Promotion celebrations at Sills and Betteridge LLP

Sills & Betteridge LLP has started its new financial year on a high with four promotions. The firm’s leadership development programme recognises the talent and dedication of its people; those who have demonstrated loyalty and commitment, shown a flair for managerial responsibilities and assisted with the development of the firm. This year’s appointments were again drawn from a range of practices. Lincoln-based family lawyer Jessica Firth-Brown has been promoted to partner. Jess joined Sills & Betteridge in 2012 later qualifying with the firm and becoming a highly skilled child law solicitor. Alan Rousseau, a residential property executive specialising in new-build conveyancing in Gainsborough and Katherine Wenham a wills, trusts & probate executive in Lincoln were given associateship. The firm also recognised the contribution made by an employee in a non-legal role, making its head of marketing, Jennifer Lowe an associate. Chief Executive Martyn Hall said: “Progressing to partner or associate is a reflection of many years of hard work. Each of our four new partners and associates joined the firm over 10 years ago, some at the very start of their careers. I am delighted that they have reached these career milestones and look forward to them continuing to play major roles in our future success.” The promotions mark the start of another exciting year for the firm as it looks forward to further development of its newly acquired offices and the imminent relocation of its Thorne team to larger premises on Fieldside in September.

Simply UK acquires six care homes in Nottinghamshire and Yorkshire

Simply UK has acquired six purpose built care homes across Yorkshire and Nottinghamshire and leased them to Portland Care Group. Acting on behalf of the vendors, Anita Allen of Bespoke Care managed the ‘off market’ sales process and confirmed the sale concluded for an undisclosed sum. Portland Care Group said that these transactions will add six care homes comprising 498 beds to its portfolio. Managing Director of Portland Care Group, Rob McDonald, said: “We are delighted to have completed this acquisition. The addition of these 6 x purpose built care homes is a further step in our plan for growth.” Agent for the sellers were: Anita Allen of Bespoke Care, Sheffield. Solicitors for the sellers were: Trevor Bird, Amy Hallam, directors, and Morgan Summerfield, paralegal corporate, of BRM Solicitors, Sheffield and Sarah Rowland, director, and Matthew Lilly, solicitor of BRM Solicitors, Chesterfield and Elizabeth Harris and Ian Osborn of Best Solicitors, Sheffield. Solicitors for Portland Care Group were: Steve Edgecombe, partner, Edwin Truesdale, legal director, DLA Piper Scotland LLP, Dean Peachy, senior associate, Harvey Clark and Kate Roden, associates, DLA Piper UK LLP.

Office layouts: which is best?

