million but

it nevertheless grew pre-tax profits by more than£12 million.Even in a climate where petrol prices are being

slashed it is critical that businesses control thesecosts, which is where Allstar comes in.Its fuel cards allow firms to purchase all their

fuel through a central purchasing system bygiving fuel cards to drivers to use at a variety ofoutlets across the UK and Allstar will ultimatelysend out a consolidated, HMRC approved VATinvoice. This eliminates the need to keep fuelreceipts, makes fuel purchasing more secure andgives control over all fuel purchases.

Honda of the UK ManufacturingLocation SwindonTurnover £1,988,448,000Profit £1,054,000

The latest results filed by Swindon-based Hondareflected a difficult period in mainland Europe,where car sales have been tough.On a turnover of nigh on £2 billion it barely

made £1 million profit before tax in the year toMarch 31, 2015.Honda has been in Swindon since 1986 and

more than 2million cars have rolled off the SouthMarston production lines since, plus at least thatnumber of separate engines.One milestone in 2015 was the mass production

of the Civic TypeR beginning and it remains to beseenwhether Honda becomes a beneficiary of theemissions scandal that has engulfed rival manu-facturer Volkswagen.

Connect GroupLocation SwindonTurnover £1,808,500,000Profit £43,100,000

Click and collect parcels have been added toConnect’s wide portfolio of distribution services

in 2015 and is set to be a high-growth area for theSwindon-based business in 2016.Its first two customers are among the biggest

players in the UK parcel delivery market –Amazon and online fashion specialist Asos.Among its other divisions is Smiths News –

which almost certainly means that the newspa-per that you are reading passed through its handsin the early hours of this morning.It deliversmore than 40millionnewspapers and

14 million magazines to shops each week. Thelogistical challenge of delivering billions of news-papers and magazines every year is immense.Few, if any, retail products are as perishable as adaily newspaper. Other operating divisions in-clude books, education and care consumables.A trading update earlier this month reported

that the firm had enjoyed a strong Christmasperiod and will announce half-year results inApril.

PPL UK DistributionLocation BristolTurnover £1,620,000,000Profit £673,000,000

PPL, which owns Western Power, distributeselectricity in the South West, South Wales, WestMidlands and the East Midlands.It distributes electricity to 7.8 million custom-

ers across a 55,300 square kilometre area, whichspans the width of the country from Penzance onthe tip of Cornwall all the way to Skegness on theNorth Sea, consists of 220,000kmof overhead linesand underground cables, and 185,000 substa-tions.American parent company PPL (originally

Pennsylvania Power and Light) has a globalturnover in excess of $11 billion.Avonmouth-based Western Power distributes

electricity transmitted by the National Grid tohomesandbusinesses, but doesnot directly sell tothem. End users purchase electricity from vari-ous electricity suppliers.The monopoly operator made profits of £673

million in the year toMarch 31, 2015 – at a healthyprofit margin of 41.5%.

New LookLocation WeymouthTurnover £1,528,800,000Profit -£55,000,000

The high street staple, which was founded inTaunton in 1969, has its global headquarters inWeymouth.A 90 per cent stake in the business was bought

by Brait, an investment vehicle of the South Skilled staff at work in Honda of the UK Manufacturing’s engine plant at its UK headquarters in South Marston, on the outskirts of Swindon

Industrial giantswho power theWest’s economicdevelopment

African retail billionaire Christo Wiese, for £780million in May 2015.It has 570 stores in the UK andmore than 800 in

21 countries around the globe.It has particularly focussed its growth onChina

recently – aiming to have 85 stores there by theend of the financial year.It presented its half-year results in November

and reported revenue of £756million, up by 5.9 percent.Profit before tax was up by almost 40 per cent at

£39.5 million, boosted by its rapid e-commercegrowth.It has also placed more prominence on men’s

clothing – including the launch of standalonemenswear stores.

C&J ClarkLocation StreetTurnover £1,492,300,000Profit £121,500,000

The Somerset-based shoemaker finished 2015with a boardroom shake-up.Chief executive Melissa Potter and chief finan-

cial officer Robin Beacham both left suddenly inSeptember.No reason was given for their departure from

the historic firm, which remains in the majorityownership of the founding Clark family.ChairmanThomasO’Neill has taken an execut-

ive role until a new CEO is appointed, which as ofmid-January had not happened.Mr O’Neill’s background is with luxury goods

firms such as Burberry, jeweller Harry Winston,Tiffany and LVMH (Louis Vuitton Moet Hen-nessy).The latest financial reports for the Street shoe

giant painted a mixed picture, with profits essen-tially flat on slightly reduced revenues in the yearto January 31, 2015.It blamed problems with a factory in Vietnam

affecting production and difficult trading condi-tions in the key UK and USmarkets for a challen-ging trading year.It appointed two non-executive directors

(Walker Boyd and Lucien Alziari) earlier thismonth to strengthen the board, but the hunt for anew chief executive goes on.

AgustaWestlandLocation YeovilTurnover £1,247,561,000Profit £105,112,000

The Yeovil-based helicopter firm is another toundertake a corporate rebrand, entering 2016fully under the guise of its Italian parent com-pany Finmeccanica.For 100 years Westland has been synonymous

with aircraft manufacturing in Yeovil and was amajor employer inWeston-super-Mare for almost50 years. Explaining themove, Finmeccanica saidit was moving towards a “one company” opera-tion and would consolidate all its subsidiariesbeneath one united name.The move came after AgustaWestland marked

its centenary in 2015.In its latest financial reports, to the year ending

December 31, 2014, it reported increased turnoverof £1.25 billion.The total number of helicopter deliveries in

2014was 39,with it benefiting fromanacceleratedrollout of the Wildcat to the Royal Navy andArmy.It has more than £4 billion of orders confirmed

in the pipeline and despite the change of name itappears to be business as usual at Yeovil.

Dyson Exchange LtdLocation MalmesburyTurnover £1,215,500,000Profit £74,200,000

Wiltshire-basedDyson is continuing to expand itsrange of high-tech products above and beyond thevacuum cleaners with which it made its name.The firm, which employs thousands of engin-

eers and designers at Malmesbury, is investing in

increasing the size of its North Wiltshireheadquarters.It acquired US battery technology firm Sakti3

in its biggest acquisition of the year.That acquisition sparked suggestions that it

could potentially join the electric car industry.Owner Sir JamesDysonwas in the news in 2015

with a public spat with German rivals Bosch andSiemens over claims about vacuum cleaner effi-ciency.A £12 million investment for the Dyson School

of Design Engineering at Imperial CollegeLondon continued his quest for Britain to trainmore engineers.

WH SmithLocation SwindonTurnover £1,161,000,000Profit £112,000,000

Swindon-based retailer WH Smith was back inthe black in 2015 – thanks to the craze for adultcolouring books.The high street company hailed the new craze

for “colour therapy” sweeping the UK as it posteda rise in annual profits.The magazines and stationery business said

demand for adult colouring books drove sales ofits non-fiction books in stores, particularly in thepast six months, with the trend capturing theimagination of those looking to de-stress andspend time away from looking at mobile phonesand screens.It posted an 8 per cent lift in annual pre-tax

profits to £121 million as cost savings helpedoffset falling sales in its high street chain, whilethe group’s travel-based arm was once again thestar performer with a 10 per cent hike in earn-ings.In 2016 it, like many other retailers, faces the

challenge of preparing for the introduction on thenew national living wage.WH Smith, which has a heritage dating back

more than 200 years, has had a head office inSwindon since 1967, when its books and station-ery department moved to Wiltshire. Its first over-seas branch opened in Paris in 1949.

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Sir James Dyson enjoyed another stellar year

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - TOP 15 FOCUS 3332 BUSINESS GUIDE 2016 - TOP 15 FOCUS THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Allstar Business SolutionsLocation SwindonTurnover £2,276,490,000Profit £57,734,000

Fuel card provider Allstar is the biggest suchoperation in the UK. It is part of Americanconglomerate Fleetcor – which bought it fromfleet car giant Arval in 2011.It is still based at Arval’s Swindon site and the

two retain close business links.Turnover was down by almost £400 million but

it nevertheless grew pre-tax profits by more than£12 million.Even in a climate where petrol prices are being

slashed it is critical that businesses control thesecosts, which is where Allstar comes in.Its fuel cards allow firms to purchase all their

fuel through a central purchasing system bygiving fuel cards to drivers to use at a variety ofoutlets across the UK and Allstar will ultimatelysend out a consolidated, HMRC approved VATinvoice. This eliminates the need to keep fuelreceipts, makes fuel purchasing more secure andgives control over all fuel purchases.

Honda of the UK ManufacturingLocation SwindonTurnover £1,988,448,000Profit £1,054,000

The latest results filed by Swindon-based Hondareflected a difficult period in mainland Europe,where car sales have been tough.On a turnover of nigh on £2 billion it barely

made £1 million profit before tax in the year toMarch 31, 2015.Honda has been in Swindon since 1986 and

more than 2million cars have rolled off the SouthMarston production lines since, plus at least thatnumber of separate engines.One milestone in 2015 was the mass production

of the Civic TypeR beginning and it remains to beseenwhether Honda becomes a beneficiary of theemissions scandal that has engulfed rival manu-facturer Volkswagen.

Connect GroupLocation SwindonTurnover £1,808,500,000Profit £43,100,000

Click and collect parcels have been added toConnect’s wide portfolio of distribution services

in 2015 and is set to be a high-growth area for theSwindon-based business in 2016.Its first two customers are among the biggest

players in the UK parcel delivery market –Amazon and online fashion specialist Asos.Among its other divisions is Smiths News –

which almost certainly means that the newspa-per that you are reading passed through its handsin the early hours of this morning.It deliversmore than 40millionnewspapers and

14 million magazines to shops each week. Thelogistical challenge of delivering billions of news-papers and magazines every year is immense.Few, if any, retail products are as perishable as adaily newspaper. Other operating divisions in-clude books, education and care consumables.A trading update earlier this month reported

that the firm had enjoyed a strong Christmasperiod and will announce half-year results inApril.

PPL UK DistributionLocation BristolTurnover £1,620,000,000Profit £673,000,000

PPL, which owns Western Power, distributeselectricity in the South West, South Wales, WestMidlands and the East Midlands.It distributes electricity to 7.8 million custom-

ers across a 55,300 square kilometre area, whichspans the width of the country from Penzance onthe tip of Cornwall all the way to Skegness on theNorth Sea, consists of 220,000kmof overhead linesand underground cables, and 185,000 substa-tions.American parent company PPL (originally

Pennsylvania Power and Light) has a globalturnover in excess of $11 billion.Avonmouth-based Western Power distributes

electricity transmitted by the National Grid tohomesandbusinesses, but doesnot directly sell tothem. End users purchase electricity from vari-ous electricity suppliers.The monopoly operator made profits of £673

million in the year toMarch 31, 2015 – at a healthyprofit margin of 41.5%.

New LookLocation WeymouthTurnover £1,528,800,000Profit -£55,000,000

The high street staple, which was founded inTaunton in 1969, has its global headquarters inWeymouth.A 90 per cent stake in the business was bought

by Brait, an investment vehicle of the South Skilled staff at work in Honda of the UK Manufacturing’s engine plant at its UK headquarters in South Marston, on the outskirts of Swindon

Industrial giantswho power theWest’s economicdevelopment

African retail billionaire Christo Wiese, for £780million in May 2015.It has 570 stores in the UK andmore than 800 in

21 countries around the globe.It has particularly focussed its growth onChina

recently – aiming to have 85 stores there by theend of the financial year.It presented its half-year results in November

and reported revenue of £756million, up by 5.9 percent.Profit before tax was up by almost 40 per cent at

£39.5 million, boosted by its rapid e-commercegrowth.It has also placed more prominence on men’s

clothing – including the launch of standalonemenswear stores.

C&J ClarkLocation StreetTurnover £1,492,300,000Profit £121,500,000

The Somerset-based shoemaker finished 2015with a boardroom shake-up.Chief executive Melissa Potter and chief finan-

cial officer Robin Beacham both left suddenly inSeptember.No reason was given for their departure from

the historic firm, which remains in the majorityownership of the founding Clark family.ChairmanThomasO’Neill has taken an execut-

ive role until a new CEO is appointed, which as ofmid-January had not happened.Mr O’Neill’s background is with luxury goods

firms such as Burberry, jeweller Harry Winston,Tiffany and LVMH (Louis Vuitton Moet Hen-nessy).The latest financial reports for the Street shoe

giant painted a mixed picture, with profits essen-tially flat on slightly reduced revenues in the yearto January 31, 2015.It blamed problems with a factory in Vietnam

affecting production and difficult trading condi-tions in the key UK and USmarkets for a challen-ging trading year.It appointed two non-executive directors

(Walker Boyd and Lucien Alziari) earlier thismonth to strengthen the board, but the hunt for anew chief executive goes on.

AgustaWestlandLocation YeovilTurnover £1,247,561,000Profit £105,112,000

The Yeovil-based helicopter firm is another toundertake a corporate rebrand, entering 2016fully under the guise of its Italian parent com-pany Finmeccanica.For 100 years Westland has been synonymous

with aircraft manufacturing in Yeovil and was amajor employer inWeston-super-Mare for almost50 years. Explaining themove, Finmeccanica saidit was moving towards a “one company” opera-tion and would consolidate all its subsidiariesbeneath one united name.The move came after AgustaWestland marked

its centenary in 2015.In its latest financial reports, to the year ending

December 31, 2014, it reported increased turnoverof £1.25 billion.The total number of helicopter deliveries in

2014was 39,with it benefiting fromanacceleratedrollout of the Wildcat to the Royal Navy andArmy.It has more than £4 billion of orders confirmed

in the pipeline and despite the change of name itappears to be business as usual at Yeovil.

Dyson Exchange LtdLocation MalmesburyTurnover £1,215,500,000Profit £74,200,000

Wiltshire-basedDyson is continuing to expand itsrange of high-tech products above and beyond thevacuum cleaners with which it made its name.The firm, which employs thousands of engin-

eers and designers at Malmesbury, is investing in

increasing the size of its North Wiltshireheadquarters.It acquired US battery technology firm Sakti3

in its biggest acquisition of the year.That acquisition sparked suggestions that it

could potentially join the electric car industry.Owner Sir JamesDysonwas in the news in 2015

with a public spat with German rivals Bosch andSiemens over claims about vacuum cleaner effi-ciency.A £12 million investment for the Dyson School

of Design Engineering at Imperial CollegeLondon continued his quest for Britain to trainmore engineers.

WH SmithLocation SwindonTurnover £1,161,000,000Profit £112,000,000

Swindon-based retailer WH Smith was back inthe black in 2015 – thanks to the craze for adultcolouring books.The high street company hailed the new craze

for “colour therapy” sweeping the UK as it posteda rise in annual profits.The magazines and stationery business said

demand for adult colouring books drove sales ofits non-fiction books in stores, particularly in thepast six months, with the trend capturing theimagination of those looking to de-stress andspend time away from looking at mobile phonesand screens.It posted an 8 per cent lift in annual pre-tax

profits to £121 million as cost savings helpedoffset falling sales in its high street chain, whilethe group’s travel-based arm was once again thestar performer with a 10 per cent hike in earn-ings.In 2016 it, like many other retailers, faces the

challenge of preparing for the introduction on thenew national living wage.WH Smith, which has a heritage dating back

more than 200 years, has had a head office inSwindon since 1967, when its books and station-ery department moved to Wiltshire. Its first over-seas branch opened in Paris in 1949.

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Sir James Dyson enjoyed another stellar year

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - RURAL ECONOMY 3534 BUSINESS GUIDE 2016 - RURAL ECONOMY THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Broadband and mobile phone coverage, bovineTB, farm commodity prices, the strong pound,and access to enough skilled labour are amongthe challenges for rural businesses in 2016.The one challenge on which every business

leader is campaigning is infrastructure.Rich Clothier, who represents the South West

on the council committee of the Confederation ofBritish Industry and is managing director ofWyke Farms cheese producer, said baldly: “Insome areaswe are in theThirdWorld. Rural areashave really lagged behind in data communica-tion.“We want to grow infrastructure which means

mobile, broadband, proper roads that don’t getcongested in the summer. For business likeourselves that run road tankers and deliveryvehicles theymay only be able to achieve one tripinstead of three when roads are congested.“It’s not as bad for us but businesses want to

move as many loads a day as they can and if youspend three hours driving to one delivery or pick-up point that makes a huge difference. Somelorries are losing days and days, and I knowpeoplewhodrive 50miles a daybecause they can’tget a broadband signal where they are based.“The electricity grid in some areas is also

woeful, for businesses trying to grow, and forfarm businesses who want to put solar power onthe grid.“Wehave to get thoseMPswho support us in the

region to get some investment to get us out of theThird World and into the competitive firstworld.

“The south west is a hotbed of food and drink,which is wheremy specialities lie, but there are anumber of things that food and drink manufac-turers will find challenging in 2016 , among themthe availability of the right skill sets, onwhichwehave to lobby government.“There are also parts of fiscal policy that will be

very important. The pound is very strong againstthe euro which makes exporting quite a chal-lenge. A lot of businesses in the southwest rely onexports. We don’t want to see fiscal measurescreate a strong currency and damage exports.“Going further forward there is the euro vote,

which is a concern to businesses like mine ex-porting quite a lot into Europe. There will be a lotmore discussion on it this year. The CBI positionis it supports staying in, albeit with some legislat-ive reform.“We would like to see more legislation on point

of origin for food products. The horse meat scan-

start-of-the-year reviews for years, spring 2016looks at last to be its start time. It will bringthousands of jobs and boosts for many Somersetand West Country businesses.Transport for Hinkley construction workers

will be well organised, but for other workers busservice reviews are a worry.Mr Edwards said: “Many bus routes across the

county and further afield are under review, withsome facing closure or reduced service due tolack of demand.“In rural areas this can be challenging due to

the lack of alternative transport solutions and theChamber believes that a comprehensive trans-port infrastructure provides a boost for manydifferent industries across Somerset, particu-larly tourism, making it easier for visitors andlocals to get to and from the county.”The Chamber has lobbied for many years for

investment in the Somerset and SouthWest infra-structure, in particular upgrades to the A303/A358 and rail connectivity.Mr Edwards said: “Recent positive announce-

ments to upgrade all remaining sections of theA303 between the M3 and the A358 to dual car-riageway standard, together with a new dualcarriageway link from the M5 at Taunton to theA303 is part of the long-term commitment tocreating a new Expressway to the South West.“This will aid productivity and make Somerset

a more attractive place to invest and re-locateto.”And he added: “The Chamber throughout 2016

will continue to push for even greater coverage ofsuperfast broadband as this is critical for inwardinvestment and the perceived attractiveness ofSomerset as a business destination.”Overall, he said: “Business owners from a

variety of sectors are cautiously optimistic about2016 and many have the similar challenge ofrecruiting the talent for the future to exploitopportunities. Somerset Chamber is helpingwiththis by working in collaboration bringing togeth-er local education providers and businesses tobridge the gap between school and the work-place.“In addition there are 500,000 business in the

UKwhichwill need to introduce pension schemesthrough auto enrolment. It is essential that suffi-cient planning in terms of process, proceduresand budgeting need to be addressed in good time,with the Chamber organising advice sessions tohelp.”Farmers suffered a rough year in 2015. Not only

were dairy farmers hit by the plunging price ofmilk, but wheat, beef and lamb prices were alsohit, and bovine TB continues, in NFU PresidentMeurig Raymond’s words, to wreak “total humanmisery for farmers and their businesses”.The NFU remains dedicated to stopping the

spread of the disease and to ultimately eradicat-ing it. The controversial badger culls are a vitalpart of the government’s 25-year TB eradicationstrategy, andMr Raymond has said the “success”of last year’s operations “shows we aremoving inthe right direction”.Farm holidays, from B&B to glamping, are an

important part of the West Country’s touristeconomy. In Somerset alone tourism adds £1.3billion to the economy and accounts for 34,000jobs. While good weather is of great importancebusinesses are increasingly innovative, andworking more and more with county tourismorganisations to ensure visitors are aware of theregion’s great strengths and attractions.Even people on holiday usually want to stay

connected to the ‘outside world’ and John Mor-timer, South West Director of the Country Landand Business Association (CLA), also stressed“the vital importance of communications infra-structure”.“We will continue our work to make sure that

the Government not only recognises but alsodelivers on pledges on rural broadband,” hesaid.The CLA is also stressing that the first port of

call for information and advice on business grantschemes changes in 2016. Local Enterprise Part-nerships are taking over responsibility for busi-ness support via their Growth Hubs, and inform-ation and advice will not simply be from a centralgovernment website.

Rich Clothier, who represents the South West on the council committee of the Confederation of British Industry and is managing director of Wyke Farms cheese producer, says the South West resembles the Third World is some aspects of its infrastructure

Time for South West to get out of the ‘Third World’Tina Rowe looks at what the future holds forbusinesses across the South West in 2016, a yearwhich presents numerous challenges but which shouldalso provide a number of opportunities

Dale Edwards, chiefexecutive of SomersetChamber of Commerce,says there should be jobopportunities

dal has shown that people want to know whereproducts come from and that’s something I havebeen lobbying the government very stronglyabout. If people want to support British dairyfarms people need to identify where things comefrom.“Potentially the vote could be quite close as we

get close and some emotional and emotive issuesare raised. As a manufacturer we have mixedviews on immigration. It is very positive for thefood industry that skilled people have come infrom eastern Europe . It’s important to get thebalance right because if the economy is growingwe need availability of skilled labour to growbusinesses and services within the UK. Poten-tially there is an awful lot of instability over thenext two years. My worry is that the vote couldcome down to emotional gut feelings. If we docome out therewill be somebitterness on the partof our European partners.

“But British brands are very much respectedoverseas and we have huge potential in the southwest with strong independent businesses.”For 170 people in West Somerset, 2015 ended

with the misery of job loss with the closure ofWatchet paper mill, which had a proud historystretching back 250 years.Dale Edwards, chief executive of Somerset

Chamber of Commerce, said: “It is a significantblow for the local economy.“However, with a number of local infrastruc-

ture projects on the horizon, most notably thebuilding of Hinkley Point C, there will be manyopportunities for the workforce. In addition it isencouraging that the Chancellor of the Ex-chequer stated in his Autumn Statement that theSouth West has the highest employed rate in thecountry.”Hinkley C will be the largest construction

project in Europe, and after featuring in business

The NFU’s MeurigRaymond says TBcontinues to wreak totalhuman misery forfarmers

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - RURAL ECONOMY 3534 BUSINESS GUIDE 2016 - RURAL ECONOMY THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Broadband and mobile phone coverage, bovineTB, farm commodity prices, the strong pound,and access to enough skilled labour are amongthe challenges for rural businesses in 2016.The one challenge on which every business

leader is campaigning is infrastructure.Rich Clothier, who represents the South West

on the council committee of the Confederation ofBritish Industry and is managing director ofWyke Farms cheese producer, said baldly: “Insome areaswe are in theThirdWorld. Rural areashave really lagged behind in data communica-tion.“We want to grow infrastructure which means

mobile, broadband, proper roads that don’t getcongested in the summer. For business likeourselves that run road tankers and deliveryvehicles theymay only be able to achieve one tripinstead of three when roads are congested.“It’s not as bad for us but businesses want to

move as many loads a day as they can and if youspend three hours driving to one delivery or pick-up point that makes a huge difference. Somelorries are losing days and days, and I knowpeoplewhodrive 50miles a daybecause they can’tget a broadband signal where they are based.“The electricity grid in some areas is also

woeful, for businesses trying to grow, and forfarm businesses who want to put solar power onthe grid.“Wehave to get thoseMPswho support us in the

region to get some investment to get us out of theThird World and into the competitive firstworld.