As businesses across the country adapt their workspace to better suite changes in their business following COVID, specialist interior design and fit out company APSS looks at which office layout is best for different types of businesses. It’s important staff feel motivated at work, after all, it’s where you spend the majority of the week and needs to be a place you can feel focused and comfortable. The challenges of trying to get people into the office are rife. As some staff claim they will never return, especially with the current cost of a commute, many businesses are considering a redesign. When it comes to style, there’s a whole host of considerations to make, but a fundamental one is office layout. Which layout is best for your office? One geared towards functionality, comfort, or productivity? It can be a minefield as everyone has their own preferences. Here’s a few thoughts about what might suit your business: Open plan office: best for discussion, collaboration and freedom For teams that work closely together, need easy collaboration to bounce ideas off each other, ask for help and combine efforts which helps a project all come together perfectly, an open-plan office could be your best bet. Open and airy, they give you the option of having free discourse among staff, and a more welcoming environment than everyone squirrelled away in boxes. Cost-effective and easily adaptable, open-plan offices offer a great deal of flexibility. Have a new stream of employees joining? It’s easy to adapt and move desks, seating arrangements and teams. It’s also great for efficiency, the open conversations you can have across the room lead to details being confirmed faster, staff feel more updated and there’s a sense of camaraderie that’s missing from other layouts. The only drawback is privacy. A sensitive conversation or meeting free of distractions needs to be held elsewhere and so partitioned meeting rooms or separate areas also need to be considered. Noise can also be an issue in open-plan offices, if teams that clash in terms of their approach are placed in close proximity, it can be detrimental to concentration and therefore productivity. Introducing noise-cancelling baffles or partitions can be a life-saver here and is something to consider when matching the style of work your business does to your office layout. A call centre, marketing company or creative office could benefit, whereas if dealing with sensitive information or highly technical work it might not be the most conducive environment. Co-working space: best for being adaptable, modern and convenient Having risen in popularity over the past few years, the co-working model is often a great option for new businesses or established businesses expanding into new markets or territories, it offers the formal feel of an office, but with a casual, convenient air. Most co-working spaces by their very nature offer a mix of open plan and breakout rooms which are shared among a mix of freelancers, small business owners and more sizable operations. Often hotdesking and collaborative spaces are common, but with shared facilities such as printers, coffee machines, and breakout areas available. This is often a great way to meet with other business owners and offers many ways to connect and work together. It also fosters a great feeling of community, meaning partnerships can be struck up and developed upon. Co-working spaces offer more opportunities for creative design choices. With more adaptable spaces and designated areas for meetings or quick collaborations. It can make it feel more dynamic and welcoming than a standard setup. Even those who own their own business can adopt the style of layout. More breakout spaces, casual and collaborative aspects folded into a standard open-plan layout can improve morale and make an office feel like more of a creative space rather than a collection of desks and meeting rooms. Meetings that are held in breakout areas tend to be less formal and can therefore take up much less time in the day. Cluster office layout: best for focus, efficiency and belonging Not as popular due to the space it takes up, the team cluster office layout does offer some distinct advantages. By seating teams working on the same projects together, it offers a more focused, smooth and inclusive environment for staff. Working collaboratively is one thing many who are in favour of returning to the office cite they miss, so this offers a hugely beneficial way of making that happen. However, it can lead to cliques forming, with little to no contact with other teams other than via email or virtually, it can mean a hermetic seal of contact. It can also be a noisy, busy way to work, with little to no privacy amongst those seated in this way. Hybrid office layout: best for flexibility and compromise Much has been made of hybrid working in terms of the time spent at home and in the office, but in a bid to appeal to all employees, some businesses have transformed their spaces into hybrid, multi-faceted places of work. A combination of open plan, flexible, private and collaborative options, there’s a plethora of choices here for all personality types and takes in every taste. This not only gives existing staff a choice in the way they work, but also gives you the edge when it comes to attracting new candidates. In a world where candidates hold the power and can pick and choose where and how they want to work, this is key to understanding the market. Having a varied and exciting place to work and collaborate is really important these days. The only drawbacks here are the disjointed nature of work and where it is done. Conversely, this can be solved by simply taking in new ways of working, meeting and focus time separated and specific spaces designated for each task. There’s a challenge for a lot of businesses out there, it can go one of two ways. Embrace the challenge and dare to innovate, or watch your best staff and candidates simply up and run. An office is a reflection of your business, if it does not appeal, you might be in trouble. For more information on how to make your office space work best for your business, please visit the APSS website.

People are our greatest asset, is it just rhetoric or is there real value in this statement? By James Pinchbeck, partner at Streets Chartered Accountants