“The south west is a hotbed of food and drink,which is wheremy specialities lie, but there are anumber of things that food and drink manufac-turers will find challenging in 2016 , among themthe availability of the right skill sets, onwhichwehave to lobby government.“There are also parts of fiscal policy that will be

very important. The pound is very strong againstthe euro which makes exporting quite a chal-lenge. A lot of businesses in the southwest rely onexports. We don’t want to see fiscal measurescreate a strong currency and damage exports.“Going further forward there is the euro vote,

which is a concern to businesses like mine ex-porting quite a lot into Europe. There will be a lotmore discussion on it this year. The CBI positionis it supports staying in, albeit with some legislat-ive reform.“We would like to see more legislation on point

of origin for food products. The horse meat scan-

start-of-the-year reviews for years, spring 2016looks at last to be its start time. It will bringthousands of jobs and boosts for many Somersetand West Country businesses.Transport for Hinkley construction workers

will be well organised, but for other workers busservice reviews are a worry.Mr Edwards said: “Many bus routes across the

county and further afield are under review, withsome facing closure or reduced service due tolack of demand.“In rural areas this can be challenging due to

the lack of alternative transport solutions and theChamber believes that a comprehensive trans-port infrastructure provides a boost for manydifferent industries across Somerset, particu-larly tourism, making it easier for visitors andlocals to get to and from the county.”The Chamber has lobbied for many years for

investment in the Somerset and SouthWest infra-structure, in particular upgrades to the A303/A358 and rail connectivity.Mr Edwards said: “Recent positive announce-

ments to upgrade all remaining sections of theA303 between the M3 and the A358 to dual car-riageway standard, together with a new dualcarriageway link from the M5 at Taunton to theA303 is part of the long-term commitment tocreating a new Expressway to the South West.“This will aid productivity and make Somerset

a more attractive place to invest and re-locateto.”And he added: “The Chamber throughout 2016

will continue to push for even greater coverage ofsuperfast broadband as this is critical for inwardinvestment and the perceived attractiveness ofSomerset as a business destination.”Overall, he said: “Business owners from a

variety of sectors are cautiously optimistic about2016 and many have the similar challenge ofrecruiting the talent for the future to exploitopportunities. Somerset Chamber is helpingwiththis by working in collaboration bringing togeth-er local education providers and businesses tobridge the gap between school and the work-place.“In addition there are 500,000 business in the

UKwhichwill need to introduce pension schemesthrough auto enrolment. It is essential that suffi-cient planning in terms of process, proceduresand budgeting need to be addressed in good time,with the Chamber organising advice sessions tohelp.”Farmers suffered a rough year in 2015. Not only

were dairy farmers hit by the plunging price ofmilk, but wheat, beef and lamb prices were alsohit, and bovine TB continues, in NFU PresidentMeurig Raymond’s words, to wreak “total humanmisery for farmers and their businesses”.The NFU remains dedicated to stopping the

spread of the disease and to ultimately eradicat-ing it. The controversial badger culls are a vitalpart of the government’s 25-year TB eradicationstrategy, andMr Raymond has said the “success”of last year’s operations “shows we aremoving inthe right direction”.Farm holidays, from B&B to glamping, are an

important part of the West Country’s touristeconomy. In Somerset alone tourism adds £1.3billion to the economy and accounts for 34,000jobs. While good weather is of great importancebusinesses are increasingly innovative, andworking more and more with county tourismorganisations to ensure visitors are aware of theregion’s great strengths and attractions.Even people on holiday usually want to stay

connected to the ‘outside world’ and John Mor-timer, South West Director of the Country Landand Business Association (CLA), also stressed“the vital importance of communications infra-structure”.“We will continue our work to make sure that

the Government not only recognises but alsodelivers on pledges on rural broadband,” hesaid.The CLA is also stressing that the first port of

call for information and advice on business grantschemes changes in 2016. Local Enterprise Part-nerships are taking over responsibility for busi-ness support via their Growth Hubs, and inform-ation and advice will not simply be from a centralgovernment website.

Rich Clothier, who represents the South West on the council committee of the Confederation of British Industry and is managing director of Wyke Farms cheese producer, says the South West resembles the Third World is some aspects of its infrastructure

Time for South West to get out of the ‘Third World’Tina Rowe looks at what the future holds forbusinesses across the South West in 2016, a yearwhich presents numerous challenges but which shouldalso provide a number of opportunities

Dale Edwards, chiefexecutive of SomersetChamber of Commerce,says there should be jobopportunities

dal has shown that people want to know whereproducts come from and that’s something I havebeen lobbying the government very stronglyabout. If people want to support British dairyfarms people need to identify where things comefrom.“Potentially the vote could be quite close as we

get close and some emotional and emotive issuesare raised. As a manufacturer we have mixedviews on immigration. It is very positive for thefood industry that skilled people have come infrom eastern Europe . It’s important to get thebalance right because if the economy is growingwe need availability of skilled labour to growbusinesses and services within the UK. Poten-tially there is an awful lot of instability over thenext two years. My worry is that the vote couldcome down to emotional gut feelings. If we docome out therewill be somebitterness on the partof our European partners.

“But British brands are very much respectedoverseas and we have huge potential in the southwest with strong independent businesses.”For 170 people in West Somerset, 2015 ended

with the misery of job loss with the closure ofWatchet paper mill, which had a proud historystretching back 250 years.Dale Edwards, chief executive of Somerset

Chamber of Commerce, said: “It is a significantblow for the local economy.“However, with a number of local infrastruc-

ture projects on the horizon, most notably thebuilding of Hinkley Point C, there will be manyopportunities for the workforce. In addition it isencouraging that the Chancellor of the Ex-chequer stated in his Autumn Statement that theSouth West has the highest employed rate in thecountry.”Hinkley C will be the largest construction

project in Europe, and after featuring in business

The NFU’s MeurigRaymond says TBcontinues to wreak totalhuman misery forfarmers

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - RURAL ECONOMY 3736 BUSINESS GUIDE 2016 - RURAL ECONOMY THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Are you aware of all the tax allowancesavailable to you?Initial consultation free and without obligation.

Exeter 01392 214635Melksham 01225 701210Wells 01749 343366Yeovil 01935 426181 www.oldmillgroup.co.uk

band where no cable or copper wire solution isavailable. But it is a sticking plaster, a short-termsolution. The Government has now accepted ourargument that there should be a Universal Ser-vice Obligation for broadband – a major victoryfor the CLA – but the fight is not over yet andthroughout 2016 we will continue to press forimprovements and speedier roll out.Housing will also feature at the forefront of our

campaigns in the coming year. There is a clearneed for more affordable housing in rural areasand our message will be that there needs to beproper recognition of – and support for – the roletraditional private landlords play in the ruralhousingmarket. Thewaters around the provisionandmanagement of housing in rural areas are farfrom clear – but what is clear is our vision for thefuture and we believe our members have a vitalrole to play in delivering future housing.As winter turns into spring, the CLA will be at

themajor agricultural showswhere we’re alwaysavailable to discuss the key issues of the day andto advise on land and property related issues –come and look us up.

These are certainly challenging times for farm-ing even without the uncertainty which hangsover our future in Europe – a subject sure to behigh on everybody’s agenda in the year ahead.The CLA is an apolitical organisation so we

don’t take a particular standpoint and we don’tget involved in the emotive issues. Our role in thedebate over Europe is to remain balanced, analys-ing the pros and cons of the situation as itunfolds.What we will do is apply intellectual rigour to

the arguments in order to ensure that the in-dustry is as well informed as it can be about theoptions and their various implications.In themonths aheadwewill publish ananalysis

of the contribution EU funding makes not just toagriculture but to the whole rural economy – andwe will illustrate the additional value that flowsfrom that initial funding both for businesses andfor the environment and, indeed, the threatswhich would be exposed should that funding bewithdrawn.We will be relentless in pursuing protagonists

and politicians to provide clear answers to thequestion of how they would replace existinglevels of financial support should the issue of anexit from Europe arise.Ultimately, of course, the decision is an indi-

vidual one and our role will be to ensure that ourmembers are kept well informed.Prosperity underlines one of the themeswewill

be supporting throughout 2016, backing up theefforts of our new President, Ross Murray, inexplaining the importance of rural businesses toMPs, ministers and the Government as a whole.We want to create a better understanding of the

true value of the rural economy and show howmanaging the land is also an active businessinvolving risk and investment.Rural businesses take the long view, managing

and investing across generations while remain-ing relevant and innovative and making a majorcontribution to the economy.We will be working hard throughout this

coming year to encourage all levels of govern-ment to stimulate the best possible environmentin which these business can operate and flourish– and to be passed on to the next generation.Rural businesses operate under different condi-

tions to their urban counterparts – fighting thelack of broadband and mobile telephone con-nectivity yet still having to compete within thesame market place and we will continue to em-phasise that fact to ministers.For farmers, commodity prices have been dire

throughout 2015 and that will have had a knock-on effect on the wider agricultural sector and itsancillary industries.We shall be looking forward to, and certainly

hoping for, major improvements in commodityprices during 2016.For the livestock sector, we need to remain

determined to tackle animal disease, particularlybovineTB and we shall take every opportunity toemphasise our support for all the government’smeasures – including culling and the roll out,which I expect to begin to showsignificant resultsin 2016 in terms of breakdown reductions in theareas subject to culling so far.There was, of course, welcome news at the end

of the year for those unable to receive broadbandwith a so-called end of the line solution.The CLA has fought hard for this minimum

level of service now provided under a vouchersystem enabling people to opt for satellite broad-

John Mortimer, South West Director of the CLA, pictured top, says the rural economyis vital to Britain’s prosperity. The CLA will be at events like the Royal Bath and WestShow this summer

Brexit is a key issue in 20162016 will be a challenging year, writes JohnMortimer South West Director of the CLA

A project to cultivate a silicon valley of agricul-tural technology appears to be on fertile groundin Gloucestershire, with the first shoots expectedthis year.The Royal Agricultural University is the driv-

ing force behind the exciting Farm 491 project,into which GFirst LEP has ploughed £2.9m offunding to bring the best in the sector toCirencester.It is expected the investment will give rise to a

new Rural and Agri-Tech Innovation Centre onthe university’s campus providing a home to 40start-up businesses which will focus on makingagriculture more efficient, high-yielding andcost-effective.DavidOwen, chief executive of GFirst LEP, said:

“Almost £3million of funding was successfullysecured by the Royal Agricultural Universityafter bidding for funds in the GloucestershireGrowth Deal last year, to build the pioneeringRural and Agri-Tech Innovation Centre.“The innovative project will give Gloucester-

shire’s start-upbusinesses great opportunities forbusiness growth with access to the RAU’s envi-able support and knowledge base, as well as avibrant working environment with the potentialto benefit the wider land-based sector.”Farm 491 will give start-up agricultural busi-

nesses 491 acres of land to test their innovationsand, significantly, access to the university’s pro-fessors and resources whichwill work together toturn the ideas into viable businesses.Building work on the project – currently in the

design phase – could begin as early as spring. Theproject will also work with a farm-based campusat Harnhill.The university learned the news of the funding

earlier in the year when the Department forBusiness, Innovation and Skills (BIS) confirmedan additional £15 million funding for Gloucester-shire, through the GFirst LEP, adding to the £62.5million investment confirmed in July 2014.The university was one of six projects in the

county to receive extra investment as a result. Intotal the RAUwill receive £2.92 million to supportagri-tech business and start-ups and promoteinnovation.RAU principal Professor Chris Gaskell said:

“The Royal Agricultural University is verypleased to bepart of the growthofGloucestershirethrough involvement with the LEP.”

High-tech agriculture

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - RURAL ECONOMY 3736 BUSINESS GUIDE 2016 - RURAL ECONOMY THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Are you aware of all the tax allowancesavailable to you?Initial consultation free and without obligation.

Exeter 01392 214635Melksham 01225 701210Wells 01749 343366Yeovil 01935 426181 www.oldmillgroup.co.uk

band where no cable or copper wire solution isavailable. But it is a sticking plaster, a short-termsolution. The Government has now accepted ourargument that there should be a Universal Ser-vice Obligation for broadband – a major victoryfor the CLA – but the fight is not over yet andthroughout 2016 we will continue to press forimprovements and speedier roll out.Housing will also feature at the forefront of our

campaigns in the coming year. There is a clearneed for more affordable housing in rural areasand our message will be that there needs to beproper recognition of – and support for – the roletraditional private landlords play in the ruralhousingmarket. Thewaters around the provisionandmanagement of housing in rural areas are farfrom clear – but what is clear is our vision for thefuture and we believe our members have a vitalrole to play in delivering future housing.As winter turns into spring, the CLA will be at

themajor agricultural showswhere we’re alwaysavailable to discuss the key issues of the day andto advise on land and property related issues –come and look us up.

These are certainly challenging times for farm-ing even without the uncertainty which hangsover our future in Europe – a subject sure to behigh on everybody’s agenda in the year ahead.The CLA is an apolitical organisation so we

don’t take a particular standpoint and we don’tget involved in the emotive issues. Our role in thedebate over Europe is to remain balanced, analys-ing the pros and cons of the situation as itunfolds.What we will do is apply intellectual rigour to

the arguments in order to ensure that the in-dustry is as well informed as it can be about theoptions and their various implications.In themonths aheadwewill publish ananalysis

of the contribution EU funding makes not just toagriculture but to the whole rural economy – andwe will illustrate the additional value that flowsfrom that initial funding both for businesses andfor the environment and, indeed, the threatswhich would be exposed should that funding bewithdrawn.We will be relentless in pursuing protagonists

and politicians to provide clear answers to thequestion of how they would replace existinglevels of financial support should the issue of anexit from Europe arise.Ultimately, of course, the decision is an indi-

vidual one and our role will be to ensure that ourmembers are kept well informed.Prosperity underlines one of the themeswewill

be supporting throughout 2016, backing up theefforts of our new President, Ross Murray, inexplaining the importance of rural businesses toMPs, ministers and the Government as a whole.We want to create a better understanding of the

true value of the rural economy and show howmanaging the land is also an active businessinvolving risk and investment.Rural businesses take the long view, managing

and investing across generations while remain-ing relevant and innovative and making a majorcontribution to the economy.We will be working hard throughout this

coming year to encourage all levels of govern-ment to stimulate the best possible environmentin which these business can operate and flourish– and to be passed on to the next generation.Rural businesses operate under different condi-

tions to their urban counterparts – fighting thelack of broadband and mobile telephone con-nectivity yet still having to compete within thesame market place and we will continue to em-phasise that fact to ministers.For farmers, commodity prices have been dire

throughout 2015 and that will have had a knock-on effect on the wider agricultural sector and itsancillary industries.We shall be looking forward to, and certainly

hoping for, major improvements in commodityprices during 2016.For the livestock sector, we need to remain

determined to tackle animal disease, particularlybovineTB and we shall take every opportunity toemphasise our support for all the government’smeasures – including culling and the roll out,which I expect to begin to showsignificant resultsin 2016 in terms of breakdown reductions in theareas subject to culling so far.There was, of course, welcome news at the end

of the year for those unable to receive broadbandwith a so-called end of the line solution.The CLA has fought hard for this minimum

level of service now provided under a vouchersystem enabling people to opt for satellite broad-

John Mortimer, South West Director of the CLA, pictured top, says the rural economyis vital to Britain’s prosperity. The CLA will be at events like the Royal Bath and WestShow this summer

Brexit is a key issue in 20162016 will be a challenging year, writes JohnMortimer South West Director of the CLA

A project to cultivate a silicon valley of agricul-tural technology appears to be on fertile groundin Gloucestershire, with the first shoots expectedthis year.The Royal Agricultural University is the driv-

ing force behind the exciting Farm 491 project,into which GFirst LEP has ploughed £2.9m offunding to bring the best in the sector toCirencester.It is expected the investment will give rise to a

new Rural and Agri-Tech Innovation Centre onthe university’s campus providing a home to 40start-up businesses which will focus on makingagriculture more efficient, high-yielding andcost-effective.DavidOwen, chief executive of GFirst LEP, said:

“Almost £3million of funding was successfullysecured by the Royal Agricultural Universityafter bidding for funds in the GloucestershireGrowth Deal last year, to build the pioneeringRural and Agri-Tech Innovation Centre.“The innovative project will give Gloucester-

shire’s start-upbusinesses great opportunities forbusiness growth with access to the RAU’s envi-able support and knowledge base, as well as avibrant working environment with the potentialto benefit the wider land-based sector.”Farm 491 will give start-up agricultural busi-

nesses 491 acres of land to test their innovationsand, significantly, access to the university’s pro-fessors and resources whichwill work together toturn the ideas into viable businesses.Building work on the project – currently in the

design phase – could begin as early as spring. Theproject will also work with a farm-based campusat Harnhill.The university learned the news of the funding

earlier in the year when the Department forBusiness, Innovation and Skills (BIS) confirmedan additional £15 million funding for Gloucester-shire, through the GFirst LEP, adding to the £62.5million investment confirmed in July 2014.The university was one of six projects in the

county to receive extra investment as a result. Intotal the RAUwill receive £2.92 million to supportagri-tech business and start-ups and promoteinnovation.RAU principal Professor Chris Gaskell said:

“The Royal Agricultural University is verypleased to bepart of the growthofGloucestershirethrough involvement with the LEP.”

High-tech agriculture

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - FASHION 3938 BUSINESS GUIDE 2016 - FASHION THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Few industries experience anything remotelylike the annual upheaval with which the fashionsector has to contend.One minute a brand can be the darling of the

catwalk, the next minute it is out of vogue.Business plans are measured in seasons and

remaining relevant year after year is a continualbattle.Next month sees the long-awaited return of

Somerset’s Mulberry to the London FashionWeek catwalks.And 2016 is poised to be a crucial year for the

Chilcompton-based luxury goods giant as it con-tinues its revival.Its 600 staff at its two Somerset factories – at HQ

in Chilcompton and at Bridgwater – are fever-ishly preparing for its first collection under newcreative director Johnny Coca.It has been absent from the capital’s catwalks

since the departure of previous creative directorEmma Hill in 2013.It has struggled in recent years in the wake of

boss Bruno Guillon’s ill-fated attempt to take thehandbag brand into the ultra-luxury category.So the eyes of the fashion world will be on it on

Sunday, February 21, when Mr Coca’s range forAutumn/Winter 2016 are revealed.The latest financial figures reported by Mul-

berry showed that 2015 saw continuing signs of aturnaround from the nadir of 2014.Total revenue for the six-month period to

September 30, 2015, was £67.8 million, up 5 percent from £64.7 million for the same period in2014, reflecting growth in retail sales whichwas partially offset by the decline in wholesalesales.Thierry Andretta, chief executive officer, said:

“Our strategy is beginning to deliver tangibleresults in line with our expectations.“We look forward to Johnny Coca’s first Mul-

berry collection which will emphasise our Brit-ishness and our heritage in leather, while deliver-ing great quality within our targeted pricerange.“We remain committed to our UK manufactur-

ing base, which produces about 50 per cent of ourhandbags. We are excited about the future andlook forward to the Mulberry brand fulfilling itspotential both in the UK and internationally.”MrCoca joinedMulberry last July andhas been

working closely with the design and productdevelopment teams to prepare the AW16 collec-tion.

After its London debut the ranges will hit theshops during June this year.December’s trading update added that Mul-

berry has continued to invest in its Somersetfactories.The firm said it had achieved significant im-

provements in efficiency over the past 12months.It is working at full capacity, deliver on time andproduce 50 per cent of the firm’s handbags.Mulberry is not the only West Country fashion

firm visible on the catwalks, though.Cheltenham-based SuperGroup enjoyed a stel-

lar 2015 on the high street and in the City, withinvestors toasting a doubling of its share price.A high-profile collaboration on a premium

range with Hollywood star Idris Elba is expectedto pay a financial dividend in 2016.Mr Elba – who rose to prominence playing the

ultra-savvy businessman/Baltimore drug lordStringer Bell in The Wire (surely the only drug-dealer in TV history with Adam Smith’s TheWealth of Nations on his bookshelf) – received anMBE in the New Year’s Honours list, is touted asa future JamesBond and iswidely considered oneof the coolest men in Britain.Not a bad celebrity collaborator for the Super-

dry brand then.In November SuperGroup reported strong

growth and increased profits for the sixmonths toOctober 24.Revenue was up 22.3 per cent to £254.7 million

and profit before tax up 54.4 per cent to £19.3 mil-lion.Chief executive Euan Sutherland said: “Super-

Group has made good progress in realising itsstrategic objectives in the first half and hasdelivered profitable growth, while continuing toinvest in the business.“Central to this is the ongoing process to get

ever closer to our customers who clearly appreci-ate the product innovation that is widening theSuperdry offer.“With a successful first half completed, the

business is well placed for the significant peaktrading period.“While comparatives in the second half are

more challenging, the development of Superdryinto a global lifestyle brand is proceeding withpace and this, together with the strength of ourproduct offer and increasing efficiency, willenable us to deliver long-term sustainablegrowth.”Itmarked a very solid first year in the job forMr

Sutherland, the former chief executive of the Co-Op group. He was appointed in October 2014 withJulian Dunkerton, who famously grew the firminto an international success story from a Chel-tenhammarket stall,moving fromchief executiveto the newly-created role of product and branddirector.

Top, a high-profile collaboration on a premium rangewith Hollywood star Idris Elba – widely seen as one ofthe coolest men in Britain – is expected to pay afinancial dividend in 2016 for the SuperGroup brand.Bottom, the Duchess of Cornwall enjoyed a royal visitto Dent’s at Warminster to learn about the glove-making process

It is difficult to predict what the future holds for thefickle fashion industry, but as Richard Bache reportsthe West Country is blessed by a number of iconicbrand names which are sure to punch above theirweight

The Mulberry operation in action at its Chilcompton factory, producing high-class goods that appear on catwalks across the world

Fashion industryis a vital cog inWest Countrybusiness world

The move came on the back of SuperGroupsuffering a shares-crisis in 2014 after a series ofaccountancy and stock issues unnerved in-vestors.But it is very much back on an even keel today

and with further retail expansion on the cards itis expected to be a star performer in 2016.Few people would probably be able to put their

handup to answer the question ofwhat connectedthe Duchess of Cornwall, James Bond-star DanielCraig as 007 and Joan Collins in 2015.Theanswer is that all threewere among those to

put their hands inside gloves manufactured bythe historic Wiltshire firm Dent’s.The Warminster firm, which has been making

gloves since 1777, proved it remains the glove-maker of choice for the discerning consumer.Mr Craig sported the Fleming range of driving

gloves in hit film Spectre, Dame Joan was photo-graphed wearing a pair of white satin Dent’sgloves alongside William Shatner at a Star Trekconvention in Las Vegas, and Camilla enjoyed aroyal visit toWarminster to learn about the glove-making process.The tie-in with Spectre apparently saw the

Fleming range prove a very popular Christmaspresent.But a note to its latest accounts, which reported

a profit of £301,946, said that a second consecutivemild winter would hit UK profits.It does, however, export to more than 40 coun-

tries and exhibited its gloves at major tradeshows in Melbourne and Florence amongothers.The value of the fashion industry to the West

Country and Britain in general is immense.A report by Oxford Economics in 2014 stated

“

”

We have been delighted with theinitial performance of our men’sstandalone stores

that it is worth in excess of £26 billion to the UKeconomy. It also employs about 800,000 people.One of the biggest players based in the West

Country is New Look.The high street staple, which was founded in

Taunton in 1969, has its global headquarters inWeymouth.A 90 per cent stake in the business was bought

by Brait, an investment vehicle of the SouthAfrican retail billionaire Christo Wiese, for£780 million in May 2015.It has 570 stores in the UK andmore than 800 in

21 countries around the globe.It has particularly focused its growth on China

recently, aiming to have 85 stores there by the endof the financial year.It presented its half-year results in November

and reported revenue of £756million, up by 5.9 percent.Profit before tax was up by almost 40 per cent at

£39.5 million, boosted by its rapid e-commercegrowth.It has also placed more prominence on men’s

clothing – including the launch of standalonemenswear stores.Anders Kristiansen, chief executive, said:

“These excellent results show the strength of theNew Look offer and the strategic progress wehave made in our product, stores and website.“We have also seen a positive reaction to our

Autumn/Winter collection and we have beendelighted with the initial performance of ourmen’s standalone stores.”In the fickle world of fashion there are few

certainties, but it a safe bet that the creativetalents working in the volatile sector in the Westwill continue to punch above their weight – bethat catwalk couture or a hoody on the highstreet.

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - FASHION 3938 BUSINESS GUIDE 2016 - FASHION THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Few industries experience anything remotelylike the annual upheaval with which the fashionsector has to contend.One minute a brand can be the darling of the

catwalk, the next minute it is out of vogue.Business plans are measured in seasons and

remaining relevant year after year is a continualbattle.Next month sees the long-awaited return of

Somerset’s Mulberry to the London FashionWeek catwalks.And 2016 is poised to be a crucial year for the

Chilcompton-based luxury goods giant as it con-tinues its revival.Its 600 staff at its two Somerset factories – at HQ

in Chilcompton and at Bridgwater – are fever-ishly preparing for its first collection under newcreative director Johnny Coca.It has been absent from the capital’s catwalks

since the departure of previous creative directorEmma Hill in 2013.It has struggled in recent years in the wake of

boss Bruno Guillon’s ill-fated attempt to take thehandbag brand into the ultra-luxury category.So the eyes of the fashion world will be on it on

Sunday, February 21, when Mr Coca’s range forAutumn/Winter 2016 are revealed.The latest financial figures reported by Mul-

berry showed that 2015 saw continuing signs of aturnaround from the nadir of 2014.Total revenue for the six-month period to

September 30, 2015, was £67.8 million, up 5 percent from £64.7 million for the same period in2014, reflecting growth in retail sales whichwas partially offset by the decline in wholesalesales.Thierry Andretta, chief executive officer, said:

“Our strategy is beginning to deliver tangibleresults in line with our expectations.“We look forward to Johnny Coca’s first Mul-

berry collection which will emphasise our Brit-ishness and our heritage in leather, while deliver-ing great quality within our targeted pricerange.“We remain committed to our UK manufactur-

ing base, which produces about 50 per cent of ourhandbags. We are excited about the future andlook forward to the Mulberry brand fulfilling itspotential both in the UK and internationally.”MrCoca joinedMulberry last July andhas been

working closely with the design and productdevelopment teams to prepare the AW16 collec-tion.

After its London debut the ranges will hit theshops during June this year.December’s trading update added that Mul-

berry has continued to invest in its Somersetfactories.The firm said it had achieved significant im-

provements in efficiency over the past 12months.It is working at full capacity, deliver on time andproduce 50 per cent of the firm’s handbags.Mulberry is not the only West Country fashion

firm visible on the catwalks, though.Cheltenham-based SuperGroup enjoyed a stel-

lar 2015 on the high street and in the City, withinvestors toasting a doubling of its share price.A high-profile collaboration on a premium

range with Hollywood star Idris Elba is expectedto pay a financial dividend in 2016.Mr Elba – who rose to prominence playing the

ultra-savvy businessman/Baltimore drug lordStringer Bell in The Wire (surely the only drug-dealer in TV history with Adam Smith’s TheWealth of Nations on his bookshelf) – received anMBE in the New Year’s Honours list, is touted asa future JamesBond and iswidely considered oneof the coolest men in Britain.Not a bad celebrity collaborator for the Super-

dry brand then.In November SuperGroup reported strong

growth and increased profits for the sixmonths toOctober 24.Revenue was up 22.3 per cent to £254.7 million

and profit before tax up 54.4 per cent to £19.3 mil-lion.Chief executive Euan Sutherland said: “Super-

Group has made good progress in realising itsstrategic objectives in the first half and hasdelivered profitable growth, while continuing toinvest in the business.“Central to this is the ongoing process to get

ever closer to our customers who clearly appreci-ate the product innovation that is widening theSuperdry offer.“With a successful first half completed, the

business is well placed for the significant peaktrading period.“While comparatives in the second half are

more challenging, the development of Superdryinto a global lifestyle brand is proceeding withpace and this, together with the strength of ourproduct offer and increasing efficiency, willenable us to deliver long-term sustainablegrowth.”Itmarked a very solid first year in the job forMr

Sutherland, the former chief executive of the Co-Op group. He was appointed in October 2014 withJulian Dunkerton, who famously grew the firminto an international success story from a Chel-tenhammarket stall,moving fromchief executiveto the newly-created role of product and branddirector.

Top, a high-profile collaboration on a premium rangewith Hollywood star Idris Elba – widely seen as one ofthe coolest men in Britain – is expected to pay afinancial dividend in 2016 for the SuperGroup brand.Bottom, the Duchess of Cornwall enjoyed a royal visitto Dent’s at Warminster to learn about the glove-making process

It is difficult to predict what the future holds for thefickle fashion industry, but as Richard Bache reportsthe West Country is blessed by a number of iconicbrand names which are sure to punch above theirweight

The Mulberry operation in action at its Chilcompton factory, producing high-class goods that appear on catwalks across the world

Fashion industryis a vital cog inWest Countrybusiness world

The move came on the back of SuperGroupsuffering a shares-crisis in 2014 after a series ofaccountancy and stock issues unnerved in-vestors.But it is very much back on an even keel today

and with further retail expansion on the cards itis expected to be a star performer in 2016.Few people would probably be able to put their

handup to answer the question ofwhat connectedthe Duchess of Cornwall, James Bond-star DanielCraig as 007 and Joan Collins in 2015.Theanswer is that all threewere among those to

put their hands inside gloves manufactured bythe historic Wiltshire firm Dent’s.The Warminster firm, which has been making

gloves since 1777, proved it remains the glove-maker of choice for the discerning consumer.Mr Craig sported the Fleming range of driving

gloves in hit film Spectre, Dame Joan was photo-graphed wearing a pair of white satin Dent’sgloves alongside William Shatner at a Star Trekconvention in Las Vegas, and Camilla enjoyed aroyal visit toWarminster to learn about the glove-making process.The tie-in with Spectre apparently saw the

Fleming range prove a very popular Christmaspresent.But a note to its latest accounts, which reported

a profit of £301,946, said that a second consecutivemild winter would hit UK profits.It does, however, export to more than 40 coun-

tries and exhibited its gloves at major tradeshows in Melbourne and Florence amongothers.The value of the fashion industry to the West

Country and Britain in general is immense.A report by Oxford Economics in 2014 stated

“

”

We have been delighted with theinitial performance of our men’sstandalone stores

that it is worth in excess of £26 billion to the UKeconomy. It also employs about 800,000 people.One of the biggest players based in the West

Country is New Look.The high street staple, which was founded in

Taunton in 1969, has its global headquarters inWeymouth.A 90 per cent stake in the business was bought

by Brait, an investment vehicle of the SouthAfrican retail billionaire Christo Wiese, for£780 million in May 2015.It has 570 stores in the UK andmore than 800 in

21 countries around the globe.It has particularly focused its growth on China

recently, aiming to have 85 stores there by the endof the financial year.It presented its half-year results in November

and reported revenue of £756million, up by 5.9 percent.Profit before tax was up by almost 40 per cent at

£39.5 million, boosted by its rapid e-commercegrowth.It has also placed more prominence on men’s

clothing – including the launch of standalonemenswear stores.Anders Kristiansen, chief executive, said:

“These excellent results show the strength of theNew Look offer and the strategic progress wehave made in our product, stores and website.“We have also seen a positive reaction to our

Autumn/Winter collection and we have beendelighted with the initial performance of ourmen’s standalone stores.”In the fickle world of fashion there are few

certainties, but it a safe bet that the creativetalents working in the volatile sector in the Westwill continue to punch above their weight – bethat catwalk couture or a hoody on the highstreet.

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - MANUFACTURING 4140 BUSINESS GUIDE 2016 - MANUFACTURING THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

The South West is home to many manufacturerswho have consistently delivered high-quality, in-novative products manufactured to exactingstandards.This is a real strength and will help the region

through any uncertainty created by worries overthe impact of a faltering Chinese economy.Those who focus on being leaders in their area

and in driving continuous improvement throughtheir processes and products will continue tothrive even if global demand falters.The challenge for employers will be to continue

to source and retain a quality workforce that canconsistently deliver high quality and value totheir customers.At the end of 2015, the South West had the joint

lowest unemployment rate of 3.9 per cent (the UKaverage was 5.3 per cent). The workforce simplydoes not have the capacity to fuel significantgrowthon its own, and thatmeansmanufacturerswill have to innovate to increase productivity andcompete to attract the skilled workers that theywill need.The sector has already taken positive steps. In

September 2015,WestonCollege announcedanewapprenticeship programme with GKNAerospace, taking advantage of its new £1.5mtraining centre.UWE offers degree packages for Airbus train-

ing programmes and initiatives such as theBloodhound project and the Bristol RoboticsLaboratory inspire the next generation of engin-eers to feed existing and future manufacturingbusinesses in the region. Much is therefore beingdone to develop a skilled workforce.The challenge in 2016 is to engage, inspire and

retain the staff that will fuel the growth, and toinvest in technology and equipment that willdrive up productivity. Meeting these challengeswill be critical to success and both will requireinvestment. However, retention of staff is not justabout paying more. The modern workforce needto understand how their work and contributionadds value not just to shareholders, but to societyand to their own career.Remuneration is still an important element of

job satisfaction and at Mazars we work withbusinesses to create employment packages thatinclude performance related bonuses, shareoption schemes, flexible benefits (such as buyingand selling holidays) and pension schemes.We call our approach “Total Reward” because

the employee receives a statement listing the fullvalue of the package they receive. This helps tie instaff in periods of wage inflation, and whencoupled with an effective appraisal and develop-ment process, can help employees understandhow their engagement and performance can pro-duce success for both the business and thempersonally.We also support businesses who are investing

in new technology ormachinery by ensuring thatappropriate funding is acquired and tax reducingcapital allowance claims aremaximised.Weoftenmeet businesses who invest significantly indesigning innovative processes and products butdo not consider claiming research and develop-ment tax credits and patent box relief. Innovationfuels productivity and the value of tax reliefswhich encourage this should not be ignored.We believe that the future is bright for those

manufacturers in the South West who can in-crease productivity by investing in innovativeprocess and by motivating and retaining staff.

JONMARCHANT

AAgricultural parts – One of the many arms of

Wiltshire-based TH White Group. The businesswas formed inDevizes in 1832 and the chances arethat if you do business in the countryside, you’vedone business with TH White.

BBilliard table cloth – Stroud-basedWSPTextiles

makes what is widely considered the world’s bestcloth for billiard and snooker tables. It alsomakesthe cloth for leading tennis ball brands

CChickens – Cargill processes more than 1.6

million chickens per week at one of its twoHerefordplants. Someenter the food supply chaindirectly and others go to its other Hereford plantto be battered, breaded or otherwise prepared.

DDental instruments – Gloucester-based Prima

Dental equip dentists theworld overwith drills. Itmanufactures more than 20 million per year.

Jon Marchant , a director at Bristol-based Mazars,analyses the vital trends affecting manufacturers

EExmoor caviar – Produced in the Exmoor Na-

tional Park the delicacy, traditionally from theCaspian Sea, is finding its way onto some ofBritain’s top tables.

FFake snow – SnowBusiness in Stroud is aworld

leader in snow and winter effects. It providesartificial snow for films, adverts and events.

GGreen Energy – Gloucestershire-based Ecotri-

city is one of Britain’s biggest operators of windturbines and has pioneered electric car chargepoints at motorway service stations

HHands – Bristol-based Open Bionics is revolu-

tionising the prosthetic hand market, slashingthe cost for users. And last year it signed a dealwith Disney that means child amputees or thoseborn without hands can be the coolest kids inclass, thanks to branded hands in the form ofMarvel, Frozen and Star Wars characters.

IInn signs –TheWadworth brewery inDevizes is

thought to be the last in England to retain an in-house team of pub sign painters. The work of thetalented artists can be seen outside fine pubsacross the West Country – or Wadworthshire asthe brewery dubs it...

JJet-powered cars – TheBloodhound SSC contin-

ues its journey towards the land-speed record thisyear. The care has been developed in Bristol andis powered by both a jet engine and a rocket.

KKnobs – The famous Dorset Knob biscuits have

been produced by the Moore family since 1880 inMorecombelake, near Bridport. It has inspiredthe annual Dorset Knob Throwing competition.

LLiquid joy – Bristol is twinned with Bordeaux,

but few people know that a factory in Avonmouthhas the capacity to bottle as much wine as thefabled French wine region produces each year.Accolade Park produces an astonishing 1,200bottles of wine per minute, which equates to 20bottles per second or 1.7 million per day. Some 92per cent of the wine sold by Accolade, one of thebiggest importers in the UK, is shipped in bulk(largely from the southern hemisphere) andbottled at Avonmouth.

MMotor-homes – Bristol-based Bailey Caravans

has been one of the leading manufacturers ofcaravans in Britain since being founded in thelate 1940s. The Ashton firm has expanded intomotor-homes and continues to grow the numberof markets it serves

This splendid painting of the Dandy Lion pub in Bradford on Avon in Wiltshire is oneof the ones crafted by the sign-making team at Devizes-based brewery Wadworth. Itis thought to be the last major brewery in England to employ an in-house team ofartists to paint its pub signs.

Made in the West – A to Z of a manufacturing giantRichard Bache selects an A to Z of productsmanufactured in the West Country. The breadth ofitems chosen highlights just how incredibly diverse theregion’s manufacturing sector really is

The finest qualitysnooker and billiardtable cloth ismanufactured in Stroudin Gloucestershire byWSP Textiles

NNomad – The Ariel Nomad is a 125 miles per

hour dune buggy. The Crewkerne-built vehicle isone of the craziest andmost fun drivingmachinesever assembled.

OOscar-nominated films –Shaun the SheepMovie

and Prologue are two Bristol-created animatedfilms up for Oscars next month

PPendulums. Weston-super-Mare’s Wessex Pre-

cision Instruments is a leading light in the roadsafety field. Its pendulums are used to test theskid resistance of road surface materials and aspart of accident investigations.

QQuinoa – The trendy grain, renowned for its

health properties, is now being grown in theWestCountry. It is gluten-free and becoming an in-creasingly mainstream ingredient. CorstonFields Farm, near Bath, produced its first com-mercial crop in 2015 and will later in 2016 startselling a branded version.

RReady meals – Trowbridge-based Apetito make

anddelivermillions ofmeals, snacks anddessertsto homes and care homes

SSeafood – Lyons Seafood is based, bizarrely, at

Warminster and deliciously, in nearby Codford,despite both being approximately 50 miles fromthe sea. It processes and stores seafood for thenation’s kitchens there.

TTrain components – Knorr-Bremse in Melk-

sham is a specialist in all manner of componentson trains – includingwindscreenwipers, internaldoors and hydraulic systems.

UUPVC – Ross-on-Wye-based Rehau specialises

inmanufacturingwindowsanddoors. It traces itshistory back to making components for Volkswa-gen Beetles in Bavaria.

VVet supplies – Castle Cary-based Centaur Ser-

vices provides the full range of supplies requiredby a busy veterinary practice.

WWhale documentaries –BigBlueLivewasone of

the flagship wildlife shows of 2015 produced bythe BBC’sNatural HistoryUnit, which is based inBristol

XXenon-gas treatment – The pioneering medical

technique was developed in Bristol. It is used aspart of a therapy to cool the brain of newbornbabies suffering from oxygen deficiencies.

YYurts – Backwell-based Woodland Yurts has

beenmaking yurts formore than 20 years. It takesinspiration from the yurts of Mongolia andKyrgyzstan and individually hand-crafts them inNorth Somerset.

ZZinc bars and counters – Hambrook-based

Copper and Zinc Fabrication Company is amongthe firms manufacturing and fitting zinc sur-faces, first made popular in Paris and writtenabout by Hemingway.

Championing Engineering andManufacturing in the SouthWest

Specialist knowledge that powers industry

Design | Production | Quality |Maintenance | ProjectsService | Planning | Test | Graduates

Bristol • Cardiff • Coventry • Stafford

To find out more about how our industry-leading approachcan support your business, please contact

Nick Stovold, Regional Director

Call 01275 371981 or email nicks@hunterselection.co.ukor visit hunterselection.co.uk

Headquartered in the South West, Hunter Selection is a leadingUK engineering and manufacturing recruitment consultancy.

Our consultants specialise in finding skilled engineers,manufacturing & production professionals and technical specialists.

Delivering the level of service and professional processesnormally associated with executive selection, we offer a ‘fee onsuccess only’ approach to the recruitment of manufacturing &engineering personnel.

We care passionately about the manufacturing sector and areactive supporters of local and national STEM andapprenticeship initiatives.

The Bristol Post and Western Daily Press have always beengreat advocates for the region’s engineering and manufacturingbusinesses and we are pleased to be supporting the Western DailyPress Business Guide 2016.

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - MANUFACTURING 4140 BUSINESS GUIDE 2016 - MANUFACTURING THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

The South West is home to many manufacturerswho have consistently delivered high-quality, in-novative products manufactured to exactingstandards.This is a real strength and will help the region

through any uncertainty created by worries overthe impact of a faltering Chinese economy.Those who focus on being leaders in their area

and in driving continuous improvement throughtheir processes and products will continue tothrive even if global demand falters.The challenge for employers will be to continue

to source and retain a quality workforce that canconsistently deliver high quality and value totheir customers.At the end of 2015, the South West had the joint

lowest unemployment rate of 3.9 per cent (the UKaverage was 5.3 per cent). The workforce simplydoes not have the capacity to fuel significantgrowthon its own, and thatmeansmanufacturerswill have to innovate to increase productivity andcompete to attract the skilled workers that theywill need.The sector has already taken positive steps. In

September 2015,WestonCollege announcedanewapprenticeship programme with GKNAerospace, taking advantage of its new £1.5mtraining centre.UWE offers degree packages for Airbus train-

ing programmes and initiatives such as theBloodhound project and the Bristol RoboticsLaboratory inspire the next generation of engin-eers to feed existing and future manufacturingbusinesses in the region. Much is therefore beingdone to develop a skilled workforce.The challenge in 2016 is to engage, inspire and

retain the staff that will fuel the growth, and toinvest in technology and equipment that willdrive up productivity. Meeting these challengeswill be critical to success and both will requireinvestment. However, retention of staff is not justabout paying more. The modern workforce needto understand how their work and contributionadds value not just to shareholders, but to societyand to their own career.Remuneration is still an important element of

job satisfaction and at Mazars we work withbusinesses to create employment packages thatinclude performance related bonuses, shareoption schemes, flexible benefits (such as buyingand selling holidays) and pension schemes.We call our approach “Total Reward” because

the employee receives a statement listing the fullvalue of the package they receive. This helps tie instaff in periods of wage inflation, and whencoupled with an effective appraisal and develop-ment process, can help employees understandhow their engagement and performance can pro-duce success for both the business and thempersonally.We also support businesses who are investing

in new technology ormachinery by ensuring thatappropriate funding is acquired and tax reducingcapital allowance claims aremaximised.Weoftenmeet businesses who invest significantly indesigning innovative processes and products butdo not consider claiming research and develop-ment tax credits and patent box relief. Innovationfuels productivity and the value of tax reliefswhich encourage this should not be ignored.We believe that the future is bright for those

manufacturers in the South West who can in-crease productivity by investing in innovativeprocess and by motivating and retaining staff.

JONMARCHANT

AAgricultural parts – One of the many arms of

Wiltshire-based TH White Group. The businesswas formed inDevizes in 1832 and the chances arethat if you do business in the countryside, you’vedone business with TH White.

BBilliard table cloth – Stroud-basedWSPTextiles

makes what is widely considered the world’s bestcloth for billiard and snooker tables. It alsomakesthe cloth for leading tennis ball brands

CChickens – Cargill processes more than 1.6

million chickens per week at one of its twoHerefordplants. Someenter the food supply chaindirectly and others go to its other Hereford plantto be battered, breaded or otherwise prepared.

DDental instruments – Gloucester-based Prima

Dental equip dentists theworld overwith drills. Itmanufactures more than 20 million per year.

Jon Marchant , a director at Bristol-based Mazars,analyses the vital trends affecting manufacturers

EExmoor caviar – Produced in the Exmoor Na-

tional Park the delicacy, traditionally from theCaspian Sea, is finding its way onto some ofBritain’s top tables.

FFake snow – SnowBusiness in Stroud is aworld

leader in snow and winter effects. It providesartificial snow for films, adverts and events.

GGreen Energy – Gloucestershire-based Ecotri-

city is one of Britain’s biggest operators of windturbines and has pioneered electric car chargepoints at motorway service stations

HHands – Bristol-based Open Bionics is revolu-

tionising the prosthetic hand market, slashingthe cost for users. And last year it signed a dealwith Disney that means child amputees or thoseborn without hands can be the coolest kids inclass, thanks to branded hands in the form ofMarvel, Frozen and Star Wars characters.

IInn signs –TheWadworth brewery inDevizes is

thought to be the last in England to retain an in-house team of pub sign painters. The work of thetalented artists can be seen outside fine pubsacross the West Country – or Wadworthshire asthe brewery dubs it...

JJet-powered cars – TheBloodhound SSC contin-

ues its journey towards the land-speed record thisyear. The care has been developed in Bristol andis powered by both a jet engine and a rocket.

KKnobs – The famous Dorset Knob biscuits have

been produced by the Moore family since 1880 inMorecombelake, near Bridport. It has inspiredthe annual Dorset Knob Throwing competition.

LLiquid joy – Bristol is twinned with Bordeaux,

but few people know that a factory in Avonmouthhas the capacity to bottle as much wine as thefabled French wine region produces each year.Accolade Park produces an astonishing 1,200bottles of wine per minute, which equates to 20bottles per second or 1.7 million per day. Some 92per cent of the wine sold by Accolade, one of thebiggest importers in the UK, is shipped in bulk(largely from the southern hemisphere) andbottled at Avonmouth.

MMotor-homes – Bristol-based Bailey Caravans

has been one of the leading manufacturers ofcaravans in Britain since being founded in thelate 1940s. The Ashton firm has expanded intomotor-homes and continues to grow the numberof markets it serves

This splendid painting of the Dandy Lion pub in Bradford on Avon in Wiltshire is oneof the ones crafted by the sign-making team at Devizes-based brewery Wadworth. Itis thought to be the last major brewery in England to employ an in-house team ofartists to paint its pub signs.

Made in the West – A to Z of a manufacturing giantRichard Bache selects an A to Z of productsmanufactured in the West Country. The breadth ofitems chosen highlights just how incredibly diverse theregion’s manufacturing sector really is

The finest qualitysnooker and billiardtable cloth ismanufactured in Stroudin Gloucestershire byWSP Textiles

NNomad – The Ariel Nomad is a 125 miles per

hour dune buggy. The Crewkerne-built vehicle isone of the craziest andmost fun drivingmachinesever assembled.

OOscar-nominated films –Shaun the SheepMovie

and Prologue are two Bristol-created animatedfilms up for Oscars next month

PPendulums. Weston-super-Mare’s Wessex Pre-

cision Instruments is a leading light in the roadsafety field. Its pendulums are used to test theskid resistance of road surface materials and aspart of accident investigations.

QQuinoa – The trendy grain, renowned for its

health properties, is now being grown in theWestCountry. It is gluten-free and becoming an in-creasingly mainstream ingredient. CorstonFields Farm, near Bath, produced its first com-mercial crop in 2015 and will later in 2016 startselling a branded version.

RReady meals – Trowbridge-based Apetito make

anddelivermillions ofmeals, snacks anddessertsto homes and care homes

SSeafood – Lyons Seafood is based, bizarrely, at

Warminster and deliciously, in nearby Codford,despite both being approximately 50 miles fromthe sea. It processes and stores seafood for thenation’s kitchens there.

TTrain components – Knorr-Bremse in Melk-

sham is a specialist in all manner of componentson trains – includingwindscreenwipers, internaldoors and hydraulic systems.

UUPVC – Ross-on-Wye-based Rehau specialises

inmanufacturingwindowsanddoors. It traces itshistory back to making components for Volkswa-gen Beetles in Bavaria.

VVet supplies – Castle Cary-based Centaur Ser-

vices provides the full range of supplies requiredby a busy veterinary practice.

WWhale documentaries –BigBlueLivewasone of

the flagship wildlife shows of 2015 produced bythe BBC’sNatural HistoryUnit, which is based inBristol

XXenon-gas treatment – The pioneering medical

technique was developed in Bristol. It is used aspart of a therapy to cool the brain of newbornbabies suffering from oxygen deficiencies.

YYurts – Backwell-based Woodland Yurts has

beenmaking yurts formore than 20 years. It takesinspiration from the yurts of Mongolia andKyrgyzstan and individually hand-crafts them inNorth Somerset.

ZZinc bars and counters – Hambrook-based

Copper and Zinc Fabrication Company is amongthe firms manufacturing and fitting zinc sur-faces, first made popular in Paris and writtenabout by Hemingway.

Championing Engineering andManufacturing in the SouthWest

Specialist knowledge that powers industry

Design | Production | Quality |Maintenance | ProjectsService | Planning | Test | Graduates

Bristol • Cardiff • Coventry • Stafford

To find out more about how our industry-leading approachcan support your business, please contact

Nick Stovold, Regional Director

Call 01275 371981 or email nicks@hunterselection.co.ukor visit hunterselection.co.uk

Headquartered in the South West, Hunter Selection is a leadingUK engineering and manufacturing recruitment consultancy.

Our consultants specialise in finding skilled engineers,manufacturing & production professionals and technical specialists.

Delivering the level of service and professional processesnormally associated with executive selection, we offer a ‘fee onsuccess only’ approach to the recruitment of manufacturing &engineering personnel.

We care passionately about the manufacturing sector and areactive supporters of local and national STEM andapprenticeship initiatives.

The Bristol Post and Western Daily Press have always beengreat advocates for the region’s engineering and manufacturingbusinesses and we are pleased to be supporting the Western DailyPress Business Guide 2016.