James Pinchbeck, partner at Streets Chartered Accountants, unpacks the age-old term ‘our people are our greatest asset’. How many times have you heard a business leader or company director say our people are our greatest asset? How often we do we take a step back and think what does this really mean? Is it marketing spin aimed at making the organisation look good or to attract new employees, or is there more behind the statement than we might think or are led to believe? Certainly, from a financial reporting perspective people cannot really be an asset, as they are not owned by anyone or anything, nor can they be affixed a monetary value, salary aside, or used as collateral for investment or borrowings. Well at least certainly not in the 21st century. They don’t appear on the business balance sheet and certainly they are not subject to depreciation, written off over time, nor are they from time to time revalued. It would probably be fair to say that whilst you may have many highly appreciated and ‘valued’ staff, not all staff might be deemed to be an asset. In fact, some might be deemed, due to perhaps poor performance, or other less favourable behaviours, to be more of a liability than an asset. Given this background, how might our people be a real benefit and ‘asset’ to our organisation? What might they do to demonstrate the valuable contribution they make to the success and standing of the business? We take on staff to help to deliver the business strategy, to produce goods and services and to meet the demands of the organisation’s operation. However, the true value of our employees is in much more than this. Whilst most if not all staff will undertake, with the appropriate training and guidance, the task or role they have been employed to do, the additional value is around much more. In particular, well engaged employees who buy into or feel truly a part of the business and what it stands for are often great ambassadors and advocates, whether it is with existing customers, potential customers, potential employees or other stakeholders. They often help to contribute to improved productivity, even profitability. In times of adversity, as we saw in the pandemic, valued and well engaged employees often demonstrate true grit and resilience going the extra mile to support the business. There is a true sense of commitment, often with a desire not to let people down with occasions when people will do more off their own back. Rather than perhaps moan or complain about issues affecting the organisation, valued staff will tend to look to address them, showing initiative around problem solving as opposed to leaving it to others or doing nothing. Well valued staff or people you might class as an asset often demonstrate more in terms of leadership, often going above and beyond the management of a task or team and looking to enhance the performance of the same. Perhaps not surprising is the fact that employees who feel a real part of the organisation and its sense of purpose are less likely to seek alternative employment and as such help to improve retention and reduce the burden of recruitment – a situation highly relevant at the moment when most if not all organisations face challenges recruiting. Whilst we can start to appreciate more about how staff could be an asset, even perhaps our greatest asset, there still is a real challenge around how businesses determine or define this, as well as how they might measure it. It seems that there is also work to be done to ensure the term ‘our people are our greatest asset’ is not such a cliché or passing comment or hollow rhetoric on a company’s website, social media and other marketing material. Such work probably starts with leadership and Board, certainly employees, potential staff and wider stakeholders are and will be challenging unsubstantiated statements and looking at how staff really are valued and recognised.

Innovative council office move gets green light

Oadby & Wigston Borough Council (OWBC) will swap its primary offices to Brocks Hill Country Park in an innovative, green and cost-saving move. The move will see the council better its financial position by more than £2million over the next 10 years while also enhancing its green credentials and offering its staff a more agile and healthy workplace. The council announced that it was making the move in 2021 after the COVID-19 pandemic led to a re-assessment of the council’s current office accommodation. Its new agile working policies mean far less space is needed for its day-to-day operations and made the spiralling costs of maintaining, heating and improving its current home – Wigston’s Bushloe House – untenable. Planning permission was granted in June and OWBC’s Full Council has now given the final go-ahead after revising its budget to take the project through to completion. Bushloe House will be sold with the proceeds invested into the renovation of Brocks Hill. Once work is complete, Brocks Hill will be fit for purpose for up to 30 years and its use as its main offices will also significantly reduce the council’s carbon footprint. The agile working space will have room for up to a maximum of around 30 staff at any one time as well as a fully functioning Council Chamber that is flexible in its design so the room can be used for other council-business, community meetings and events. The Brocks Hill site is already owned by the borough council and the country park would continue to be available to the public as usual during and after the renovation. A public café space and toilets will remain on site, although they will not be available while renovation work takes place. Councillor John Boyce, leader of OWBC, said: “Councils must be innovative, forward-thinking and brave in the current financial climate to ensure value for money is being achieved for residents – and this move to Brocks Hill is an example of exactly that. “As a result of this innovation, projections show clearly that the council will be millions of pounds better off over the next 10 years alone – money that will be reinvested into the public services we offer every single day. “On top of the cost saving element, Brocks Hill is a far greener building, vastly reducing the council’s carbon footprint, while also offering our staff far better health and wellbeing opportunities at a location surrounded by green space and next door to a leisure centre. “We’re developing a new Customer Experience Strategy which complements our plans and ensures that the way the council operates into the future meets the demands and needs of all of our customers and residents.” Work could start at Brocks Hill as early as next month (August) and is anticipated to be complete in Spring 2023.

Nominations close in August – make your entries for the East Midlands Bricks Awards 2022 now!

With nominations set to close on Friday 19 August for the prestigious East Midlands Bricks Awards 2022, time is running out to make your submissions. Celebrating the outstanding work of those shaping the landscape of our region, the Bricks provide a prime opportunity to put property and construction businesses, professionals and projects in the spotlight while networking with local decision makers over canapés and complimentary drinks. To make an entry for the East Midlands Bricks Awards 2022, please click on a category link below or visit this page.
The Overall Winner of the East Midlands Bricks Awards 2022 will also be awarded a year of marketing/publicity worth £20,000.
This year’s must-attend awards ceremony, revealing winners, will take place on Thursday 15 September at the Trent Bridge Cricket Ground, and will hear from John Forkin MBE DL, Managing Director at award-winning investment promotion agency Marketing Derby – the evening’s keynote speaker.
Find out who last year’s winners were here.