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - SCREEN 4342 BUSINESS GUIDE 2016 - SCREEN THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

The West Country is at the heart of a host of filmlocations, from Hollywood blockbusters to UKterrestrial TV series. And, as Richard Bache reports,the business they bring in is set to continue throughoutthe coming year and beyond

“And theOscar for the best location in the countryto film movies in 2015 goes to... the West Coun-try”.It is no exaggeration to say that 2015 was a

stellar year for the West Country’s burgeoningfilm and television industry.Tens of millions of people at cinemas across the

globe have – whether they are aware of it or not –seen the spectacular scenery of Puzzlewood in theForest of Dean inGloucestershirewhilewatchingbox office sensation Star Wars – The ForceAwakens.And it has sparked a tourism bonanza for the

ancient forest that could last for years.It has already seen fans of the franchise flock to

the area to see the locations used for the latestfilm.Some fans are even dressing up as stormtroop-

ers to walk in Puzzlewood.During late December visitor numbers were

said to be double the average for that time of year,with some hotels and B&Bs claiming they werestruggling to meet demand.The creators of the blockbuster have praised

the moss-covered woodland which many sayprovided JRRTolkienwith the inspiration for theforests of Middle Earth.Wye Valley and Forest of Dean Tourism have

released a guide for those looking for the LukeSkywalker experience.The organisation believes the film will bring

£50 million to the local economy, which has alsobenefited from being a filming location forDoctorWho, Merlin and Atlantis, over the next fiveyears.Consultancy Olsberg estimates that “screen

tourism” was worth as much as £140 million tothe UK last year. Figures just released by CreativeEngland, the body funded by the British FilmInstitute to help companies find locations, showthat in 2015 it supported more than 1,100 film andtelevision projects, a record for the third success-ive year.“The number of inquiries this year is up by 40

per cent,” said Caroline Norbury, chief executiveof Creative England, which calculates that thisyear production companies spent almost£100 million in local economies outside London.“Our main issue has been trying to absorb it

all.”Britain is becoming an increasingly favourite

location for film crews.Whilemany of the filmswere shot by the big US

studios, interest has started to come from furtherafield, including Bollywood.Now television drama looks set to be the biggest

winner as Netflix and HBO try to cut the minim-um £1 million an hour production costs they facestateside.“We’ve seen an influx of people looking to shoot

in the UK,” Ms Norbury said.“They’re coming because we’ve got brilliant

locations and the tax credits, but also becausewe’ve got a great skills base. It’s a place wherepeople want to come; they enjoy filming here andthey think they get a really good deal.”Antony House in Cornwall saw summer visitor

numbers increase from 25,000 to almost 100,000after the success of Alice in Wonderland in 2010.Chavenage House in Tetbury, Gloucestershire,saw a surge after being used to film Poldark andthe Cotswolds hamlet of Bampton attracted some£2.7million fromday trippers keen to see the real-life setting of Julian Fellowes’ epic sagaDowntonAbbey.Dorset’s West Bay has benefited from its loca-

tion for child murder drama Broadchurch. Othercountries such as Canada are also keen to lureproductions and there are fears producers willlook elsewhere.But Ms Norbury said: “Harry Potter sustained

us for ten years and that has given people plentyof time to develop the next new franchise.“And, besides, we’ve got lots more Star Wars to

come.”One of the least likely names to feature on the

credits for the latest Star Wars film was Chancel-lor of the Exchequer George Osborne.But the tax breaks given to film studios has

been credited with a resurgence in Britain beingused a filming location.Tourism is, though, far from the only benefi-

ciary when Hollywood comes to town.There is an increasing demand for a myriad

technical production skills needed to create anyfilm or television show.The Bottle Yard Studios in South Bristol have

played host to dozens of major productions in thepast five years and the demand for its productionspaces has helped attract more than a dozenancillary filming businesses to its site.It is based at the formerHarvey’s Cream sherry

plant at Whitchurch, on a site that was owned bythe South West Regional Development Agency.Businesses ranging from a BBC post-produc-

tion subsidiary, to a chauffeur firm specialisingin film and TV production via prop buildingfirms, camera and sound equipment specialists tosecurity companies are tenants at the BottleYard.Among the stars seen at the studios last year

was pop princess Kylie Minogue.The diminutive singer filmed a cameo appear-

Above, CharlizeTheron playing theevil queen Ravennain The Huntsman,which had numerousscenes shot in Wellsin the heart ofSomerset. Left, TheBottle Yard Studiosin Hengrove, Bristol.Right, Sarah Osborn,fund manager atSWIG Finance, andEmma James onlocation in Miserden,Gloucestershire,where Emmasupported thefilming of Cider WithRosie.

Star Wars crownsa stellar year forthe West’s filmproduction sector

ance in the American showGalavant, which alsofilmed on The Matthew at the Harbourside.Galavant, a Disney production, is currently

filming its second series in Bristol.The studios have also been heavily involved in

the production of recent hits Wolf Hall and Pol-dark.The Living and the Dead – a six-part drama set

in Somerset in the 1800s – has been filming at theformer wine warehouse in South Bristol andshould hit our screens this year.The supernatural drama is the latest in a string

of high-profile BBC dramas to be filmed at thelargest production space in the South West.Other TV shows filmed at the studios in the last

two years include Sherlock and one-off dramassuch as The Lost Honour of Christopher Jefferies.And with a strong line-up of talent behind the

project there are high hopes for the programme.The series has been created by local screen-

writer Ashley Pharoah – one of the writersbehind the hugely successful Life on Mars and itssequel Ashes to Ashes.The production uses 20,000 square feet of space

for set building of the period interiors as well asproduction offices, prop stores andmaking all thecostumes on-site.Filming will take place at locations across

Bristol – supported by Bristol Film Office – andthe rest of the region.Speaking late last year Fiona Francombe, who

is in charge of The Bottle Yard said: “It’s fantasticto welcomeThe Living and the Dead to The BottleYard. We have shown that we can accommodatethe complex demands of major dramas in theperiod genre very successfully, so it’s marvellousto add another highly anticipated, high-profiletitle like this to our credits.“It’s also great to welcome back to the studios

some familiar faces from previous productionsthat have filmed with us – producer Eliza Mellor,whomade the incredibly successful Poldarkwithus last year, as well as director Alice Troughtonand line producer Kate Dudley, who filmedFrankie here back in 2012.”The studios, which were conceived in 2010 after

Bristol’s television business took a huge hit withthe loss of Casualty to Cardiff, have been creditedwith bringing millions of pounds to the city’seconomy.Such is the demand for filming locations in the

Cotswolds that a new business was born in 2015.An entrepreneur from Stroud launched a busi-

ness offering full production and location man-agement support to film and television compan-ies on location in the Cotswolds.Through the Cotswold Film and Location

Office, Emma James aims to attract crews fromacross the globe to the region, by offering herlocal knowledge and industry expertise.Emma has lived in Stroud for nearly 20 years.

During that time, her career has taken her allover theworld and she has alsoworked on some ofthe UK’s most successful series, such as Lewis,Casualty, Cider With Rosie and The Casual Va-cancy.To launch her business, Emma secured a £4,000

loan from the government-backed Start Up LoansScheme, delivered by SWIG Finance.Meanwhile cinemagoers in 2016 should be af-

fordedmore than a glimpse of stunning Somersetwhen Hollywood’s dark take on Grimm’sfairytales airs.The Huntsman, starring Charlize Theron and

Chris Hemsworth, had numerous scenes filmedin Wells.The Huntsman tells the tale of what happens

when the eponymous hero played by Mr Hems-worth upsets the evil Queen Ravenna – CharlizeTheron – as he embarks on a quest for a magicmirror.The film includes a galaxy of critically ac-

claimed actors including Emily Blunt, JessicaChastain, Sam Claflin, Nick Frost, SheridanSmith, Rob Bryden and Alexandra Roach. Emily,star of last year’s acclaimed fantasy musical IntoThe Woods, is reportedly playing a villainousrole.Television viewers have long been familiar

with the beautiful Wiltshire Cotswolds.In September last year two major series were

being filmedwithin just a fewmiles of each other.

At Lacock, filming for Doctor Thorne, the An-thony Trollope period drama, which has beenadapted for ITV byDownton Abbey creator JulianFellowes, took place.The series features a galaxy of British acting

stars, including IanMcShane, TomHollander andPrince Harry’s on-off girlfriend Cressida Bonas,in Trollope’s 19th century series about a doctorand his daughter living in a small country town.LordFellowes, fromDorset, backedMsBonas to

succeed playing the role of Dr Thorne’s daugh-ter’s best friend Patience. “She’s perfect for thepart,” he said in September.“The trouble is, when you become famous for

going out with someone there’s a tendency toassume that everything that follows afterwards isonly because of that.“But, in fact, she is a good actress and I think

she will find her place in the industry.”Meanwhile, just 15 miles away, Sky TV took

over the tiny village of EastonGrey, nearMalmes-bury.It was there to film its modern day murder

mystery satireAgathaRaisin, which starsAshleyJansen and Gavin & Stacey star Mathew Horne.Spectre was the most lucrative film yet in the

James Bond franchise.Naomie Harris made her second appearance as

Moneypenny in the film.In an interesting quirk she is the third consec-

utive actress to play the role who trained at theBristol Old Vic Theatre School, after SamanthaBond (who starred opposite Pierce Brosnan) andCaroline Bliss (the Timothy Dalton era).The theatre, which has trained multiple Oscar

winners, has yet to produce a 007, but it ismarking some truly significant numbers in2016.It marks its 250th anniversary this year and has

a substantial programme of events to celebratethe incredible milestone.The company is also continuing to redevelop its

King Street theatre.The next phase is about to start; a new entrance

foyer, studio theatre, bar and restaurant and thereturn of Grade I-listed Coopers’ Hall to itsoriginal 18th century use as an events space.The theatre has grown its turnover by 30 per

cent in recent years. Including its £1.2 millionArts Council grant and £288,640 from Bristol CityCouncil, Bristol Old Vic brings in £3.7 million ayear, about £1.5 million of which is box officerevenue.It could make more from higher ticket prices

but aims to keep theatre affordable, with toptickets for the big shows costing around £40.All told, the stage is set for the West Country to

once again enjoy a dramatic – and profitable –year in the world of film, television and theatre.

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - SCREEN 4342 BUSINESS GUIDE 2016 - SCREEN THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

The West Country is at the heart of a host of filmlocations, from Hollywood blockbusters to UKterrestrial TV series. And, as Richard Bache reports,the business they bring in is set to continue throughoutthe coming year and beyond

“And theOscar for the best location in the countryto film movies in 2015 goes to... the West Coun-try”.It is no exaggeration to say that 2015 was a

stellar year for the West Country’s burgeoningfilm and television industry.Tens of millions of people at cinemas across the

globe have – whether they are aware of it or not –seen the spectacular scenery of Puzzlewood in theForest of Dean inGloucestershirewhilewatchingbox office sensation Star Wars – The ForceAwakens.And it has sparked a tourism bonanza for the

ancient forest that could last for years.It has already seen fans of the franchise flock to

the area to see the locations used for the latestfilm.Some fans are even dressing up as stormtroop-

ers to walk in Puzzlewood.During late December visitor numbers were

said to be double the average for that time of year,with some hotels and B&Bs claiming they werestruggling to meet demand.The creators of the blockbuster have praised

the moss-covered woodland which many sayprovided JRRTolkienwith the inspiration for theforests of Middle Earth.Wye Valley and Forest of Dean Tourism have

released a guide for those looking for the LukeSkywalker experience.The organisation believes the film will bring

£50 million to the local economy, which has alsobenefited from being a filming location forDoctorWho, Merlin and Atlantis, over the next fiveyears.Consultancy Olsberg estimates that “screen

tourism” was worth as much as £140 million tothe UK last year. Figures just released by CreativeEngland, the body funded by the British FilmInstitute to help companies find locations, showthat in 2015 it supported more than 1,100 film andtelevision projects, a record for the third success-ive year.“The number of inquiries this year is up by 40

per cent,” said Caroline Norbury, chief executiveof Creative England, which calculates that thisyear production companies spent almost£100 million in local economies outside London.“Our main issue has been trying to absorb it

all.”Britain is becoming an increasingly favourite

location for film crews.Whilemany of the filmswere shot by the big US

studios, interest has started to come from furtherafield, including Bollywood.Now television drama looks set to be the biggest

winner as Netflix and HBO try to cut the minim-um £1 million an hour production costs they facestateside.“We’ve seen an influx of people looking to shoot

in the UK,” Ms Norbury said.“They’re coming because we’ve got brilliant

locations and the tax credits, but also becausewe’ve got a great skills base. It’s a place wherepeople want to come; they enjoy filming here andthey think they get a really good deal.”Antony House in Cornwall saw summer visitor

numbers increase from 25,000 to almost 100,000after the success of Alice in Wonderland in 2010.Chavenage House in Tetbury, Gloucestershire,saw a surge after being used to film Poldark andthe Cotswolds hamlet of Bampton attracted some£2.7million fromday trippers keen to see the real-life setting of Julian Fellowes’ epic sagaDowntonAbbey.Dorset’s West Bay has benefited from its loca-

tion for child murder drama Broadchurch. Othercountries such as Canada are also keen to lureproductions and there are fears producers willlook elsewhere.But Ms Norbury said: “Harry Potter sustained

us for ten years and that has given people plentyof time to develop the next new franchise.“And, besides, we’ve got lots more Star Wars to

come.”One of the least likely names to feature on the

credits for the latest Star Wars film was Chancel-lor of the Exchequer George Osborne.But the tax breaks given to film studios has

been credited with a resurgence in Britain beingused a filming location.Tourism is, though, far from the only benefi-

ciary when Hollywood comes to town.There is an increasing demand for a myriad

technical production skills needed to create anyfilm or television show.The Bottle Yard Studios in South Bristol have

played host to dozens of major productions in thepast five years and the demand for its productionspaces has helped attract more than a dozenancillary filming businesses to its site.It is based at the formerHarvey’s Cream sherry

plant at Whitchurch, on a site that was owned bythe South West Regional Development Agency.Businesses ranging from a BBC post-produc-

tion subsidiary, to a chauffeur firm specialisingin film and TV production via prop buildingfirms, camera and sound equipment specialists tosecurity companies are tenants at the BottleYard.Among the stars seen at the studios last year

was pop princess Kylie Minogue.The diminutive singer filmed a cameo appear-

Above, CharlizeTheron playing theevil queen Ravennain The Huntsman,which had numerousscenes shot in Wellsin the heart ofSomerset. Left, TheBottle Yard Studiosin Hengrove, Bristol.Right, Sarah Osborn,fund manager atSWIG Finance, andEmma James onlocation in Miserden,Gloucestershire,where Emmasupported thefilming of Cider WithRosie.

Star Wars crownsa stellar year forthe West’s filmproduction sector

ance in the American showGalavant, which alsofilmed on The Matthew at the Harbourside.Galavant, a Disney production, is currently

filming its second series in Bristol.The studios have also been heavily involved in

the production of recent hits Wolf Hall and Pol-dark.The Living and the Dead – a six-part drama set

in Somerset in the 1800s – has been filming at theformer wine warehouse in South Bristol andshould hit our screens this year.The supernatural drama is the latest in a string

of high-profile BBC dramas to be filmed at thelargest production space in the South West.Other TV shows filmed at the studios in the last

two years include Sherlock and one-off dramassuch as The Lost Honour of Christopher Jefferies.And with a strong line-up of talent behind the

project there are high hopes for the programme.The series has been created by local screen-

writer Ashley Pharoah – one of the writersbehind the hugely successful Life on Mars and itssequel Ashes to Ashes.The production uses 20,000 square feet of space

for set building of the period interiors as well asproduction offices, prop stores andmaking all thecostumes on-site.Filming will take place at locations across

Bristol – supported by Bristol Film Office – andthe rest of the region.Speaking late last year Fiona Francombe, who

is in charge of The Bottle Yard said: “It’s fantasticto welcomeThe Living and the Dead to The BottleYard. We have shown that we can accommodatethe complex demands of major dramas in theperiod genre very successfully, so it’s marvellousto add another highly anticipated, high-profiletitle like this to our credits.“It’s also great to welcome back to the studios

some familiar faces from previous productionsthat have filmed with us – producer Eliza Mellor,whomade the incredibly successful Poldarkwithus last year, as well as director Alice Troughtonand line producer Kate Dudley, who filmedFrankie here back in 2012.”The studios, which were conceived in 2010 after

Bristol’s television business took a huge hit withthe loss of Casualty to Cardiff, have been creditedwith bringing millions of pounds to the city’seconomy.Such is the demand for filming locations in the

Cotswolds that a new business was born in 2015.An entrepreneur from Stroud launched a busi-

ness offering full production and location man-agement support to film and television compan-ies on location in the Cotswolds.Through the Cotswold Film and Location

Office, Emma James aims to attract crews fromacross the globe to the region, by offering herlocal knowledge and industry expertise.Emma has lived in Stroud for nearly 20 years.

During that time, her career has taken her allover theworld and she has alsoworked on some ofthe UK’s most successful series, such as Lewis,Casualty, Cider With Rosie and The Casual Va-cancy.To launch her business, Emma secured a £4,000

loan from the government-backed Start Up LoansScheme, delivered by SWIG Finance.Meanwhile cinemagoers in 2016 should be af-

fordedmore than a glimpse of stunning Somersetwhen Hollywood’s dark take on Grimm’sfairytales airs.The Huntsman, starring Charlize Theron and

Chris Hemsworth, had numerous scenes filmedin Wells.The Huntsman tells the tale of what happens

when the eponymous hero played by Mr Hems-worth upsets the evil Queen Ravenna – CharlizeTheron – as he embarks on a quest for a magicmirror.The film includes a galaxy of critically ac-

claimed actors including Emily Blunt, JessicaChastain, Sam Claflin, Nick Frost, SheridanSmith, Rob Bryden and Alexandra Roach. Emily,star of last year’s acclaimed fantasy musical IntoThe Woods, is reportedly playing a villainousrole.Television viewers have long been familiar

with the beautiful Wiltshire Cotswolds.In September last year two major series were

being filmedwithin just a fewmiles of each other.

At Lacock, filming for Doctor Thorne, the An-thony Trollope period drama, which has beenadapted for ITV byDownton Abbey creator JulianFellowes, took place.The series features a galaxy of British acting

stars, including IanMcShane, TomHollander andPrince Harry’s on-off girlfriend Cressida Bonas,in Trollope’s 19th century series about a doctorand his daughter living in a small country town.LordFellowes, fromDorset, backedMsBonas to

succeed playing the role of Dr Thorne’s daugh-ter’s best friend Patience. “She’s perfect for thepart,” he said in September.“The trouble is, when you become famous for

going out with someone there’s a tendency toassume that everything that follows afterwards isonly because of that.“But, in fact, she is a good actress and I think

she will find her place in the industry.”Meanwhile, just 15 miles away, Sky TV took

over the tiny village of EastonGrey, nearMalmes-bury.It was there to film its modern day murder

mystery satireAgathaRaisin, which starsAshleyJansen and Gavin & Stacey star Mathew Horne.Spectre was the most lucrative film yet in the

James Bond franchise.Naomie Harris made her second appearance as

Moneypenny in the film.In an interesting quirk she is the third consec-

utive actress to play the role who trained at theBristol Old Vic Theatre School, after SamanthaBond (who starred opposite Pierce Brosnan) andCaroline Bliss (the Timothy Dalton era).The theatre, which has trained multiple Oscar

winners, has yet to produce a 007, but it ismarking some truly significant numbers in2016.It marks its 250th anniversary this year and has

a substantial programme of events to celebratethe incredible milestone.The company is also continuing to redevelop its

King Street theatre.The next phase is about to start; a new entrance

foyer, studio theatre, bar and restaurant and thereturn of Grade I-listed Coopers’ Hall to itsoriginal 18th century use as an events space.The theatre has grown its turnover by 30 per

cent in recent years. Including its £1.2 millionArts Council grant and £288,640 from Bristol CityCouncil, Bristol Old Vic brings in £3.7 million ayear, about £1.5 million of which is box officerevenue.It could make more from higher ticket prices

but aims to keep theatre affordable, with toptickets for the big shows costing around £40.All told, the stage is set for the West Country to

once again enjoy a dramatic – and profitable –year in the world of film, television and theatre.

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - STAFF DEVELOPMENT 4544 BUSINESS GUIDE 2016 - STAFF DEVELOPMENT THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

“Train people well enough so they can leave.Treat them well enough so they don’t want to.”Those words of Sir Richard Branson are at the

heart of thewayhewants hisVirgin companies toact.But they also sum up the approach of one of the

west’s most forward-thinking firms.Engineering specialist Hydrock, whose

headquarters are at Almondsbury near Bristol,came 13th in theSundayTimesBestCompanies toWork For list in 2015.At the heart of its commitment to personal

development is its Grow Your Own policy of

bringing on its own talent. It’s a process that canstart at the work experience stage, with the 500-strong firm keen to make the most of graduateand internship schemes.One of the ten tenets of Hydrock’s corporate

ethos – along with “we believe our families comefirst” – is “we are committed to continuousprofessional and personal development”.The firm, which provides consultancy and con-

tracting services, was ranked ninth in the coun-try for personal growth potential, while 84 percent of people said they wouldn’t leave if theywere offered another job.Its website stresses the technical and health

and safety training that is given to all staff, butadds: “We also invest in individuals’ personalskills development and leadership capability –developing our future leaders and helping themto mentor more junior members of the team.”Essentially, Hydrock wants all its people to be

their best – helping staff from support depart-ments as well as its engineers to pursue profes-sional qualifications.Hydrock has supported a number of employees

in degrees and further educational courses, andis an accredited provider of training under anagreement with the Institute of Civil Engineers,while also helping staff complete qualificationswith other professional bodies.The firm operates in one of the most competit-

ive employment markets in the country, withmassive infrastructure investment projects suchas HS2 and Hinkley Point turning civil engineersinto some of the most sought-after expertsaround.Marketing director Graham Munday said:

“There is a war for talent.“There has been a fantastic commitment by the

government to infrastructure in all its differentguises, but it’s well acknowledged that one of thebiggest challenges we face is that we don’t haveenough people.“So if you’ve got people and they’re good, you

want to be hanging onto them.”He added: “There are a number of people who

have been with Hydrock for a very long time.Some of them started with us at a quite a juniorlevel and now have much more senior roles. Thatis the payback from investing in people andseeing them develop.”Mr Munday said the firm was very proud of its

Sunday Times list success, and was hoping to dowell again in this year’s compilation.Hydrock founder and managing director Dr

Brian McConnell is the driving force behind itscommitment to doing the little things thatmatter.He takes staff at each of the company’s offices

out for a curry every year after delivering hisannual corporate presentation, gives eachworkera £200 healthy living bonus, and last year took thevast majority of his workforce to Majorca for twodays to celebrate the firm’s 20th anniversary.Not much further down that Sunday Times list,

at number 25 overall, was Bristol-based gas and

competent, skilled and motivated workforce.”Its critical care serviceswere rated as outstand-

ing by the Care Quality Commission in Marchlast year, with the watchdog body praising thedepartment’s commitment to education andtraining of both nurses and trainee doctors.The trust is rightly proud of its apprentices and

their achievements, with the Lifelong Learningteam awarded the Gloucestershire Media Ap-prentice Employer of the Year (25+) title last year,with apprentice nursery nurse Liam Southgatebeing named Gloucestershire Apprentice of theYear.Staff discuss their training and development

needs at their annual appraisals, with the hospit-als aiming to demonstrate the return on invest-ment, looking at the impact on quality of care, thesafety of patients as well as the patient experi-ence.Ms Blandford added: “As an organisation we

truly value our employees and recognise that weneed to recruit and train to ensure that we retainour staff and to help equip them with the skillsthey need to deliver the best care for everyone.”Its annual staff awards celebrate significant

contributions made to improving the health andwellbeing of patients and staff, recognising indi-viduals who have shown exceptional qualityabove and beyond what is expected and teamsthat have demonstrated improvements in work-ing practices that have benefited patients.Amy Roberts, 21, is a Health Care Assistant

(HCA) in theOrthopaedic Theatres at Gloucester-shire Royal Hospital, and joined the trust inSeptember 2012 as an apprentice.“I was leaving school and knew I wanted to go

into health care, whenmy careers adviser sugges-ted I look at apprenticeships at the local hospital,so I went for it.“I was among the first cohort of apprentice-

ships at the trust and after 14months I got a job asan HCA.“It worked out really well for me and happened

at just the right time.“I got a lot of support from the Lifelong Learn-

ing Team, as well asmy colleagues and the seniorteam because they knew I wanted to go on and donursing and I really enjoyed theatres.“I had a lot of work to do in addition to my

working day, but you get study days and thematerials you need.“I then got the opportunity to take an access

coursewhich has broughtme up to the same levelas A-levels and amnow preparing to take the nextstep which is nurse training at the University ofthe West of England.“I have handed my notice in for my current

position, and amstartingmyadult nurse trainingin February, which is a three-year degree courseand I would like to return to the trust when Iqualify as a registered nurse.”

electricity supplier OVO Energy, which hasgrown to nearly 500 staff in little more than fiveyears.The firm invests heavily in training, with mod-

ules at what it calls the Ovo University, and staffgiven learning plans every six months.Graduates have a day set aside for training

every month, while everyone is guaranteed fourdays of learning a year.The firm’s website says: “We think personal

development is integral to an individual’s satis-faction and if you’ve been with us for three yearsor more we fully support applications for careerbreaks for up to six months, enabling people topursue personal activities, confident their posi-tion is waiting for them to return.”Another shining star in the west is food manu-

facturer Danone, which owns the Cow and Gatebrand and has a major base at Trowbridge.It was rated as the 26th best company to work

for by graduates in 2015.The public sector in thewest is showing theway

when it comes to the development of staff skills,knowledge and talent.The Gloucestershire Hospitals NHS Founda-

tion Trust, which runs the main hospitals inGloucester and Cheltenham, has a set of educa-tional departments, including its Lifelong Learn-ing team, and its own quality improvementacademy.Its head of lifelong learning Lucy Blandford

(right) said: “Goodquality education anddevelop-ment are fundamental to providing our servicesand in particular, to continually improving theexperience of our patients.“We are committed to providing education,

training and development that enable us to deliv-er safe, dignified and compassionate care. Thedelivery of ‘best care for everyone’ relies on theskills and ability of our staff.“Education and development enables us to at-

tract and retain the highest quality of staff in allareas and to deliver the best possible service andpatient experience and clearly, access to highquality training ensures we have an up-to-date,

The key to keepingyour people is totreat them like peopleThere is ferocious competition for talented staff amongthe region’s employers, reports Paul Wiltshire. Socompanies are placing even greater importance onretaining people by putting an emphasis on training –and taking them out for the odd curry

Hydrock views the retaining of staff as key to its success. As well as seeing training as vital, the MD takes staff out for a curry every year after delivering his annual corporate presentation and last year took the vast majority of his workforce to Majorca to celebrate the firm’s 20th anniversary

Hydrock founder andmanaging director DrBrian McConnell showshis appreciation of hisemployees

Some 75 per cent of employers believe they areresponsible for influencing employee health, ac-cording to Aon Benefits and Trends Survey 2015Aon Employee Benefit has found in its annual

Benefits and Trends Survey that three-quartersof UK employers believe they are responsible forpositively influencing employee health, yet manydo not appear to be doing so in the most effectiveway.The survey showed that 75 per cent of busi-

nesses believe they are responsible for changingemployee health and wellbeing behaviours, yet,incongruously, 72 per cent do not currently have aspecific budget for it and 38 per cent don’t use anydata or analytics to inform to their strategy.Furthermore, only 25 per cent of employers havea branded health and wellness programme inplace.Matthew Lawrence, head of broking and pro-

position for Health and Risk at Aon EmployeeBenefits, said: “It has long been accepted that ahealthy and engagedworkforce is amore product-ive workforce. There are some positives in thisyear’s survey outcomes, as well as elements wecan learn from too.“The fact that employers are increasingly re-

cognising that good employee health is import-ant, and that they know theyhave a central role inpositively influencing employee lifestyle and be-havioural risks is encouraging.We know too, that19 per cent of employers intend to introduce aspecific budget to focus on health and wellbeingwithin the next three years.“Generally, employers need to find the most

effective route ahead – and most currently aren’tdoing that. The key is to turn positive intentionsinto meaningful activity. We are witnessing ashift – more employers are adopting a proactiveapproach, moving the focus away from just man-aging employee ill health to using data to under-stand their employee health risks.”Employers that analyse and segment their data

gain valuable insights into the causes of ill-health, absence and claims. They can targethigher risk populations and shift towards a moresustainable and preventable model of health andwellbeingwhichhelps employees to engagebetterwith their health and improve their lifestylerisks.The full 2015 Employee Benefits and Trends

Survey can be downloaded http://insight.aon.com/UK_2015ARSFORM_BenefitsandTrendsSurvey2015

For a discussion on your workplace benefit challengesand a complimentary review please contact: MartinParish | Area Director, Aon Employee Benefits, 25Marsh Street, Bristol on 0117 900 4227 ormartin.parish@aon.co.uk

“

”

Good qualityeducation anddevelopment arefundamental toproviding ourservices and inparticular, tocontinuallyimproving theexperience ofour patients

Is your firmreally doingenough foremployeewellbeing?

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - STAFF DEVELOPMENT 4544 BUSINESS GUIDE 2016 - STAFF DEVELOPMENT THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

“Train people well enough so they can leave.Treat them well enough so they don’t want to.”Those words of Sir Richard Branson are at the

heart of thewayhewants hisVirgin companies toact.But they also sum up the approach of one of the

west’s most forward-thinking firms.Engineering specialist Hydrock, whose

headquarters are at Almondsbury near Bristol,came 13th in theSundayTimesBestCompanies toWork For list in 2015.At the heart of its commitment to personal

development is its Grow Your Own policy of

bringing on its own talent. It’s a process that canstart at the work experience stage, with the 500-strong firm keen to make the most of graduateand internship schemes.One of the ten tenets of Hydrock’s corporate

ethos – along with “we believe our families comefirst” – is “we are committed to continuousprofessional and personal development”.The firm, which provides consultancy and con-

tracting services, was ranked ninth in the coun-try for personal growth potential, while 84 percent of people said they wouldn’t leave if theywere offered another job.Its website stresses the technical and health

and safety training that is given to all staff, butadds: “We also invest in individuals’ personalskills development and leadership capability –developing our future leaders and helping themto mentor more junior members of the team.”Essentially, Hydrock wants all its people to be

their best – helping staff from support depart-ments as well as its engineers to pursue profes-sional qualifications.Hydrock has supported a number of employees

in degrees and further educational courses, andis an accredited provider of training under anagreement with the Institute of Civil Engineers,while also helping staff complete qualificationswith other professional bodies.The firm operates in one of the most competit-

ive employment markets in the country, withmassive infrastructure investment projects suchas HS2 and Hinkley Point turning civil engineersinto some of the most sought-after expertsaround.Marketing director Graham Munday said:

“There is a war for talent.“There has been a fantastic commitment by the

government to infrastructure in all its differentguises, but it’s well acknowledged that one of thebiggest challenges we face is that we don’t haveenough people.“So if you’ve got people and they’re good, you

want to be hanging onto them.”He added: “There are a number of people who

have been with Hydrock for a very long time.Some of them started with us at a quite a juniorlevel and now have much more senior roles. Thatis the payback from investing in people andseeing them develop.”Mr Munday said the firm was very proud of its

Sunday Times list success, and was hoping to dowell again in this year’s compilation.Hydrock founder and managing director Dr

Brian McConnell is the driving force behind itscommitment to doing the little things thatmatter.He takes staff at each of the company’s offices

out for a curry every year after delivering hisannual corporate presentation, gives eachworkera £200 healthy living bonus, and last year took thevast majority of his workforce to Majorca for twodays to celebrate the firm’s 20th anniversary.Not much further down that Sunday Times list,

at number 25 overall, was Bristol-based gas and

competent, skilled and motivated workforce.”Its critical care serviceswere rated as outstand-

ing by the Care Quality Commission in Marchlast year, with the watchdog body praising thedepartment’s commitment to education andtraining of both nurses and trainee doctors.The trust is rightly proud of its apprentices and

their achievements, with the Lifelong Learningteam awarded the Gloucestershire Media Ap-prentice Employer of the Year (25+) title last year,with apprentice nursery nurse Liam Southgatebeing named Gloucestershire Apprentice of theYear.Staff discuss their training and development

needs at their annual appraisals, with the hospit-als aiming to demonstrate the return on invest-ment, looking at the impact on quality of care, thesafety of patients as well as the patient experi-ence.Ms Blandford added: “As an organisation we

truly value our employees and recognise that weneed to recruit and train to ensure that we retainour staff and to help equip them with the skillsthey need to deliver the best care for everyone.”Its annual staff awards celebrate significant

contributions made to improving the health andwellbeing of patients and staff, recognising indi-viduals who have shown exceptional qualityabove and beyond what is expected and teamsthat have demonstrated improvements in work-ing practices that have benefited patients.Amy Roberts, 21, is a Health Care Assistant

(HCA) in theOrthopaedic Theatres at Gloucester-shire Royal Hospital, and joined the trust inSeptember 2012 as an apprentice.“I was leaving school and knew I wanted to go

into health care, whenmy careers adviser sugges-ted I look at apprenticeships at the local hospital,so I went for it.“I was among the first cohort of apprentice-

ships at the trust and after 14months I got a job asan HCA.“It worked out really well for me and happened

at just the right time.“I got a lot of support from the Lifelong Learn-

ing Team, as well asmy colleagues and the seniorteam because they knew I wanted to go on and donursing and I really enjoyed theatres.“I had a lot of work to do in addition to my

working day, but you get study days and thematerials you need.“I then got the opportunity to take an access

coursewhich has broughtme up to the same levelas A-levels and amnow preparing to take the nextstep which is nurse training at the University ofthe West of England.“I have handed my notice in for my current

position, and amstartingmyadult nurse trainingin February, which is a three-year degree courseand I would like to return to the trust when Iqualify as a registered nurse.”

electricity supplier OVO Energy, which hasgrown to nearly 500 staff in little more than fiveyears.The firm invests heavily in training, with mod-

ules at what it calls the Ovo University, and staffgiven learning plans every six months.Graduates have a day set aside for training

every month, while everyone is guaranteed fourdays of learning a year.The firm’s website says: “We think personal

development is integral to an individual’s satis-faction and if you’ve been with us for three yearsor more we fully support applications for careerbreaks for up to six months, enabling people topursue personal activities, confident their posi-tion is waiting for them to return.”Another shining star in the west is food manu-

facturer Danone, which owns the Cow and Gatebrand and has a major base at Trowbridge.It was rated as the 26th best company to work

for by graduates in 2015.The public sector in thewest is showing theway

when it comes to the development of staff skills,knowledge and talent.The Gloucestershire Hospitals NHS Founda-

tion Trust, which runs the main hospitals inGloucester and Cheltenham, has a set of educa-tional departments, including its Lifelong Learn-ing team, and its own quality improvementacademy.Its head of lifelong learning Lucy Blandford

(right) said: “Goodquality education anddevelop-ment are fundamental to providing our servicesand in particular, to continually improving theexperience of our patients.“We are committed to providing education,

training and development that enable us to deliv-er safe, dignified and compassionate care. Thedelivery of ‘best care for everyone’ relies on theskills and ability of our staff.“Education and development enables us to at-

tract and retain the highest quality of staff in allareas and to deliver the best possible service andpatient experience and clearly, access to highquality training ensures we have an up-to-date,

The key to keepingyour people is totreat them like peopleThere is ferocious competition for talented staff amongthe region’s employers, reports Paul Wiltshire. Socompanies are placing even greater importance onretaining people by putting an emphasis on training –and taking them out for the odd curry

Hydrock views the retaining of staff as key to its success. As well as seeing training as vital, the MD takes staff out for a curry every year after delivering his annual corporate presentation and last year took the vast majority of his workforce to Majorca to celebrate the firm’s 20th anniversary

Hydrock founder andmanaging director DrBrian McConnell showshis appreciation of hisemployees

Some 75 per cent of employers believe they areresponsible for influencing employee health, ac-cording to Aon Benefits and Trends Survey 2015Aon Employee Benefit has found in its annual

Benefits and Trends Survey that three-quartersof UK employers believe they are responsible forpositively influencing employee health, yet manydo not appear to be doing so in the most effectiveway.The survey showed that 75 per cent of busi-

nesses believe they are responsible for changingemployee health and wellbeing behaviours, yet,incongruously, 72 per cent do not currently have aspecific budget for it and 38 per cent don’t use anydata or analytics to inform to their strategy.Furthermore, only 25 per cent of employers havea branded health and wellness programme inplace.Matthew Lawrence, head of broking and pro-

position for Health and Risk at Aon EmployeeBenefits, said: “It has long been accepted that ahealthy and engagedworkforce is amore product-ive workforce. There are some positives in thisyear’s survey outcomes, as well as elements wecan learn from too.“The fact that employers are increasingly re-

cognising that good employee health is import-ant, and that they know theyhave a central role inpositively influencing employee lifestyle and be-havioural risks is encouraging.We know too, that19 per cent of employers intend to introduce aspecific budget to focus on health and wellbeingwithin the next three years.“Generally, employers need to find the most

effective route ahead – and most currently aren’tdoing that. The key is to turn positive intentionsinto meaningful activity. We are witnessing ashift – more employers are adopting a proactiveapproach, moving the focus away from just man-aging employee ill health to using data to under-stand their employee health risks.”Employers that analyse and segment their data

gain valuable insights into the causes of ill-health, absence and claims. They can targethigher risk populations and shift towards a moresustainable and preventable model of health andwellbeingwhichhelps employees to engagebetterwith their health and improve their lifestylerisks.The full 2015 Employee Benefits and Trends

Survey can be downloaded http://insight.aon.com/UK_2015ARSFORM_BenefitsandTrendsSurvey2015

For a discussion on your workplace benefit challengesand a complimentary review please contact: MartinParish | Area Director, Aon Employee Benefits, 25Marsh Street, Bristol on 0117 900 4227 ormartin.parish@aon.co.uk

“

”

Good qualityeducation anddevelopment arefundamental toproviding ourservices and inparticular, tocontinuallyimproving theexperience ofour patients

Is your firmreally doingenough foremployeewellbeing?

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - CIDER 4746 BUSINESS GUIDE 2016 - CIDER THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Where quality & excellence comes as standard, call Prestigeon 01285 651004 or Autofix on 01285 654522 or emailinfo@prestige-repairs.co.uk or info@autofix-ciren.co.uk

Unit 2a Quarry Bridge Works80 Chesterton Lane Cirencester GL7 1YD

Part of the

More than 20 Prestige and Autofix people in Cirencester havesigned on to doing the best for you and your car or van.

We pride ourselves on the latest technologyTeam players dedicated to their craftCourtesy cars to keep you on the roadRecovery vehicles fit for purpose

Your car (or van) is ours too

With eight years of continuous British Standardsrecognition, it is vital we never let you down.We have a major reputation for car body and mechanicalrepairs, customer service and excellent value for money.

Two great brands,one great service

There is a bar in Manhattan’s Lower East Sideserving cider at prices that would have the aver-age West Country pub-goer choking on theirpint.ButWestCountry producerswould be foolish in

not looking at the cider renaissance across theAtlantic and seeing a business opportunity.After all, if bars in the Big Apple can get away

with charging up to $300 (£205) per bottle thenwhat’s not to like?The aforementioned bar – Wassail on the oh-so

perfectly appropriate Orchard Street – stocksdozens of ciders from around the globe, includingseveral from Britain.Most bottles are sold for about $50-$60 (£34-£41)

rather than the eye-watering $300 for a 500mlbottle of Aaron Burr, Malus Baccata, 2014, Firstcuveé.But, nevertheless, the margins achievable on

those sorts of prices does rather more to keep acider-maker’s finance director smiling than evena cold glass of apples on a hot afternoon.Much of the American cider renaissance is as

an alternative to wine rather than beer – hencethe ‘first cuveé’ et al – and it is also provingparticularly popular among those intolerant ofgluten.ManyWestCountry cidermakers arewell-positioned to take advantage.For there is no other region on the planet where

the cider heritage runs so deep.All those wine industry buzzwords such as

single-estate, small-batch and varietal certainlyapply to the West’s cidermakers.Inmany cases it is simply amatter of packaging

andmarketing – plus having the nerve to try suchelevated pricing points of course...Somerset-based Thatchers Cider entered the

US marketplace in September 2014, hoping tobenefit from the rapid growth of cider stateside.The 110-year-old family-owned business an-

nounced a three-year tie-up with Innis & Gunn.The Scottish brewer assumed all administrat-

ive, marketing and promotional support forThatchers’ flagship Thatchers Gold brandthrough its US subsidiary, Innis & Gunn USA.It has subsequently launched its popular Green

Goblin variety to America as well.Back at home the Sandford-based cidermaker

continued its remarkable growth.It is one of the fastest growing firms in the

market and in its latest financial results turnoverincreased by around £9 million to £60.4 million.Despite the large increase in sales profits were

down slightly because the company has beeninvesting in new machinery and also opened anew packaging plant and warehouse.The figures cover the period from August 2013

to August 2014. According to the results pre-taxprofits fell slightly, from £5.78 million to £5.7mil-lion.One of the highlights of 2015 was reopening its

pub in Sandford, The Railway Inn, after refur-bishment.It also strengthened its board by appointing

former CBI chief and business minister LordDigby-Jones as a non-executive director.Herefordshire cider giant Westons also out-

performed a relatively stagnant UK market, ac-cording to its latest figures.Turnover at the historicMuchMarcle firmwas

up more than £3 million to £58.6 million in theyear to March 2015, but pre-tax profits (£1.72million) were more modest than at the similar-sized Thatchers.

The strategic report in its accounts said: “De-clining UK alcohol consumption has obviouslyput pressure on business as the pie effectivelybecomes smaller.“Indeed alcohol consumption has fallen by 18

per cent in the last decade with one in five adultsreportedly teetotal and 40 per cent of 18-24 yearolds claiming not to drink on a regular basis.“However, Westons’ share of the UK cider pro-

duction has risen over the past 12 months and isaccelerating ahead of a declining market. Thisrepresents a 0.9 per cent increase in UK cidermarket share to a record of 4.8 per cent.“Westons continues to lead on the innovation

front bringing new products to market includingCaple Road, the first craft cider in a can whichwon the International Cider Challenge 2015 goldaward.”In September one of Bristol’s biggest and most

historic businesses has been snapped up by theowner of Bargain Booze.Conviviality Retail announced a £200 million

takeover of Matthew Clark to create a wholesaledrinks giant with sales of more than £1.1 billion.Conviviality is snapping up the South Bristol-

based drinks distribution firm from pub groupPunch Taverns and Accolade Wines group tocreate a “major player” in the wholesale drinksmarket.Shares in Conviviality surged asmuch as 26 per

cent higher after details of the deal were re-vealed.Conviviality, which has 624 stores under its

Bargain Booze and Wine Rack brands, had sus-pended its shares at the start of July after reveal-ing it was in takeover talks with Matthew Clark.Matthew Clark, which was founded in 1810, is

based inWhitchurch and is the largest independ-ent distributor to the UK on-trade drinks sector,delivering to around 17,000 customers each year.It delivers more than 48 million bottles of wine,

22 million bottles of spirits, 171 million pints ofbeer and 16 million bottles of cider a year.Diana Hunter, chief executive of Conviviality,

said: “By operating a delivered wholesale modelwe can serve a diverse range of customers andbuild our wine and spirit volumes further whilesimultaneously strengthening our retail chan-nel.“The acquisition will create a major player in

the UK drinks wholesale market.”Conviviality will pay £100.7 million to Punch

and has agreed a ten-year non-exclusive drinkssupply contract with Punch and Accolade.The deal is classed as a reverse takeover due to

Conviviality’s smaller market value.It is being funded by a £130 million share

placing and an £80 million drawdown of thegroup’s debt facilities.In the brewing sector Bath Ales, which brewed

its first batch of its flagship ale Gem in 1995,marked its 20th anniversary in 2015.It enters 2016 in solid position to continue its

growth.Roger Jones, joint founder and managing dir-

ector at Bath Ales, said: “Gem was the very firstbeermade byBathAles in 1995when the harewasoriginally born. We were determined to create anexceptional ‘best bitter’ with a superb depth offlavour and great balance.“Despite the influx of new breweries opening

and more beers to compete against, Gem hascontinued to be highly regarded by competitionjudges and beer fans alike, which is testament tothe quality of that original work.”Bath Ales now operates 11 venues across the

West including its Graze Bar & Chophouse inBristol, Bath andCirencester, craft beer and pizzabar in Bristol, two bar and restaurants insideColston Hall and its more traditional pubs likeThe Swan, The Hop Pole and The Wellington.

Richard Bache looks at the incredible prices cider isbeing sold at in America – and the opportunities itcould offer for the West’s artisanal cider producers.Meanwhile things are far less rosy for other majorplayers

Re-opening the Railway Inn in Sandford was one of the highlights of 2015 forSomerset cidermaker Thatchers. Treasury minister Damian Hinds (left) tries a pintserved by Martin Thatcher

Some cider glasses are very full and sadly others are very empty

Of all the places in theWest Country synonymouswith cider production few, if any, have such astrong connection as Shepton Mallet.The Mendip town has more than 200 years of

cider-making heritage, so the announcement thismonth that the Shepton Mallet Cider Mill wouldclose sparked shock and mourning.Irish owner C&C has been widely criticised for

the decision – which critics blame on a series ofstrategic errors by the Magners’ owner.C&C though says it has become a victim of the

success of the cider industry, with large rivalssuch as Stella Artois and Carling entering themarket aggressively.The human cost of C&C’s decision to concen-

trate production in Ireland is the loss of 120 jobsin Shepton.C&C will continue to pulp Somerset apples for

brands such as Blackthorn and Natch, but therehas to be a concern in the supply chain overwhether it will continue to do so over the longterm.Landlord of the Swan in Shepton, and chair-

man of Shepton Mallet Chamber of Commerce,Ian Jarmaine told the SheptonMallet Journal: “Itis certainly a disaster for those who have losttheir jobs. And it is always disappointing to see abusiness that has been here for so long moveaway.”He saidwhile therewere stillmore vacancies in

SheptonMallet than people available to fill them,there has been amore general decline in jobs overthe past quarter of a century.A spokesman for C&C said: “The reason we

acquired the SheptonMallet cidery in 2009 was toexpand it and build a bigger business.We did this,investing £10 million in a new bottling line andmore than doubling the sales and commercialteam to 90 people.“However, the price of cider in a supermarket

has since dropped by more than 40 per cent toaround £1.20, driven down by large internationalcompetitors such as Stella and Carling enteringthe market aggressively. Despite our efforts wehave had to recognise that we cannot maintainthree manufacturing sites at just 35 per centcapacity utilisation which led to the announce-ment last week.“Itwas avery toughdecision to take andnot one

taken lightly. Our focus now is on our employeesand we are working hard to mitigate some of theimpact for employees here in Shepton and inIreland.”And in the Tourist Information Centre at the

top of the high street, Lorraine Pratten is read-justing her pitch to tourists visiting Shepton inlight of the cider mill’s imminent closure.She said: “We would say to tourists that we had

the oldestworking prison and the largestworkingcider mill in Europe.“Now we will have to say we ‘used to’, we keep

having to use the past tense.”Whether the mill has a future under other

owners or be redeveloped for other uses remainsto be seen.

The Shepton Mallet Cider Mill

Shepton Mallet –a town in shock

“”

The Mendip town has more than 200years of cider-making heritage

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - CIDER 4746 BUSINESS GUIDE 2016 - CIDER THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Where quality & excellence comes as standard, call Prestigeon 01285 651004 or Autofix on 01285 654522 or emailinfo@prestige-repairs.co.uk or info@autofix-ciren.co.uk

Unit 2a Quarry Bridge Works80 Chesterton Lane Cirencester GL7 1YD

Part of the

More than 20 Prestige and Autofix people in Cirencester havesigned on to doing the best for you and your car or van.

We pride ourselves on the latest technologyTeam players dedicated to their craftCourtesy cars to keep you on the roadRecovery vehicles fit for purpose

Your car (or van) is ours too

With eight years of continuous British Standardsrecognition, it is vital we never let you down.We have a major reputation for car body and mechanicalrepairs, customer service and excellent value for money.

Two great brands,one great service

There is a bar in Manhattan’s Lower East Sideserving cider at prices that would have the aver-age West Country pub-goer choking on theirpint.ButWestCountry producerswould be foolish in

not looking at the cider renaissance across theAtlantic and seeing a business opportunity.After all, if bars in the Big Apple can get away

with charging up to $300 (£205) per bottle thenwhat’s not to like?The aforementioned bar – Wassail on the oh-so

perfectly appropriate Orchard Street – stocksdozens of ciders from around the globe, includingseveral from Britain.Most bottles are sold for about $50-$60 (£34-£41)

rather than the eye-watering $300 for a 500mlbottle of Aaron Burr, Malus Baccata, 2014, Firstcuveé.But, nevertheless, the margins achievable on

those sorts of prices does rather more to keep acider-maker’s finance director smiling than evena cold glass of apples on a hot afternoon.Much of the American cider renaissance is as

an alternative to wine rather than beer – hencethe ‘first cuveé’ et al – and it is also provingparticularly popular among those intolerant ofgluten.ManyWestCountry cidermakers arewell-positioned to take advantage.For there is no other region on the planet where

the cider heritage runs so deep.All those wine industry buzzwords such as

single-estate, small-batch and varietal certainlyapply to the West’s cidermakers.Inmany cases it is simply amatter of packaging

andmarketing – plus having the nerve to try suchelevated pricing points of course...Somerset-based Thatchers Cider entered the

US marketplace in September 2014, hoping tobenefit from the rapid growth of cider stateside.The 110-year-old family-owned business an-

nounced a three-year tie-up with Innis & Gunn.The Scottish brewer assumed all administrat-

ive, marketing and promotional support forThatchers’ flagship Thatchers Gold brandthrough its US subsidiary, Innis & Gunn USA.It has subsequently launched its popular Green

Goblin variety to America as well.Back at home the Sandford-based cidermaker

continued its remarkable growth.It is one of the fastest growing firms in the

market and in its latest financial results turnoverincreased by around £9 million to £60.4 million.Despite the large increase in sales profits were

down slightly because the company has beeninvesting in new machinery and also opened anew packaging plant and warehouse.The figures cover the period from August 2013

to August 2014. According to the results pre-taxprofits fell slightly, from £5.78 million to £5.7mil-lion.One of the highlights of 2015 was reopening its

pub in Sandford, The Railway Inn, after refur-bishment.It also strengthened its board by appointing

former CBI chief and business minister LordDigby-Jones as a non-executive director.Herefordshire cider giant Westons also out-

performed a relatively stagnant UK market, ac-cording to its latest figures.Turnover at the historicMuchMarcle firmwas

up more than £3 million to £58.6 million in theyear to March 2015, but pre-tax profits (£1.72million) were more modest than at the similar-sized Thatchers.