Book your tickets now

Tickets can now be booked for the East Midlands Bricks Awards 2022 – click here to secure yours. The special awards event will be held on 15 September 2022 in the Derek Randall Suite at the Trent Bridge County Cricket Club from 4:30pm – 7:30pm. The occasion will also welcome award-winning mind reader, magician, and professional mentalist Looch, who will bewilder and astonish guests during the evening’s networking. Dress code is standard business attire.
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“Solid start to 2022” for Team17

The CEO of indie video game label Team17, which has offices in Nottingham, Manchester, and Wakefield, is “delighted” with the business’s first half performance, with an enlarged group delivering record half year revenue. Trading in the six months ended 30 June 2022 (H1) has been in line with the Board’s expectations, with the group, including recent strategic acquisitions, delivering significant growth against H1 2021. Team17’s core Games Label business continues to show the strength and expertise in back catalogue management, delivering low double-digit year on year growth alongside one new release. The Games Label has also seen significant growth in the share of 1st party IP revenues within its portfolio. Meanwhile StoryToys, acquired in July 2021, is said to be performing in line with expectations. Across the StoryToys app portfolio, both active subscribers and subscription revenues have grown significantly in H1 vs the prior year. astragon, acquired in January 2022, is performing in line with expectations too with its own IP titles launched in 2021. The physical distribution side of astragon’s business has seen strong performance across the portfolio of titles from various partners including Farming Simulator which continues to perform strongly in Germany. Furthermore, Team17 USA (formerly The Label), acquired in January 2022, is now fully integrated within the Games Label and performing as expected, and is actively exploring future opportunities to bring Team17 IP to mobile platforms alongside additional 3rd party titles. Debbie Bestwick MBE, Chief Executive Officer of Team17, said: “I am delighted with Team17’s first half performance, trading in line with our expectations. Pleasingly, our new acquisitions, led by our talented and committed management teams, have worked incredibly well together across all parts of the group, and we are all looking forward to a busy and productive second half. “The group now has more evergreen own IP’s than ever before, alongside a phenomenal back catalogue portfolio, and in StoryToys, a growing subscription model. New releases include additions to many established franchises and licensed global brands alongside exciting new original IP’s that are tracking well. “We have made a solid start to 2022 and remain confident about the near-term prospects for the group despite the ongoing broader macro-economic climate.”

New Chief Executive for Nottinghamshire County Council

Adrian Smith has been selected by the Senior Staffing Committee as the next Chief Executive at Nottinghamshire County Council, subject to approval of the County Council at the Full Council meeting on 22nd September. Adrian, aged 42, is currently the authority’s deputy Chief Executive and corporate director for place, responsible for economic development and the county’s highways, transport and communities. Councillor Ben Bradley MP, leader of Nottinghamshire County Council, said: “Adrian impressed members of the interview panel with his incisive grasp of the strategic issues we’re facing. “I look forward to working alongside Adrian to continue to deliver against the priorities we have set out to improve the lives of residents in Nottinghamshire, attracting major investment, working towards devolution for the East Midlands and transforming our care services. “Nottinghamshire is leading the way when it comes to economic development, working with Government on major national priorities. We want to be a beacon for the region on change and innovation and getting our services right for local people. “Adrian is well-respected within the council, regionally and nationally, and I’m confident his appointment will help us to achieve these priorities.” Adrian Smith said: “I feel very privileged to be chosen for the Chief Executive role at such an important point in the future of local government. “I am proud to call Nottinghamshire my home and I am very much looking forward to supporting our workforce, Members and partners to deliver on the priorities we have set in our Nottinghamshire Plan. My personal commitment is to improve the lives of residents, the economy and the health of people in Nottinghamshire.” Adrian joined Nottinghamshire County Council in 2016 as corporate director for place, having previously worked at the London Borough of Lambeth.