The strategic report in its accounts said: “De-clining UK alcohol consumption has obviouslyput pressure on business as the pie effectivelybecomes smaller.“Indeed alcohol consumption has fallen by 18

per cent in the last decade with one in five adultsreportedly teetotal and 40 per cent of 18-24 yearolds claiming not to drink on a regular basis.“However, Westons’ share of the UK cider pro-

duction has risen over the past 12 months and isaccelerating ahead of a declining market. Thisrepresents a 0.9 per cent increase in UK cidermarket share to a record of 4.8 per cent.“Westons continues to lead on the innovation

front bringing new products to market includingCaple Road, the first craft cider in a can whichwon the International Cider Challenge 2015 goldaward.”In September one of Bristol’s biggest and most

historic businesses has been snapped up by theowner of Bargain Booze.Conviviality Retail announced a £200 million

takeover of Matthew Clark to create a wholesaledrinks giant with sales of more than £1.1 billion.Conviviality is snapping up the South Bristol-

based drinks distribution firm from pub groupPunch Taverns and Accolade Wines group tocreate a “major player” in the wholesale drinksmarket.Shares in Conviviality surged asmuch as 26 per

cent higher after details of the deal were re-vealed.Conviviality, which has 624 stores under its

Bargain Booze and Wine Rack brands, had sus-pended its shares at the start of July after reveal-ing it was in takeover talks with Matthew Clark.Matthew Clark, which was founded in 1810, is

based inWhitchurch and is the largest independ-ent distributor to the UK on-trade drinks sector,delivering to around 17,000 customers each year.It delivers more than 48 million bottles of wine,

22 million bottles of spirits, 171 million pints ofbeer and 16 million bottles of cider a year.Diana Hunter, chief executive of Conviviality,

said: “By operating a delivered wholesale modelwe can serve a diverse range of customers andbuild our wine and spirit volumes further whilesimultaneously strengthening our retail chan-nel.“The acquisition will create a major player in

the UK drinks wholesale market.”Conviviality will pay £100.7 million to Punch

and has agreed a ten-year non-exclusive drinkssupply contract with Punch and Accolade.The deal is classed as a reverse takeover due to

Conviviality’s smaller market value.It is being funded by a £130 million share

placing and an £80 million drawdown of thegroup’s debt facilities.In the brewing sector Bath Ales, which brewed

its first batch of its flagship ale Gem in 1995,marked its 20th anniversary in 2015.It enters 2016 in solid position to continue its

growth.Roger Jones, joint founder and managing dir-

ector at Bath Ales, said: “Gem was the very firstbeermade byBathAles in 1995when the harewasoriginally born. We were determined to create anexceptional ‘best bitter’ with a superb depth offlavour and great balance.“Despite the influx of new breweries opening

and more beers to compete against, Gem hascontinued to be highly regarded by competitionjudges and beer fans alike, which is testament tothe quality of that original work.”Bath Ales now operates 11 venues across the

West including its Graze Bar & Chophouse inBristol, Bath andCirencester, craft beer and pizzabar in Bristol, two bar and restaurants insideColston Hall and its more traditional pubs likeThe Swan, The Hop Pole and The Wellington.

Richard Bache looks at the incredible prices cider isbeing sold at in America – and the opportunities itcould offer for the West’s artisanal cider producers.Meanwhile things are far less rosy for other majorplayers

Re-opening the Railway Inn in Sandford was one of the highlights of 2015 forSomerset cidermaker Thatchers. Treasury minister Damian Hinds (left) tries a pintserved by Martin Thatcher

Some cider glasses are very full and sadly others are very empty

Of all the places in theWest Country synonymouswith cider production few, if any, have such astrong connection as Shepton Mallet.The Mendip town has more than 200 years of

cider-making heritage, so the announcement thismonth that the Shepton Mallet Cider Mill wouldclose sparked shock and mourning.Irish owner C&C has been widely criticised for

the decision – which critics blame on a series ofstrategic errors by the Magners’ owner.C&C though says it has become a victim of the

success of the cider industry, with large rivalssuch as Stella Artois and Carling entering themarket aggressively.The human cost of C&C’s decision to concen-

trate production in Ireland is the loss of 120 jobsin Shepton.C&C will continue to pulp Somerset apples for

brands such as Blackthorn and Natch, but therehas to be a concern in the supply chain overwhether it will continue to do so over the longterm.Landlord of the Swan in Shepton, and chair-

man of Shepton Mallet Chamber of Commerce,Ian Jarmaine told the SheptonMallet Journal: “Itis certainly a disaster for those who have losttheir jobs. And it is always disappointing to see abusiness that has been here for so long moveaway.”He saidwhile therewere stillmore vacancies in

SheptonMallet than people available to fill them,there has been amore general decline in jobs overthe past quarter of a century.A spokesman for C&C said: “The reason we

acquired the SheptonMallet cidery in 2009 was toexpand it and build a bigger business.We did this,investing £10 million in a new bottling line andmore than doubling the sales and commercialteam to 90 people.“However, the price of cider in a supermarket

has since dropped by more than 40 per cent toaround £1.20, driven down by large internationalcompetitors such as Stella and Carling enteringthe market aggressively. Despite our efforts wehave had to recognise that we cannot maintainthree manufacturing sites at just 35 per centcapacity utilisation which led to the announce-ment last week.“Itwas avery toughdecision to take andnot one

taken lightly. Our focus now is on our employeesand we are working hard to mitigate some of theimpact for employees here in Shepton and inIreland.”And in the Tourist Information Centre at the

top of the high street, Lorraine Pratten is read-justing her pitch to tourists visiting Shepton inlight of the cider mill’s imminent closure.She said: “We would say to tourists that we had

the oldestworking prison and the largestworkingcider mill in Europe.“Now we will have to say we ‘used to’, we keep

having to use the past tense.”Whether the mill has a future under other

owners or be redeveloped for other uses remainsto be seen.

The Shepton Mallet Cider Mill

Shepton Mallet –a town in shock

“”

The Mendip town has more than 200years of cider-making heritage

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - SPORT 4948 BUSINESS GUIDE 2016 - SPORT THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

The framework of the new West Stand at AshtonGate has become a striking and dominant addi-tion to the South Bristol skyscape.Standing 121 feet high it dwarfs the other stands

at the home of Bristol City and Bristol Rugby.It is the centrepiece of the £45million revamp of

Ashton Gate that will determine if Bristol Sportowner Steve Lansdown’s dream for sport in thecity are to be realised.The increased capacity – and the vastly im-

proved corporate facilities at the ground – shouldhelp generate the revenue necessary to help

sustain top flight football and rugby.While the progress of the stadium development

has been as planned, life on the pitch remainsmore complicated than ever in the brutally com-petitive second tier of English sport.Bristol Rugby, at the time ofwriting, sit atop the

RFU Championship, but the success or otherwiseof their season will be dictated by the end-of-season play-offs.No Bristol Rugby fan needs reminding of the

vagaries of that particular format after the heart-breaking loss toWorcester in the dying seconds oflast season.And Bristol City meanwhile have found adjust-

ing to life in the SkyBet Championship a substan-tial challenge after last year’s promotion.Fans of the Robins will be hoping that over the

next four months City will find a way to pullthemselves clear of a relegation scrap.But irrespective of short-term results on the

pitch it is clear that the foundations are being putin place for long-term success at Ashton Gate.The substantial improvements to conferencing

facilities are a boost not just to the club’s financesbut to the business community in Bristol and theSouth West.Matchday revenues should also grow substan-

tially with the addition of the Heineken Loungeand Bristol Sports Bar & Grill.Via the Lansdown Club business network or-

ganisation the club is deepening ties with busi-ness in the region.Equally substantial redevelopment has taken

place at Cheltenham Racecourse in the pastyear.Racegoers visiting the 2016 Cheltenham Festiv-

al inMarchwill reap the benefits of a new stand atPrestbury Park.The £45 million project to improve the race-

course has been completed and lastNovember thePrincess Royal officially opened the new standthat bears her name.She said: “It is a real honour and privilege that

it may carry at the moment my name but therehave been one or two Princess Royals. I’m surefuture generations will be sufficiently confusedas to which one it was named after.“I am touched that you should have askedme to

lend my name to this stand.“You have been kind enough to let me enjoy

National Hunt racing on the course and upsidesthe professionals and I have had some of mygreatest triumphs and my biggest fears in doingso.“It has been a pleasure to have been involved

and I hope National Hunt racing, and all thosewho support it, can take pride in what has beenachieved here because it is a result of yoursupport as well as their investment. Their invest-ment depends very much on the popularity andthe quality of racing here.”Thenew stand includes anewannualmembers’

bar, champagne bar, state of the art owners andtrainers area, the Cotswolds Club, the Chelten-ham Club, the Vestey Bar, the Royal Box, 11

start of the 2016 season.Somerset County Cricket Club unveiled its new

£3.8 million pavilion at its Taunton home as partof its plan to stage international matches in2017.It includes five first-floor executive suites,

which can each hold 20 people, and the 1875 Club,a dining room for members, all of which haveviews over the ground. There is a second-floorterrace, looking out to the Quantock Hills andabove the mellow wooden canopy that protectsthe terrace from rain are the press rooms, radioroom and scorers’ box.At the unveiling Andy Nash, chairman of the

club, said: “Today is a very significant day foreveryonewho loves Somerset and is part of it. TheSomerset Pavilion not only represents a hugeimprovement in the facilities we can offer atTaunton, but also concretes ourCategoryB status– and that means international cricket coming toTaunton. It won’t be long until we’re saying thatEngland are playing here next year.”TheCountyGround is set to stage aT20 interna-

tional in June 2017, with England facing SouthAfrica. It is also hoping to stage some of thewomen’s World Cup games also in 2017, and hasbeen confirmed as a venue for the 2019 ICCmen’sWorld Cup.The new stand seats around 1,500.The executive boxes are each named after the

club’s old grounds around the county – Yeovil,Weston-super-Mare, Glastonbury, Frome andBath. The plan is to let three on an annual basiswith two kept for matches within the season.Looking to the future, chief executive Guy

Lavender said: “The whole of next season will befocused on getting ready for the international.”Somerset will have to fight above their weight

next season as they are the only team in the firstdivision of the County Championship not to be aTest Match host, with the extra revenue thatgenerates.However, the new stand gives the county the

best chance of competing with bigger rivals.Another ambitious club hoping a stadium de-

velopment will help foster rapid growth is ForestGreen Rovers in Gloucestershire.Millionaire businessman Dale Vince wants to

build a huge eco-park and sports stadium nearJunction 13 of the M5.Mr Vince said that the ambitious plans to move

Forest Green Rovers from their Nailsworth hill-top home to the bottom of the Stroud Valleyscould help the club go from the National Leagueto the ChampionshipThe proposal for land either side of the A419

next to the motorway junction would create acentre of excellence for sport and sports sciencein the south west, Ecotricity said.“Eco Park will be a fantastic new home for

Forest Green Rovers and will help to transformsport across the south west by creating state-of-the-art facilities for a variety of sports,” said MrVince.However, it faces substantial opposition from

residents living near the proposed site before itever sees the light of day.Speaking late last year Mr Vince said: “There

have obviously been some concerns raised by afew people in Eastington, but we expected thatand hopefully we can allay their fears and answertheir questions about traffic problems and otherthings.“We’re hoping to have outline planning consent

in the spring and if we’re luckywe could be readyto start on the site in 18 months or two years. Ihope five years is a conservative estimate interms of the stadium being ready to go.”The other half of the eco park would comprise a

green technologybusiness parkwith sustainably-built commercial offices and light industrialunits potentially creating up to 4,000 jobs. Theoverall concept includes the potential develop-ment of a public transport hub, including aStroud park and ride, and would also see Ecotri-city work with the Cotswold Canals Trust to openup part of the “missing mile” of the Stroudwatercanal beside the M5.Mr Vince said that if the plans were approved

then “low-carbon affordable homes” would bebuiltwhereForestGreenRovers currently play inNailsworth.

private boxes and 156 new toilets.It was built by course owner The Jockey Club to

help cope with the burgeoning crowds who des-cend on the festival each March.And this year’s blue riband Cheltenham Gold

Cup will have a new sponsor.Timico Technology Group was announced as

the sponsor of The Timico CheltenhamGold Cup,which will be run on the final day of The Festival,Friday, March 18, 2016.The event receives an immediate prize money

boost of £25,000 and will be worth a record£575,000. Telecoms business Timico was startedin 2004 by chief executive TimRadford, who ownsa number of racehorses including Somersby.The Cheltenham Gold Cup is the most valuable

Grade One chase in Britain and Timico hassigned a four-year deal to sponsor NationalHunt’s flagship race.The race had previously been sponsored by

Betfred and it is thought the deal with Timicomay herald a move whereby National Huntracing’s reliance on bookmaker sponsorship ischallenged by new entrants.MrRadfordhas been reported as saying that the

week of the Cheltenham Festival is the secondquietest of the year (after Christmas) in terms oftrading in the City, asmany traders and investorsdescend on Prestbury Park for the week.Cheltenham owner the Jockey Club also exper-

ienced record attendances at its portfolio of 15racecourses around the country.It welcomed a record 1,946,644 people to 336

horse racing fixtures it staged in 2015. Thisrepresents a year-on-year total attendance in-crease of 8.5 per cent – more than 150,000 people –despite staging 7.2 per cent (26) fewer fixturescompared to 2014 when 1,794,797 spectators atten-ded 362 events.In the West it also operates Wincanton and

Exeter racecourses, plus Aintree, Epsom andKempton nationally.One of the region’s two county cricket clubs has

also completed an impressive redevelopmentduring the winter of 2015, in good time for the The Princess Royal opens the new stand at Cheltenham Racecourse

New landmarks on thesporting horizon asregion flexes musclesRichard Bache looks at the astonishingdevelopments in the region’s sporting facilities. BristolCity and Cheltenham Racecourse have both spent £45million on major projects, with Somerset Cricket Clubalso investing heavily to boost the region’s sportingcredentials

The new West stand at Ashton Gate is beginning to dominate the skyline of South Bristol as work to the famous old stadium continues apace. The £45 million development of the stadium should give Bristol City and Bristol Rugby the financial tools to compete at the highest levels of sport

Somerset County CricketClub’s new stand willhelp it stageinternational cricketmatches at Taunton

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - SPORT 4948 BUSINESS GUIDE 2016 - SPORT THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

The framework of the new West Stand at AshtonGate has become a striking and dominant addi-tion to the South Bristol skyscape.Standing 121 feet high it dwarfs the other stands

at the home of Bristol City and Bristol Rugby.It is the centrepiece of the £45million revamp of

Ashton Gate that will determine if Bristol Sportowner Steve Lansdown’s dream for sport in thecity are to be realised.The increased capacity – and the vastly im-

proved corporate facilities at the ground – shouldhelp generate the revenue necessary to help

sustain top flight football and rugby.While the progress of the stadium development

has been as planned, life on the pitch remainsmore complicated than ever in the brutally com-petitive second tier of English sport.Bristol Rugby, at the time ofwriting, sit atop the

RFU Championship, but the success or otherwiseof their season will be dictated by the end-of-season play-offs.No Bristol Rugby fan needs reminding of the

vagaries of that particular format after the heart-breaking loss toWorcester in the dying seconds oflast season.And Bristol City meanwhile have found adjust-

ing to life in the SkyBet Championship a substan-tial challenge after last year’s promotion.Fans of the Robins will be hoping that over the

next four months City will find a way to pullthemselves clear of a relegation scrap.But irrespective of short-term results on the

pitch it is clear that the foundations are being putin place for long-term success at Ashton Gate.The substantial improvements to conferencing

facilities are a boost not just to the club’s financesbut to the business community in Bristol and theSouth West.Matchday revenues should also grow substan-

tially with the addition of the Heineken Loungeand Bristol Sports Bar & Grill.Via the Lansdown Club business network or-

ganisation the club is deepening ties with busi-ness in the region.Equally substantial redevelopment has taken

place at Cheltenham Racecourse in the pastyear.Racegoers visiting the 2016 Cheltenham Festiv-

al inMarchwill reap the benefits of a new stand atPrestbury Park.The £45 million project to improve the race-

course has been completed and lastNovember thePrincess Royal officially opened the new standthat bears her name.She said: “It is a real honour and privilege that

it may carry at the moment my name but therehave been one or two Princess Royals. I’m surefuture generations will be sufficiently confusedas to which one it was named after.“I am touched that you should have askedme to

lend my name to this stand.“You have been kind enough to let me enjoy

National Hunt racing on the course and upsidesthe professionals and I have had some of mygreatest triumphs and my biggest fears in doingso.“It has been a pleasure to have been involved

and I hope National Hunt racing, and all thosewho support it, can take pride in what has beenachieved here because it is a result of yoursupport as well as their investment. Their invest-ment depends very much on the popularity andthe quality of racing here.”Thenew stand includes anewannualmembers’

bar, champagne bar, state of the art owners andtrainers area, the Cotswolds Club, the Chelten-ham Club, the Vestey Bar, the Royal Box, 11

start of the 2016 season.Somerset County Cricket Club unveiled its new

£3.8 million pavilion at its Taunton home as partof its plan to stage international matches in2017.It includes five first-floor executive suites,

which can each hold 20 people, and the 1875 Club,a dining room for members, all of which haveviews over the ground. There is a second-floorterrace, looking out to the Quantock Hills andabove the mellow wooden canopy that protectsthe terrace from rain are the press rooms, radioroom and scorers’ box.At the unveiling Andy Nash, chairman of the

club, said: “Today is a very significant day foreveryonewho loves Somerset and is part of it. TheSomerset Pavilion not only represents a hugeimprovement in the facilities we can offer atTaunton, but also concretes ourCategoryB status– and that means international cricket coming toTaunton. It won’t be long until we’re saying thatEngland are playing here next year.”TheCountyGround is set to stage aT20 interna-

tional in June 2017, with England facing SouthAfrica. It is also hoping to stage some of thewomen’s World Cup games also in 2017, and hasbeen confirmed as a venue for the 2019 ICCmen’sWorld Cup.The new stand seats around 1,500.The executive boxes are each named after the

club’s old grounds around the county – Yeovil,Weston-super-Mare, Glastonbury, Frome andBath. The plan is to let three on an annual basiswith two kept for matches within the season.Looking to the future, chief executive Guy

Lavender said: “The whole of next season will befocused on getting ready for the international.”Somerset will have to fight above their weight

next season as they are the only team in the firstdivision of the County Championship not to be aTest Match host, with the extra revenue thatgenerates.However, the new stand gives the county the

best chance of competing with bigger rivals.Another ambitious club hoping a stadium de-

velopment will help foster rapid growth is ForestGreen Rovers in Gloucestershire.Millionaire businessman Dale Vince wants to

build a huge eco-park and sports stadium nearJunction 13 of the M5.Mr Vince said that the ambitious plans to move

Forest Green Rovers from their Nailsworth hill-top home to the bottom of the Stroud Valleyscould help the club go from the National Leagueto the ChampionshipThe proposal for land either side of the A419

next to the motorway junction would create acentre of excellence for sport and sports sciencein the south west, Ecotricity said.“Eco Park will be a fantastic new home for

Forest Green Rovers and will help to transformsport across the south west by creating state-of-the-art facilities for a variety of sports,” said MrVince.However, it faces substantial opposition from

residents living near the proposed site before itever sees the light of day.Speaking late last year Mr Vince said: “There

have obviously been some concerns raised by afew people in Eastington, but we expected thatand hopefully we can allay their fears and answertheir questions about traffic problems and otherthings.“We’re hoping to have outline planning consent

in the spring and if we’re luckywe could be readyto start on the site in 18 months or two years. Ihope five years is a conservative estimate interms of the stadium being ready to go.”The other half of the eco park would comprise a

green technologybusiness parkwith sustainably-built commercial offices and light industrialunits potentially creating up to 4,000 jobs. Theoverall concept includes the potential develop-ment of a public transport hub, including aStroud park and ride, and would also see Ecotri-city work with the Cotswold Canals Trust to openup part of the “missing mile” of the Stroudwatercanal beside the M5.Mr Vince said that if the plans were approved

then “low-carbon affordable homes” would bebuiltwhereForestGreenRovers currently play inNailsworth.

private boxes and 156 new toilets.It was built by course owner The Jockey Club to

help cope with the burgeoning crowds who des-cend on the festival each March.And this year’s blue riband Cheltenham Gold

Cup will have a new sponsor.Timico Technology Group was announced as

the sponsor of The Timico CheltenhamGold Cup,which will be run on the final day of The Festival,Friday, March 18, 2016.The event receives an immediate prize money

boost of £25,000 and will be worth a record£575,000. Telecoms business Timico was startedin 2004 by chief executive TimRadford, who ownsa number of racehorses including Somersby.The Cheltenham Gold Cup is the most valuable

Grade One chase in Britain and Timico hassigned a four-year deal to sponsor NationalHunt’s flagship race.The race had previously been sponsored by

Betfred and it is thought the deal with Timicomay herald a move whereby National Huntracing’s reliance on bookmaker sponsorship ischallenged by new entrants.MrRadfordhas been reported as saying that the

week of the Cheltenham Festival is the secondquietest of the year (after Christmas) in terms oftrading in the City, asmany traders and investorsdescend on Prestbury Park for the week.Cheltenham owner the Jockey Club also exper-

ienced record attendances at its portfolio of 15racecourses around the country.It welcomed a record 1,946,644 people to 336

horse racing fixtures it staged in 2015. Thisrepresents a year-on-year total attendance in-crease of 8.5 per cent – more than 150,000 people –despite staging 7.2 per cent (26) fewer fixturescompared to 2014 when 1,794,797 spectators atten-ded 362 events.In the West it also operates Wincanton and

Exeter racecourses, plus Aintree, Epsom andKempton nationally.One of the region’s two county cricket clubs has

also completed an impressive redevelopmentduring the winter of 2015, in good time for the The Princess Royal opens the new stand at Cheltenham Racecourse

New landmarks on thesporting horizon asregion flexes musclesRichard Bache looks at the astonishingdevelopments in the region’s sporting facilities. BristolCity and Cheltenham Racecourse have both spent £45million on major projects, with Somerset Cricket Clubalso investing heavily to boost the region’s sportingcredentials

The new West stand at Ashton Gate is beginning to dominate the skyline of South Bristol as work to the famous old stadium continues apace. The £45 million development of the stadium should give Bristol City and Bristol Rugby the financial tools to compete at the highest levels of sport

Somerset County CricketClub’s new stand willhelp it stageinternational cricketmatches at Taunton

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 COMMERCIAL PROPERTY 5150 BUSINESS GUIDE 2016 COMMERCIAL PROPERTY THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

2016 will see fewer desks in Bristol’s offices, andthose who still have them will find they’ve got alot less elbow room.Office specialist Paul Williams, of Bruton

Knowles, thinks firms will be looking to makebetter use of their space as a shortage of accom-modation in the city centre begins to bite. He saida lack of new space coming onto themarketwouldpush premium rents above the £30 per square footmark but improvements in technology wouldhelp companies make more of less.“Pressure on office space is increasing in big

cities such as Bristol,” he said. “Minimised tech-nology will reduce the need for the larger work-spaces while owners and operators will ensurethey are maximising use of space within thefloorplate.“When I came in to the industry we were

allowing around 125 sq ft per employee. Now theaverage is down to around 80 sq ft per employeeand sometimes even lower.”

But he did not believe this would necessarilylead to chronic overcrowding.“For one thing there has been amassive drop in

the number of paper documents needing to bestored.“We believe desks – if they are required at all –

will be much smaller than at present.“Young people coming in to the economy will

have their own phone and internet devices andwill increasingly be deploying them for work aswell as personal use.”“The workplace of the future will break up

traditional form and structuring and businesseswill be making sure as much of the availablefloorplate is in use as possible, ensuring awkwardspaces or alcoves are fully integrated.”Despite these trends Paul believes the new

generation of office worker will be acutely awareof their environment and will want to know whattheir workplace looks like and what it offers.“A smart use of technology and alternative

commuting options has already led to demandsfor facilities such as expanded cycle racks andshower facilities, which were once considered asunnecessary add-ons,” he said.

“Increasing customisation of desks and hot-desking could eventually see people using cloudtechnologies to connect their personalised set-tings to a desk – any desk – anywhere from a citycentre office building to a corner shop.“It’s easy to dismiss new technologies as fad

gadgetry but it should be remembered that wehave only been using smart phones and theinternet for the last few years or so.“Before that the fax machine was seen as the

answer to all of our prayers but is now virtuallyobsolete. Electric typewriters didn’t last longeither, and can only be found in museums thesedays.“Technological trajectories will go hand-in-

hand with a careful assessment of building func-tion and use of space.”Bristol has seen the highest number of ageing

office blocks converted into residential dwellingsoutside Greater London and the South Eastduring 2015 under PermittedDevelopment Rightslegislation, but James Preece, director of prop-erty consultants Colliers, predicts a shift in themarket driven by demand for office space.“Office stock levels in Bristol are now so low

latter. If the polls are pointing to a close race in thereferendum, it will impact demand for commer-cial property.”However other forces were more positive.“The Eurozone is still pursuing quantitative

easing which we see continuing well into 2016,”he said. “In contrast, the UK might be raisingrates next year, and the financial markets willprice in the increase ahead of the event.“This could result in a carry trade that sees UK

banks flush with cash from the Eurozone seekinghigher interest rates.“In turn the origination teams at the bankswill

come under pressure to put the new money towork.“With growing evidence of rental growth, we

believe that UK commercial property could be abeneficiary should there be increased lending.”And James said rising London rental prices

should benefit Bristol.“Already more firms are asking the question,

what back office functions can we move out ofLondon to where rents are lower?”They might just have to do without desks when

they get here.

Inside the 66 Queen Square development in Bristol before it was fitted out for KPMG. It was one of the last speculative office developments in the city and supply is beginning to get tight

Office market is getting tighter, in every possible respectWhat will 2016 bring to the commercial propertymarket? Gavin Thompson asks those in the know

Paul Williams of BrutonKnowles says deskspace is shrinking

because of increased take-up and residential con-versions that purpose-built office premises in thecity centre have become are too valuable ascommercial buildings in their own right,” hesaid.“We are already seeing buildings that had been

expected to go to residential now being recon-sidered for refurbishment for continued officeuse. One 185,000 sq ft building that was expectedto be converted to residential is nowbelieved to beremaining as offices.”He added: “The office premises that will be

attracting the attention of residential developersin 2016 will be those in the more peripherallocations.“The attraction of purpose-built office blocks in

the city centre has declined because their valueshave increased, which has reduced profit mar-gins on converting to residential.”James believes the shortage of office stock in

Bristol looks set to lead to the return of speculat-ive office development in the city.“There have been no speculative office develop-

ments in Bristol in 2015, and there were just twoin 2014: 66 Queen Square, and 2 Glass Wharf,” he

said. “However, there are a number of speculativegrade A office developments that look likely tohappen in Bristol in 2016.“Potential speculative schemes include CEG’s

Aspire, and Cubex/Palmer’s developmentAurora, a 95,000 sq ft building with planningpermission at the Finzels Reach development,which it is widely anticipated will get under wayafter occupancy is confirmed for the BridgewaterHouse office building.”But he said any such developments would be

measured so rents would keep on rising.Such new developments depend on investors

seeing them as a good bet.James Roberts, chief economist at property

firm Knight Frank, said there are some globalthreats would could affect that.“As we draw closer to the 2017 Brexit referen-

dum, some overseas investors may become waryof investing the UK,” he said. “The experience ofthe Scottish referendum was that some investorswere put off temporarily, although others viewedit as an opportunity to bid for assets with lesscompetition.“Those in the former camp outnumbered the

“

”

A smart use oftechnology andalternativecommutingoptions hasalready led todemands forfacilities such asexpanded cycleracks andshower facilities

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 COMMERCIAL PROPERTY 5150 BUSINESS GUIDE 2016 COMMERCIAL PROPERTY THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

2016 will see fewer desks in Bristol’s offices, andthose who still have them will find they’ve got alot less elbow room.Office specialist Paul Williams, of Bruton

Knowles, thinks firms will be looking to makebetter use of their space as a shortage of accom-modation in the city centre begins to bite. He saida lack of new space coming onto themarketwouldpush premium rents above the £30 per square footmark but improvements in technology wouldhelp companies make more of less.“Pressure on office space is increasing in big

cities such as Bristol,” he said. “Minimised tech-nology will reduce the need for the larger work-spaces while owners and operators will ensurethey are maximising use of space within thefloorplate.“When I came in to the industry we were

allowing around 125 sq ft per employee. Now theaverage is down to around 80 sq ft per employeeand sometimes even lower.”

But he did not believe this would necessarilylead to chronic overcrowding.“For one thing there has been amassive drop in

the number of paper documents needing to bestored.“We believe desks – if they are required at all –

will be much smaller than at present.“Young people coming in to the economy will

have their own phone and internet devices andwill increasingly be deploying them for work aswell as personal use.”“The workplace of the future will break up

traditional form and structuring and businesseswill be making sure as much of the availablefloorplate is in use as possible, ensuring awkwardspaces or alcoves are fully integrated.”Despite these trends Paul believes the new

generation of office worker will be acutely awareof their environment and will want to know whattheir workplace looks like and what it offers.“A smart use of technology and alternative

commuting options has already led to demandsfor facilities such as expanded cycle racks andshower facilities, which were once considered asunnecessary add-ons,” he said.

“Increasing customisation of desks and hot-desking could eventually see people using cloudtechnologies to connect their personalised set-tings to a desk – any desk – anywhere from a citycentre office building to a corner shop.“It’s easy to dismiss new technologies as fad

gadgetry but it should be remembered that wehave only been using smart phones and theinternet for the last few years or so.“Before that the fax machine was seen as the

answer to all of our prayers but is now virtuallyobsolete. Electric typewriters didn’t last longeither, and can only be found in museums thesedays.“Technological trajectories will go hand-in-

hand with a careful assessment of building func-tion and use of space.”Bristol has seen the highest number of ageing

office blocks converted into residential dwellingsoutside Greater London and the South Eastduring 2015 under PermittedDevelopment Rightslegislation, but James Preece, director of prop-erty consultants Colliers, predicts a shift in themarket driven by demand for office space.“Office stock levels in Bristol are now so low

latter. If the polls are pointing to a close race in thereferendum, it will impact demand for commer-cial property.”However other forces were more positive.“The Eurozone is still pursuing quantitative

easing which we see continuing well into 2016,”he said. “In contrast, the UK might be raisingrates next year, and the financial markets willprice in the increase ahead of the event.“This could result in a carry trade that sees UK

banks flush with cash from the Eurozone seekinghigher interest rates.“In turn the origination teams at the bankswill

come under pressure to put the new money towork.“With growing evidence of rental growth, we

believe that UK commercial property could be abeneficiary should there be increased lending.”And James said rising London rental prices

should benefit Bristol.“Already more firms are asking the question,

what back office functions can we move out ofLondon to where rents are lower?”They might just have to do without desks when

they get here.

Inside the 66 Queen Square development in Bristol before it was fitted out for KPMG. It was one of the last speculative office developments in the city and supply is beginning to get tight

Office market is getting tighter, in every possible respectWhat will 2016 bring to the commercial propertymarket? Gavin Thompson asks those in the know

Paul Williams of BrutonKnowles says deskspace is shrinking

because of increased take-up and residential con-versions that purpose-built office premises in thecity centre have become are too valuable ascommercial buildings in their own right,” hesaid.“We are already seeing buildings that had been

expected to go to residential now being recon-sidered for refurbishment for continued officeuse. One 185,000 sq ft building that was expectedto be converted to residential is nowbelieved to beremaining as offices.”He added: “The office premises that will be

attracting the attention of residential developersin 2016 will be those in the more peripherallocations.“The attraction of purpose-built office blocks in

the city centre has declined because their valueshave increased, which has reduced profit mar-gins on converting to residential.”James believes the shortage of office stock in

Bristol looks set to lead to the return of speculat-ive office development in the city.“There have been no speculative office develop-

ments in Bristol in 2015, and there were just twoin 2014: 66 Queen Square, and 2 Glass Wharf,” he

said. “However, there are a number of speculativegrade A office developments that look likely tohappen in Bristol in 2016.“Potential speculative schemes include CEG’s

Aspire, and Cubex/Palmer’s developmentAurora, a 95,000 sq ft building with planningpermission at the Finzels Reach development,which it is widely anticipated will get under wayafter occupancy is confirmed for the BridgewaterHouse office building.”But he said any such developments would be

measured so rents would keep on rising.Such new developments depend on investors

seeing them as a good bet.James Roberts, chief economist at property

firm Knight Frank, said there are some globalthreats would could affect that.“As we draw closer to the 2017 Brexit referen-

dum, some overseas investors may become waryof investing the UK,” he said. “The experience ofthe Scottish referendum was that some investorswere put off temporarily, although others viewedit as an opportunity to bid for assets with lesscompetition.“Those in the former camp outnumbered the

“

”

A smart use oftechnology andalternativecommutingoptions hasalready led todemands forfacilities such asexpanded cycleracks andshower facilities

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - TRANSPORT 5352 BUSINESS GUIDE 2016 - TRANSPORT THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Richard Bache looks forward to the sonic-boomwhen the Bloodhound hopefully goes supersonic laterthis year. However, the 1,000mph car is very far frombeing the only transport success story in the WestCountry

The eyes of themotoringworldwill later this yearhopefully focus on the pride of theWest Country’sengineering expertise – the Bloodhound SSC.The supersonic car, which has been developed

in an industrial estate in Avonmouth, will chal-lenge for the World Land Speed Record andultimately hopefully be the first car to break the1,000mph barrier.This spring it will begin tests at up to 200 miles

per hour on the runway at Newquay Airport inCornwall and if these prove satisfactory she willbe transported to a remote corner of the SouthAfricandesert, near the borderwithNamibia andBotswana, in October.The sitewhere shewill hopefully break the land

speed record is atHakskeenpan in theNorthWestCape.The uncertainties present in any engineering

challenge mean it could be many months beforethe car is perfected and pilot Andy Green is in aposition to have a realistic crack at the recordover the flying mile.The projectwas designed to not only be a record

breaker but to inspire future generations of en-gineers and scientists.There is scarcely a school in the land that isn’t

following the progress of the supersonic projectthat will hopefully cement Bristol’s reputation asa genuine technological centre of excellence.While Bloodhound will hopefully grab all the

headlines later this year 2015 was a strong yearfor the mainstream British motoring industry.New car sales reached an all-time high, official

data revealed.The Society of Motor Manufacturers and

Traders (SMMT) announced that more than 2.63million cars were registered in the UK in 2015.This is an increase of 6.3 per cent on 2014.The previous record was set in 2003 at 2.58

million.SMMT chief executive Mike Hawes said high

consumer confidence, wage growth and low-in-terest finance deals have encouragedmotorists tobuy new cars.Mr Hawes said he has “every reason to expect

the market to hold broadly steady in 2016”.In the wake of the diesel emissions scandal,

Volkswagen car sales fell by 0.4 per cent inDecember compared with the same month in2014.The best selling car of 2015 was the Ford Fiesta

at 133,434 sales.In the West several major car showrooms have

been developed – boosting choice for the region’sdiscerning consumers.Wessex Garages opened a £5 million Nissan

dealership at Cribbs Causeway and work is wellunder way on Cotswold Motor Group’s flagshipBMW and Mini dealership in Cheltenham.On the back of its successful year as Europe’s

Green Capital Bristol could soon be home to afleet of 110 buses powered by human and foodwaster.First West of England has made a bid to the

Department for Transport to run an expandedservice after the successful introduction of a 40-seat Bio-Bus service running between Bristol,Bath and Bristol Airport.

From top; Andy Green,who will pilotBloodhound SSC; thenosecone of theBloodhound; BristolAirport boss RobertSinclair

On the ground and inthe air we’re booming

The airport itself enjoyed a stellar 2015 as itcontinues to prove itself one of Britain’s best andmost important airports.The Princess Royal unveiled its new multi-

million-pound terminal extension late last year.The major terminal extension follows a 12-

month build programme and £8.6 million invest-ment.It provides a significantly enlarged departure

lounge featuring hundreds of additional seats aswell as several retail and catering brands and asecond executive lounge.A stand-out feature is an outdoor rooftop ter-

race area with views of arriving and departingaircraft, including bar and restaurant seatingunder a retractable roof.Robert Sinclair, chief executive officer at Bris-

tol Airport, said: “It gave us the opportunity toshow the major improvements that have takenplace since she opened the terminal 15 years ago,during which time passenger numbers have in-creased threefold and the range of destinationsserved has more than doubled.“This development is a significant step towards

achieving our vision to provide passengers fromthe South West and Wales with a world-classcustomer experience when flying in and out oftheir local airport.”The biggest operator at Bristol Airport is

easyJet and it recently reached a keymilestone inits operation by carrying 40million passengers toand from Bristol Airport since it launched ser-vices just over 14 years ago.Since introducing its first flights from Bristol

in 2001, the airline has grown significantly. It isnow easyJet’s largest airport outside of Londonand provides direct connections to 58 destina-tions, including the recently launched services toBasel, Bilbao, Catania, Gibraltar, Isle of Man,Lanzarote, Porto, Vienna and Zante.EasyJet flights from Bristol to Dubrovnik,

Nantes and Venice will start in 2016.Ali Gayward, easyJet’s UK Commercial Man-

ager, commented: “We’re really proud that 40million passengers have chosen to travel witheasyJet from Bristol Airport – it’s a testament tothehardworkour staff put in everyday to provideeasy and affordable flights with friendly custom-er service.“We have come a long way since the launch of

our first flights fromBristol Airport over 14 yearsago and since then Bristol has been a key marketfor easyJet. We’re looking forward to all that 2016has to hold for easyJet in Bristol, especially withthe launch of our new routes to Dubrovnik,Nantes and Venice.”Mr Sinclair said: “This is an incredible mile-

stone and is a demonstration of the successfulpartnership between easyJet andBristol Airport.Since easyJet arrived at Bristol in 2001 bothcompanies have been on an amazing journey andnow provide customers in the South West andWales easy andaffordable access to air travelwithan increasing number of destinations.“In 2001 the airport was handling fewer than 3

million passengers per annum. In 2015 thistotalled over 6.76 million passengers. Thissummer will see easyJet base 13 aircraft at Bris-tol.“Investment in our facilities, which will total

more than £120million since 2010 when construc-tion of the west terminal extension opens laterthis year, supports continued growth.”Work has also started on the construction of a

201-room Hampton by Hilton hotel at the airportset to be completed this winter.

Andy Provis, Fleet Manager at Wessex Garages,explains why the firm, which recently opened a new£5 million Nissan dealership at Cribbs Causeway, hasgone from strength to strength

With almost three decades of experience in theautomotive industry and seven dealerships, threelocated in Bristol, we have established a repu-tation for honesty and value for money.The Wessex Garages name has become known

for its quality and comprehensive care for allmotorists. We represent a number of the in-dustry’s most respected and forward-thinkingmanufacturers.At our Bristol dealerships we operate approved

sites for brands including Nissan, Kia, AlfaRomeo and Abarth, and supply each firm’s latest-generation models. They line up alongside a widerange of Approved Used vehicles, which enablesus to serve more motorists with various budgetsand requirements.This includes more than simply private mo-

torists as businesses canalso be catered for as carsand commercial vehicles are available across ournetwork. For organisations of all sizes acrossBristol and the SouthWestwe can deliver a fleet ofdependable vehicles, helping to keep your work-force on the move and your business runningsmoothly.The support doesn’t end at sales – we are also a

leading provider of aftersales services. Servicing,MOT testing, accident management and more areperformed by our skilled technicians.You’ll also be able to find us easily as we have

three locations in Bristol, the latest being our newpurpose-built, £5 million Nissan dealership onHayes Way at Cribbs Causeway, which meanswe’re easily accessible from the M4 and M5.Our new Nissan branch boasts one of the

region’s most cutting-edge car sales environ-ments, with technology and comfort combined toenhance the overall experience. It reflectsNissan’s core principals of innovation and ex-citement.To add to this we recently launched our first

Used Supercentre at our Pennywell Road deal-ership inBristol. Itwill nowbe aused car and fleetcentre offering motorists the largest selection ofused Nissan vehicles in the South West.At the site 50 per cent of the used vehicleswill be

Nissan models and the rest of the cars and vanswill be a selection from other motor brandsincluding ones not currently included in theWessex Group.With a comprehensive offering we are the first

choice for many, and welcome loyal motoriststhrough our doors time and time again to takeadvantage of competitive prices and unrivalledsupport. We pride ourselves on our customerservice-focused approach, which aims to leavemotorists feeling valued and completely satisfiedthat their needs have been met.At the core of our business are the three pillars:

trust, transparency and value for money. It isthese elements that set us apart from our com-petitors and make us ‘The Intelligent Choice’.

For more information call Wessex Garages at CribbsCauseway on 0117 992 6222, visitwww.wessexgarages.com, follow the company onwww.twitter.com/wessexgarages orwww.facebook.com/wessexgarages.

MESSIER-BUGATTI-DOWTYBUILT-TO-ENDURE

Messier-Bugatti-Dowty, a Safran group company, is the world leader in the design, development,manufacture and support of aircraft landing and braking systems. The company supplies innovativelanding gear solutions to 30 leading commercial, military, business and regional aircraft manufacturers.We support more than 24,000 aircraft in-service, making over 40,000 landings every day.

The company employs 7,000 staff worldwide in locations across Europe, North America and Asia,including a team of 1,200 people in Gloucester at the company’s UK landing gear production and repairfacilities. The Gloucester facility has been at the forefront of landing gear technology for over 80 years,dating from the innovative designs of Sir George Dowty to the advanced landing gears for the world’smost modern aircraft.

Messier-Dowty Ltd, Cheltenham Rd., Gloucester, GL2 9QH Tel: 01452 712424www.safranmbd.com

ANDYPROVIS

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - TRANSPORT 5352 BUSINESS GUIDE 2016 - TRANSPORT THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

Richard Bache looks forward to the sonic-boomwhen the Bloodhound hopefully goes supersonic laterthis year. However, the 1,000mph car is very far frombeing the only transport success story in the WestCountry

The eyes of themotoringworldwill later this yearhopefully focus on the pride of theWest Country’sengineering expertise – the Bloodhound SSC.The supersonic car, which has been developed

in an industrial estate in Avonmouth, will chal-lenge for the World Land Speed Record andultimately hopefully be the first car to break the1,000mph barrier.This spring it will begin tests at up to 200 miles

per hour on the runway at Newquay Airport inCornwall and if these prove satisfactory she willbe transported to a remote corner of the SouthAfricandesert, near the borderwithNamibia andBotswana, in October.The sitewhere shewill hopefully break the land

speed record is atHakskeenpan in theNorthWestCape.The uncertainties present in any engineering

challenge mean it could be many months beforethe car is perfected and pilot Andy Green is in aposition to have a realistic crack at the recordover the flying mile.The projectwas designed to not only be a record

breaker but to inspire future generations of en-gineers and scientists.There is scarcely a school in the land that isn’t

following the progress of the supersonic projectthat will hopefully cement Bristol’s reputation asa genuine technological centre of excellence.While Bloodhound will hopefully grab all the

headlines later this year 2015 was a strong yearfor the mainstream British motoring industry.New car sales reached an all-time high, official

data revealed.The Society of Motor Manufacturers and

Traders (SMMT) announced that more than 2.63million cars were registered in the UK in 2015.This is an increase of 6.3 per cent on 2014.The previous record was set in 2003 at 2.58

million.SMMT chief executive Mike Hawes said high

consumer confidence, wage growth and low-in-terest finance deals have encouragedmotorists tobuy new cars.Mr Hawes said he has “every reason to expect

the market to hold broadly steady in 2016”.In the wake of the diesel emissions scandal,

Volkswagen car sales fell by 0.4 per cent inDecember compared with the same month in2014.The best selling car of 2015 was the Ford Fiesta

at 133,434 sales.In the West several major car showrooms have

been developed – boosting choice for the region’sdiscerning consumers.Wessex Garages opened a £5 million Nissan

dealership at Cribbs Causeway and work is wellunder way on Cotswold Motor Group’s flagshipBMW and Mini dealership in Cheltenham.On the back of its successful year as Europe’s

Green Capital Bristol could soon be home to afleet of 110 buses powered by human and foodwaster.First West of England has made a bid to the

Department for Transport to run an expandedservice after the successful introduction of a 40-seat Bio-Bus service running between Bristol,Bath and Bristol Airport.

From top; Andy Green,who will pilotBloodhound SSC; thenosecone of theBloodhound; BristolAirport boss RobertSinclair

On the ground and inthe air we’re booming

The airport itself enjoyed a stellar 2015 as itcontinues to prove itself one of Britain’s best andmost important airports.The Princess Royal unveiled its new multi-

million-pound terminal extension late last year.The major terminal extension follows a 12-

month build programme and £8.6 million invest-ment.It provides a significantly enlarged departure

lounge featuring hundreds of additional seats aswell as several retail and catering brands and asecond executive lounge.A stand-out feature is an outdoor rooftop ter-

race area with views of arriving and departingaircraft, including bar and restaurant seatingunder a retractable roof.Robert Sinclair, chief executive officer at Bris-

tol Airport, said: “It gave us the opportunity toshow the major improvements that have takenplace since she opened the terminal 15 years ago,during which time passenger numbers have in-creased threefold and the range of destinationsserved has more than doubled.“This development is a significant step towards

achieving our vision to provide passengers fromthe South West and Wales with a world-classcustomer experience when flying in and out oftheir local airport.”The biggest operator at Bristol Airport is

easyJet and it recently reached a keymilestone inits operation by carrying 40million passengers toand from Bristol Airport since it launched ser-vices just over 14 years ago.Since introducing its first flights from Bristol

in 2001, the airline has grown significantly. It isnow easyJet’s largest airport outside of Londonand provides direct connections to 58 destina-tions, including the recently launched services toBasel, Bilbao, Catania, Gibraltar, Isle of Man,Lanzarote, Porto, Vienna and Zante.EasyJet flights from Bristol to Dubrovnik,

Nantes and Venice will start in 2016.Ali Gayward, easyJet’s UK Commercial Man-

ager, commented: “We’re really proud that 40million passengers have chosen to travel witheasyJet from Bristol Airport – it’s a testament tothehardworkour staff put in everyday to provideeasy and affordable flights with friendly custom-er service.“We have come a long way since the launch of

our first flights fromBristol Airport over 14 yearsago and since then Bristol has been a key marketfor easyJet. We’re looking forward to all that 2016has to hold for easyJet in Bristol, especially withthe launch of our new routes to Dubrovnik,Nantes and Venice.”Mr Sinclair said: “This is an incredible mile-

stone and is a demonstration of the successfulpartnership between easyJet andBristol Airport.Since easyJet arrived at Bristol in 2001 bothcompanies have been on an amazing journey andnow provide customers in the South West andWales easy andaffordable access to air travelwithan increasing number of destinations.“In 2001 the airport was handling fewer than 3

million passengers per annum. In 2015 thistotalled over 6.76 million passengers. Thissummer will see easyJet base 13 aircraft at Bris-tol.“Investment in our facilities, which will total

more than £120million since 2010 when construc-tion of the west terminal extension opens laterthis year, supports continued growth.”Work has also started on the construction of a

201-room Hampton by Hilton hotel at the airportset to be completed this winter.

Andy Provis, Fleet Manager at Wessex Garages,explains why the firm, which recently opened a new£5 million Nissan dealership at Cribbs Causeway, hasgone from strength to strength

With almost three decades of experience in theautomotive industry and seven dealerships, threelocated in Bristol, we have established a repu-tation for honesty and value for money.The Wessex Garages name has become known

for its quality and comprehensive care for allmotorists. We represent a number of the in-dustry’s most respected and forward-thinkingmanufacturers.At our Bristol dealerships we operate approved

sites for brands including Nissan, Kia, AlfaRomeo and Abarth, and supply each firm’s latest-generation models. They line up alongside a widerange of Approved Used vehicles, which enablesus to serve more motorists with various budgetsand requirements.This includes more than simply private mo-

torists as businesses canalso be catered for as carsand commercial vehicles are available across ournetwork. For organisations of all sizes acrossBristol and the SouthWestwe can deliver a fleet ofdependable vehicles, helping to keep your work-force on the move and your business runningsmoothly.The support doesn’t end at sales – we are also a

leading provider of aftersales services. Servicing,MOT testing, accident management and more areperformed by our skilled technicians.You’ll also be able to find us easily as we have

three locations in Bristol, the latest being our newpurpose-built, £5 million Nissan dealership onHayes Way at Cribbs Causeway, which meanswe’re easily accessible from the M4 and M5.Our new Nissan branch boasts one of the

region’s most cutting-edge car sales environ-ments, with technology and comfort combined toenhance the overall experience. It reflectsNissan’s core principals of innovation and ex-citement.To add to this we recently launched our first

Used Supercentre at our Pennywell Road deal-ership inBristol. Itwill nowbe aused car and fleetcentre offering motorists the largest selection ofused Nissan vehicles in the South West.At the site 50 per cent of the used vehicleswill be

Nissan models and the rest of the cars and vanswill be a selection from other motor brandsincluding ones not currently included in theWessex Group.With a comprehensive offering we are the first

choice for many, and welcome loyal motoriststhrough our doors time and time again to takeadvantage of competitive prices and unrivalledsupport. We pride ourselves on our customerservice-focused approach, which aims to leavemotorists feeling valued and completely satisfiedthat their needs have been met.At the core of our business are the three pillars:

trust, transparency and value for money. It isthese elements that set us apart from our com-petitors and make us ‘The Intelligent Choice’.

For more information call Wessex Garages at CribbsCauseway on 0117 992 6222, visitwww.wessexgarages.com, follow the company onwww.twitter.com/wessexgarages orwww.facebook.com/wessexgarages.

MESSIER-BUGATTI-DOWTYBUILT-TO-ENDURE

Messier-Bugatti-Dowty, a Safran group company, is the world leader in the design, development,manufacture and support of aircraft landing and braking systems. The company supplies innovativelanding gear solutions to 30 leading commercial, military, business and regional aircraft manufacturers.We support more than 24,000 aircraft in-service, making over 40,000 landings every day.