Cost of living crisis hitting East Midlands cities harder than in the South

Cities in the East Midlands are suffering higher rates of inflation and tighter squeezes on household finances than those in the South, as the cost of living crisis deepens inequalities across the country. New research from Centre for Cities shows that inflation has already reached double figures in urban areas in the East Midlands, where rates are rising significantly faster than in the South. This is having a disproportionate impact on household finances. Latest estimates show inflation has made workers in the East Midlands £117 a month poorer on average; while workers in the South have lost around £103 a month – adding up to a difference of £168 a year. The concerning findings are published in Centre for Cities’ new report, entitled Out of Pocket: The places at the sharp end of the cost of living crisis, which for the first time compares the impact the crisis is having among cities and towns across England and Wales. Leicester is the hardest hit in the East Midlands, with an inflation rate of 10.8 per cent, followed by Mansfield at 10.6 per cent and Nottingham and Derby at 10.5 per cent each. Meanwhile, London and Cambridge currently face an annual inflation rate of 8.8 per cent each – meaning Leicester’s rate is around 23 per cent higher than in these southern cities. In addition to the Midlands, cities in the North and Wales are also enduring higher inflation rates than in the South. Much of this disparity can be attributed to the fact that the North, Midlands and Wales have higher proportions of poorly-insulated housing and more reliance on cars, which leaves these areas exceptionally vulnerable to increasing fuel prices. Research shows that eight out of the 10 urban areas with the highest energy costs just before the crisis hit were located in the North, Midlands, and Wales, with these cities already paying hundreds of pounds more than urban areas in the South. For example, in Derby, annual energy bills in 2021 were £1,121 on average. This is significantly more than southern cities, such as Milton Keynes, where 50 per cent of homes have high energy efficiency and yearly bills were £889 on average. These differences will continue to grow as prices increase. The Government recently provided £15bn to help ease the cost of living crisis but these figures show more needs to be done to support vulnerable households. In its report Centre for Cities calls on ministers to:
  • Increase benefits to bring them in line with inflation;
  • Reintroduce the £20 uplift for Universal Credit for the 5.9 million people currently on benefits;
  • Provide those living in homes below EPC band C with a one-off payment to help them face soaring energy bills.
Centre for Cities Chief Executive Andrew Carter said: “The entire country has been impacted by the cost of living crisis but our research clearly shows some areas are being hit much harder than others. Worryingly, the North, Midlands, and Wales are struggling with higher rates of inflation that are further squeezing finances and leaving their residents hundreds of pounds worse off. “These disparities prove that levelling up our cities to tackle spatial inequalities and futureproof the economy is more important than ever. “In the short-term it is imperative that those most vulnerable are given the support they need to get through this crisis. Even while Westminster’s political situation is uncertain, ministers must act quickly to protect the areas most impacted and ensure they don’t fall even further behind.”

Europe’s largest oat mill set for Northants

Navara Oat Milling, a new joint venture in food manufacturing, is building a state-of-the-art oat processing plant in Kettering supported by a £15 million asset finance funding package from HSBC UK. Navara is jointly owned by crop production and grain marketing company Frontier Agriculture; farmer owned cooperative Camgrain; and Anglia Maltings Holdings (AMH), a food and drink ingredient manufacturer. All three companies bring together a longstanding expertise in their respective supply chains and markets and have come together to meet the demand for oats in the food and drink sector. The support from HSBC UK will enable Navara Oat Milling to build and operate a new cutting-edge processing plant, set for completion in 2023. Once up and running, the new mill will be poised to meet the growing demand for oat ingredients in the food and drink industry. The new mill is expected to create 120 new jobs – 60 during the construction phase, and a further 60 to operate the plant when complete. Mark Aitchison, Managing Director of Frontier and chairman of the new joint venture, said: “There’s increasing demand for oat ingredients in healthy food products and non-dairy drinks. “Our collective vision is to build and grow a dedicated oat supply chain, bringing farmer and food manufacturer closer together and delivering improvements that benefit each sector and the environment. “The support from HSBC UK has been invaluable in enabling us to bring our plans to life.” Allan Wilkinson, UK head of agrifoods at HSBC UK, said: “The demand for oat-based products has increased heavily due to the proven health benefits, with many switching to plant-based products as part of their diet. “We’re delighted to be supporting this new venture, which brings together three of our existing clients, boosting oat production across Europe.”