The company employs 7,000 staff worldwide in locations across Europe, North America and Asia,including a team of 1,200 people in Gloucester at the company’s UK landing gear production and repairfacilities. The Gloucester facility has been at the forefront of landing gear technology for over 80 years,dating from the innovative designs of Sir George Dowty to the advanced landing gears for the world’smost modern aircraft.

Messier-Dowty Ltd, Cheltenham Rd., Gloucester, GL2 9QH Tel: 01452 712424www.safranmbd.com

ANDYPROVIS

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - APPRENTICESHIPS 5554 BUSINESS GUIDE 2016 - APPRENTICESHIPS THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

broad training need, and then tailor it to suit,with the specialist, craft-based components beingdelivered by experienced, skilled personnel in theworkplace.Employers sometimes use an apprenticeship

programme to retrain or upskill existing employ-ees in response to emerging opportunities ortechnological advancement or to boost their sup-port services such as business administration, IT,marketing or HR.The Government’s ambitious apprenticeship

agenda means that funding to support appren-ticeship recruitment is available to many busi-nesses who are recruiting an apprentice for thefirst time, or who have not recruited one forseveral months.Notwithstanding this, research carried out for

BIS shows that 65 per cent of employers reportimproved productivity in their business as aresult of employing an apprentice, and nine out often apprenticeship employers hoping to achievebusiness benefits confirm that apprenticeshipsdeliver.With unemployment on the decline, and an

acute shortage of higher level technical andprofessional skills, there really is no better solu-tion than developing your own future workforcevia a tailored apprenticeship programme de-veloped in partnership with skilled experts fromBridgwater College.

To discuss how Bridgwater College can help benefityour business, call the Business Development team on01278 655111 or email business@bridgwater.ac.uk

If your business has a recruitment need your firstthought might not be to hire an apprentice, butperhaps it should be.Many businesses say they find it difficult to

recruit people with the specific skills they need.Conversely, research shows that 96 per cent ofemployers believe an apprentice has benefitedtheir business. Apprentices can help bridge skillsgaps and can be ‘moulded’ to work in awaywhichsuits your business, ensuring they become know-ledgeable about the company andwhat it needs todevelop and grow.Here’s our top ten reasonswhy apprenticeships

mean business:1 Apprenticeships are designed by both busi-

nesses and education providers, ensuring train-ing is relevant to the business;

2 Apprenticeships can be for both new andexisting employees. For example, the Manage-ment and Leadership framework can be used todesign a bespoke Development Programme forexisting managers/supervisors/team leaders;

3Weston Colleges’ Business Enterprise Centreoffers a free comprehensive recruitment serviceworth around £2,000 – helping you find the rightapprentice for your business;

4 The College offers 50 different frameworksand a wide choice of modules that can be studied.This enables bespoke apprenticeship pro-grammes to be developed to suit individual busi-ness needs;

5 Employing an apprentice can be more costeffective than recruiting skilled staff and it offersthe opportunity to ‘mould/shape’ somebody tomeet your business needs;

6NationalAuditOffice data shows that every £1spent on apprentices pays back £18 to the eco-nomy;

7 81 per cent of consumers favour using acompany who employ an apprentice;*

8 80 per cent of companies who invest inapprentices report a significant increase in em-ployee retention;*

9 Apprentices can now work for a business butbe employed by our Apprenticeship TrainingAgency (ATA), reducing paperwork and HR, for afee of £1 per contracted hour; and

10 57 per cent report a high proportion of theirapprentices progress to management positionswithin the company.**From the National Apprenticeship ServiceOver 130,000 businesses across the UK offer

apprenticeships. Locally, 90 per cent of WestonCollege apprentices are offered full-time con-tracts by employers at the end of their apprentice-ship. If you would like further information aboutapprenticeships and the options available to you,please contact us on: 01934 411 594 or business.enterprise.centre@weston.ac.uk

Liz Redwood is Executive Director Apprenticeships andCommercial Strategy at Weston College

Shape workforceof the future bygetting involved

BRIDGWATERCOLLEGEThe recruitment of skilled personnel can beextremely challenging, and employers are havingto consider a fresh approach to recruiting andretaining quality employees.Bridgwater College works with employers, in-

dustry specialists, community organisations andawarding bodies to develop and deliver innovat-ive, accredited training programmes that fullyaddress the theoretical knowledge, practicalskills and industry behaviours that combine tocreate professional, work-ready individuals.In the past two years we have seen the UK

Government commit significant resource to thedevelopment and funding of apprenticeships, as aconsidered response to the UK-wide skills short-age.Apprenticeships are now generally acknow-

ledged as a credible alternative to a universityeducation, producing work-ready individualswhoare familiarwith the culture, behaviours andexpectations of the world of work.Bridgwater College’s combination of expert

knowledge of funding andawardingbody require-ments, academic and pedagogic expertise andindustry-standard facilities, means they are ex-tremely well-placed to deliver the theoretical andpractical elements of apprenticeship training,leaving businesses to complement and reinforcethis learning via practical application in theworkplace.Bridgwater College is forging ever-closer links

with employers, identifying and addressing theirskills training needs, and adding value to theemployer’s business which contributes to itsbottom line.These employer partnerships have huge bene-

fits and are increasingly becoming the key tounlocking private sector investment in industry-standard facilities and resources, with Bridg-water College securing investment of some £40min college buildings and facilities which, in turn,have supported phenomenal growth in the ap-prenticeship provision.Matt Tudor, Director of Business Development

and International Strategy at Bridgwater Col-lege, said: “The close working relationships thatBridgwater College enjoys with businesses largeand small have resulted in phenomenal growth inour apprenticeship provision. More and moreyoung people are choosing an apprenticeship astheir route into work, and employers are alreadyseeing the benefit of recruiting a young personwho adds to their bottom line from day one.”An apprenticeship can also work well for small

and medium-sized businesses.Even a micro-business, where the passing on of

skills is absolutely vital to its survival, can access– and afford – an apprentice.The Bridgwater College Business Development

team can work with the employer to identify anapprenticeship framework that addresses the

Apprenticespay theirway manytimes over

LIZREDWOOD

“

”

Apprenticeships are now generally acknowledged as acredible alternative to a university education producingwork-ready individuals who are familiar with the culture,behaviours and expectations of the world of work.

Education SecretaryNicky Morgan, top, saidsnobbery againstapprentices should end.George Osborne, above,introduced a new levy

The value of apprenticeships has long beenknown to progressive employers – particularly inmanufacturing and technical sectors.The issue has shot up the political agenda and

only lastweek theEducation Secretary pledged totackle “outdated snobbery” towards apprentice-ships, through the introduction of a new lawrequiring schools to allow access to apprenticeproviders and colleges.Nicky Morgan said the Government wanted to

“level the playing field” making sure youngpeople were “aware of all the options open tothem”.Under the plans to end the ’second class’ percep-

tion of technical and professional education,schoolswould be required to give equal airtime tothe non-academic routes pupils can take post-16,the Department for Education said.Ministers have expressed concerns over a “two

tiered system” of careers advice, with someschools unwilling to recommend apprenticeshipsor other technical and professional routes to anybut the lowest-achieving pupils, the DfE added.MsMorgan said: “As part of our commitment to

extend opportunity to all young people, we wantto level the playing field – making sure they areaware of all the options open to them and are able

to make the right choice for them. For manyyoung people going to university will be the rightchoice, and we are committed to continuing toexpand access to Higher Education, but for otheryoung people the technical education provided byapprenticeships will suit them better.”The new legislation would require schools by

law to collaborate with training providers, uni-versity technical colleges and colleges to makesure students were aware of all the paths open tothem through apprenticeships, including Higherand Degree Apprenticeships.Martin Doel, chief executive of the Association

of Colleges (AoC), said: “To make informedchoices for the future, young people need highquality, impartial careers information about allpost-16 education and training options, includingapprenticeships and technical and professionaleducation.”One example of a University Technical College

providing new opportunities is in Swindon.UTC Swindon is different to traditional schools

in that it provides education in an environmentthat feels like the ‘workplace’.This is achieved by delivering the curriculum

through employer set ‘projects’ which tackle realindustry issues. Students are grouped into learn-ing companieswhere they learn to act and behavein teams just as in professional life.They devise solutions to challenges and work

on projects to solve problems. As part of theworkplace environment they will be expected totake responsibility for their actions.

These companies will provide the pastoral sup-port for students and will act as a vehicle forenterprise, competition and performance man-agement. Through these companies, studentswilllearn the language of business and the relation-ship between learning and financial gain.The board of directors at the college include

staff from Honda, Johnson Matthey and OxfordBrookes University.In the Autumn Statement last November

George Osborne introduced a new apprentice-ship levy, which received the backing of one ofBristol’s biggest employers.Airbus president and chief executive Fabrice

Bregier welcomed the new levy ... if it is deliveredproperly.Speaking on a recent visit to the Filton plant

where Airbus employs 4,000 people, he said: “Myunderstanding of that is that it is to be anincentive to have more apprentices within thebusiness and industry and as such we supportit.“I think this is excellent training for young

people to join industry.“If it’s a tax, it’s never good, but if it’s an

incentive and if the money goes back to thecompanies who make the biggest effort, this isgood news for our youth.”The aim is that bigger employers will pay a 0.5

per cent tax to be used to fund apprenticeshipplaces. Many big firms in sectors such as engin-eering already spend large sums on trainingapprentices.

Apprenticeships ever more vitalRichard Bache looks at political moves to increasethe number of apprentices in Britain – somethingwhich businesses have long championed

Sir David McMurtry, who wrote a foreword to this guide and is one of the West’s leading businessmen, started his career as an apprentice. His firm Renishaw is taking on 45 apprentices this year

THURSDAY JANUARY 28 2016 BUSINESS GUIDE 2016 - APPRENTICESHIPS 5554 BUSINESS GUIDE 2016 - APPRENTICESHIPS THURSDAY JANUARY 28 2016 WBG-E01-S2 WBG-E01-S2

broad training need, and then tailor it to suit,with the specialist, craft-based components beingdelivered by experienced, skilled personnel in theworkplace.Employers sometimes use an apprenticeship

programme to retrain or upskill existing employ-ees in response to emerging opportunities ortechnological advancement or to boost their sup-port services such as business administration, IT,marketing or HR.The Government’s ambitious apprenticeship

agenda means that funding to support appren-ticeship recruitment is available to many busi-nesses who are recruiting an apprentice for thefirst time, or who have not recruited one forseveral months.Notwithstanding this, research carried out for

BIS shows that 65 per cent of employers reportimproved productivity in their business as aresult of employing an apprentice, and nine out often apprenticeship employers hoping to achievebusiness benefits confirm that apprenticeshipsdeliver.With unemployment on the decline, and an

acute shortage of higher level technical andprofessional skills, there really is no better solu-tion than developing your own future workforcevia a tailored apprenticeship programme de-veloped in partnership with skilled experts fromBridgwater College.

To discuss how Bridgwater College can help benefityour business, call the Business Development team on01278 655111 or email business@bridgwater.ac.uk

If your business has a recruitment need your firstthought might not be to hire an apprentice, butperhaps it should be.Many businesses say they find it difficult to

recruit people with the specific skills they need.Conversely, research shows that 96 per cent ofemployers believe an apprentice has benefitedtheir business. Apprentices can help bridge skillsgaps and can be ‘moulded’ to work in awaywhichsuits your business, ensuring they become know-ledgeable about the company andwhat it needs todevelop and grow.Here’s our top ten reasonswhy apprenticeships

mean business:1 Apprenticeships are designed by both busi-

nesses and education providers, ensuring train-ing is relevant to the business;

2 Apprenticeships can be for both new andexisting employees. For example, the Manage-ment and Leadership framework can be used todesign a bespoke Development Programme forexisting managers/supervisors/team leaders;

3Weston Colleges’ Business Enterprise Centreoffers a free comprehensive recruitment serviceworth around £2,000 – helping you find the rightapprentice for your business;

4 The College offers 50 different frameworksand a wide choice of modules that can be studied.This enables bespoke apprenticeship pro-grammes to be developed to suit individual busi-ness needs;

5 Employing an apprentice can be more costeffective than recruiting skilled staff and it offersthe opportunity to ‘mould/shape’ somebody tomeet your business needs;

6NationalAuditOffice data shows that every £1spent on apprentices pays back £18 to the eco-nomy;

7 81 per cent of consumers favour using acompany who employ an apprentice;*

8 80 per cent of companies who invest inapprentices report a significant increase in em-ployee retention;*

9 Apprentices can now work for a business butbe employed by our Apprenticeship TrainingAgency (ATA), reducing paperwork and HR, for afee of £1 per contracted hour; and

10 57 per cent report a high proportion of theirapprentices progress to management positionswithin the company.**From the National Apprenticeship ServiceOver 130,000 businesses across the UK offer

apprenticeships. Locally, 90 per cent of WestonCollege apprentices are offered full-time con-tracts by employers at the end of their apprentice-ship. If you would like further information aboutapprenticeships and the options available to you,please contact us on: 01934 411 594 or business.enterprise.centre@weston.ac.uk

Liz Redwood is Executive Director Apprenticeships andCommercial Strategy at Weston College

Shape workforceof the future bygetting involved

BRIDGWATERCOLLEGEThe recruitment of skilled personnel can beextremely challenging, and employers are havingto consider a fresh approach to recruiting andretaining quality employees.Bridgwater College works with employers, in-

dustry specialists, community organisations andawarding bodies to develop and deliver innovat-ive, accredited training programmes that fullyaddress the theoretical knowledge, practicalskills and industry behaviours that combine tocreate professional, work-ready individuals.In the past two years we have seen the UK

Government commit significant resource to thedevelopment and funding of apprenticeships, as aconsidered response to the UK-wide skills short-age.Apprenticeships are now generally acknow-

ledged as a credible alternative to a universityeducation, producing work-ready individualswhoare familiarwith the culture, behaviours andexpectations of the world of work.Bridgwater College’s combination of expert

knowledge of funding andawardingbody require-ments, academic and pedagogic expertise andindustry-standard facilities, means they are ex-tremely well-placed to deliver the theoretical andpractical elements of apprenticeship training,leaving businesses to complement and reinforcethis learning via practical application in theworkplace.Bridgwater College is forging ever-closer links

with employers, identifying and addressing theirskills training needs, and adding value to theemployer’s business which contributes to itsbottom line.These employer partnerships have huge bene-

fits and are increasingly becoming the key tounlocking private sector investment in industry-standard facilities and resources, with Bridg-water College securing investment of some £40min college buildings and facilities which, in turn,have supported phenomenal growth in the ap-prenticeship provision.Matt Tudor, Director of Business Development

and International Strategy at Bridgwater Col-lege, said: “The close working relationships thatBridgwater College enjoys with businesses largeand small have resulted in phenomenal growth inour apprenticeship provision. More and moreyoung people are choosing an apprenticeship astheir route into work, and employers are alreadyseeing the benefit of recruiting a young personwho adds to their bottom line from day one.”An apprenticeship can also work well for small

and medium-sized businesses.Even a micro-business, where the passing on of

skills is absolutely vital to its survival, can access– and afford – an apprentice.The Bridgwater College Business Development

team can work with the employer to identify anapprenticeship framework that addresses the

Apprenticespay theirway manytimes over

LIZREDWOOD

“

”

Apprenticeships are now generally acknowledged as acredible alternative to a university education producingwork-ready individuals who are familiar with the culture,behaviours and expectations of the world of work.

Education SecretaryNicky Morgan, top, saidsnobbery againstapprentices should end.George Osborne, above,introduced a new levy

The value of apprenticeships has long beenknown to progressive employers – particularly inmanufacturing and technical sectors.The issue has shot up the political agenda and

only lastweek theEducation Secretary pledged totackle “outdated snobbery” towards apprentice-ships, through the introduction of a new lawrequiring schools to allow access to apprenticeproviders and colleges.Nicky Morgan said the Government wanted to

“level the playing field” making sure youngpeople were “aware of all the options open tothem”.Under the plans to end the ’second class’ percep-

tion of technical and professional education,schoolswould be required to give equal airtime tothe non-academic routes pupils can take post-16,the Department for Education said.Ministers have expressed concerns over a “two

tiered system” of careers advice, with someschools unwilling to recommend apprenticeshipsor other technical and professional routes to anybut the lowest-achieving pupils, the DfE added.MsMorgan said: “As part of our commitment to

extend opportunity to all young people, we wantto level the playing field – making sure they areaware of all the options open to them and are able

to make the right choice for them. For manyyoung people going to university will be the rightchoice, and we are committed to continuing toexpand access to Higher Education, but for otheryoung people the technical education provided byapprenticeships will suit them better.”The new legislation would require schools by

law to collaborate with training providers, uni-versity technical colleges and colleges to makesure students were aware of all the paths open tothem through apprenticeships, including Higherand Degree Apprenticeships.Martin Doel, chief executive of the Association

of Colleges (AoC), said: “To make informedchoices for the future, young people need highquality, impartial careers information about allpost-16 education and training options, includingapprenticeships and technical and professionaleducation.”One example of a University Technical College

providing new opportunities is in Swindon.UTC Swindon is different to traditional schools

in that it provides education in an environmentthat feels like the ‘workplace’.This is achieved by delivering the curriculum

through employer set ‘projects’ which tackle realindustry issues. Students are grouped into learn-ing companieswhere they learn to act and behavein teams just as in professional life.They devise solutions to challenges and work

on projects to solve problems. As part of theworkplace environment they will be expected totake responsibility for their actions.

These companies will provide the pastoral sup-port for students and will act as a vehicle forenterprise, competition and performance man-agement. Through these companies, studentswilllearn the language of business and the relation-ship between learning and financial gain.The board of directors at the college include

staff from Honda, Johnson Matthey and OxfordBrookes University.In the Autumn Statement last November

George Osborne introduced a new apprentice-ship levy, which received the backing of one ofBristol’s biggest employers.Airbus president and chief executive Fabrice

Bregier welcomed the new levy ... if it is deliveredproperly.Speaking on a recent visit to the Filton plant

where Airbus employs 4,000 people, he said: “Myunderstanding of that is that it is to be anincentive to have more apprentices within thebusiness and industry and as such we supportit.“I think this is excellent training for young

people to join industry.“If it’s a tax, it’s never good, but if it’s an

incentive and if the money goes back to thecompanies who make the biggest effort, this isgood news for our youth.”The aim is that bigger employers will pay a 0.5

per cent tax to be used to fund apprenticeshipplaces. Many big firms in sectors such as engin-eering already spend large sums on trainingapprentices.

Apprenticeships ever more vitalRichard Bache looks at political moves to increasethe number of apprentices in Britain – somethingwhich businesses have long championed

Sir David McMurtry, who wrote a foreword to this guide and is one of the West’s leading businessmen, started his career as an apprentice. His firm Renishaw is taking on 45 apprentices this year

56 BUSINESS GUIDE 2016 - TOURISM THURSDAY JANUARY 28 2016 WBG-E01-S2

The West Country is blessed with some of themost beautiful countryside in Britain which haslong aided its important tourism sector.Fresh investment in hotels and other attrac-

tions mean that the region is in good shape toenjoy a strong 2016.Somerset received a glowing endorsement last

month after it was named one of the 16 coolestplaces in the plant to visit in 2016.The county was included in the influential

National Geographic magazine’s Cool List –alongside Rio de Janeiro, Shanghai andWashing-ton DC. The news was welcomed by tourismfigures in Somerset.John Turner, chief executive of Visit Somerset,

said: “We have always known Somerset is specialand for the county to be recognised as one of thebest places in the world is fantastic.“To get this kind of recognition is just incred-

ible news and it’s justwonderful thatwe are beingseen alongside destinations such as the GreatBarrier Reef and Washington DC.”Somerset shares an appreciation of the fine art

of carnival with one of the other destinations onthe list – Rio de Janeiro. Though the county, alas,isn’t hosting the 2016 summer Olympics.Somerset’s entry follows the openings of a host

of boutique hotels in the county.Mr Turner says Somerset though has scores of

reasons for visitors to flock to the county. He said:“The county is steeped in history, heritage,mythsand legends with Somerset inspiring the Ro-mantic poets, Coleridge and Wordsworth, sus-taining the tales of King Arthur and his Knightsand providing a home for Jane Austen’s charac-ters and the fictional Lorna Doone.“We are home to the National Park of Exmoor,

four areas of Outstanding Natural Beauty includ-ing England’s first, the Quantocks, plus Eng-land’s smallest city, Wells, and the UNESCOWorld Heritage site of Bath with its world-renowned Georgian architecture and RomanBaths.“Britain’s oldest complete human skeleton was

found in the caves at Cheddar Gorge, one of theoldest man-made tracks in Europe – the SweetTrack – ran across the Somerset Levels plus thefoundations of Christianity in England are re-puted to be at Glastonbury Abbey, and WestSomerset Railway is the longest standard gaugeindependent heritage railway in the UK.“Our illuminated carnivals are the biggest in

Europe and we are home to the world-famousGlastonbury Festival and the country’s only fourday agricultural show, the Royal Bath and West.Wookey Hole Caves and Cheddar Caves & Gorgegive visitors the chance to explore belowground.”A significant addition to theWest’s hotel portfo-

lio in 2015 was the opening of the UK’s first andonly hotel using natural thermal waters inBath.The £800-per-night Gainsborough Bath Spa

Hotel is a member of the prestigious group Lead-ing Hotels of the World.After a major programme of restoration, two

buildings in Beau Street have been brought backto life as a 99-bedroom hotel.General manager Martin Clubbe, who was pre-

viously general manager of the MacDonald BathSpa hotel in Bath, said: “It is a real privilege tohead up the team which will be opening Bath’snewest hotel.“There is a real buzz among all the staff and we

are hugely encouraged by the level of interest andthe number of bookings which we have alreadytaken.”Bath’s naturally warm, mineral-rich waters

will feed the three thermal baths in the SpaVillage Bath at the heart of the hotel, beneath aglass atrium surrounded by Romanesquecolumns.Cheltenham is known for its festivals, none

more so than theNationalHunt festival inMarch.This year the county is preparing for the annualinvasion of Irish fans and given the strength ofleading trainer Willie Mullins’ stable there couldbe a bumper arrival from the Emerald Isle.Meanwhile the number of visitors taking short

breaks soared in the West in 2015, the latestfigures show. Tourism bosses in the region saidincreasingly stressed-out people were taking theholidays to cope with modern life.Shorter stays make up around a third of the

annual tourism spend and are now worth anestimated £1 billion to the regional economy.Somerset and Dorset both saw increases of 63

per cent, as did north Devon, according to theletting agency holidaycottages.co.uk.

Cool endorsement isboon to West tourismRichard Bache looks at the trends which have madethe West Country such an attraction for tourists fromhome and abroad

The Gainsborough Spa Hotel in Bath was probably the most significant opening in the West in 2015 and added to the region’s portfolio of luxury hotels.

John Turner, chiefexecutive of VisitSomerset, welcomed areport by NationalGeographic that listedSomerset in the top 16cool places in the world

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THE RETURN OF GREAT WESTERN RAILWAY

beginning of a new era. From that day

on our region’s railway became known

as GWR, Great Western Railway.

This is not a mere ‘rebadging’ exercise.

It is a statement of intent.

It’s a reinstatement of the original name

given to us by our illustrious founder,

Isambard Kingdom Brunel.

It’s a promise to use every last ounce

of our passion to build a 21st century

railway that Brunel himself would be

proud of.

And it’s an acknowledgement that

the railway and its people are far

more important than any franchise or

holding company.

At FirstGroup, we recognise that

this railway truly belongs to the

region it serves. So we’ve taken an

unprecedented step for any brand

in any industry. We’ve removed

ourselves from the livery. With this

comes the commitment to not act

as a franchise. But rather, as a proud

custodian, whose responsibility it is

to reinvigorate the west by returning

the rail service to its former glory.

of London Paddington, resplendent in

GWR green. Over the coming months,

it will be followed by the biggest

Bringing a new age of faster GWR

electric trains, equipped with foremost

technology and passenger comforts.

All staffed by dedicated Great

Western Railway people, to connect

Great Western Railway stations,

and bring prosperity to our great

western region.

Learn how we’re Building a Greater West

at GWR.com

We’regiving

the westback itsGreat

WesternRailway.

Sunday 20 September 2015 marked the

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Commercial, financial and taxation advice forgrowing businesses and their owners.

At Smith & Williamson, we work with founders andmanagement teams providing end-to-end services tomeet all your financial needs. With a dedicated teamthat truly understands the complexities of growingbusinesses, whether it’s raising finance, navigatingcomplex tax issues, expanding globally or seeking anexit, we will be there to support you on your journeyfrom vision to exit…and beyond.

smith.williamson.co.uk

Smith & Williamson LLP regulated by the Institute of Chartered Accountants In England and Wales for a range of investment business activities.A member of Nexia International. The word partner is used to refer to a member of Smith & Williamson LLP.

To find out more, please contact:

Mike Lea, Managing partnerBristol officeO117 376 2151mike.lea@smith.williamson.co.uk

Louise Somerset, Managing partnerCheltenham office0124 250 6030louise.somerset@smith.williamson.co.uk

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