sme wales issue 1

A WHOLE NEWBALLGAMESHANE WILLIAMS TALKS TO SME WALES ABOUT THE CHALLENGES OF BEING AN SME

ISSUE 1Dec 2012 - Feb 2013

+ BUSINESS IN FOCUSProfiling their support to businesses in the Principality.

PAGES 40 - 47

+ SANTANDERA breakthrough in business banking in Wales.

PAGES 66 - 67

+ CARDIFF METROPOLITANUNIVERSITY

Featuring the entrepreneurship hub.

PAGES 56 - 57

+ LMWDr. Barrie Kennard talks to SME Wales about supporting SMEs and the outlook for 2013.

PAGES 58 - 61

FEATURED IN THIS ISSUE //

SME WalesPublished By Power Media ManagementT: +44(0)844 870 7168E: [email protected]

EDITORGary BakerT: +44(0)844 870 7168E: [email protected]

BUSINESS DEVELOPMENTSarah FreeT: +44(0)844 870 7168E: [email protected]

CUSTOMER RELATIONST: +44(0)844 870 7168E: [email protected]

PRODUCTION & DESIGNHoodoo [Design]E: [email protected]: www.hoodoodesign.co.uk

PHOTOGRAPHYSamantha CoxT: +44 (0)7837 138418

SPECIAL THANKSLucy Teed, Debbie Williams, J C Banks,Effective Communications & Marc Smith Photography

OFFICES

UK Office:Dalton House60 Windsor AvenueLondonSW19 2RR Printed in Wales © Copyright 2012 Power Media Management Ltd SME Wales is owned and published by Power Media Management Ltd. The views expressed by contributors, editorial team and other correspondents in articles, features, reports, reviews do not necessarily represent those of the publisher. Accordingly, the publisher is not responsible for any such views, nor for any act or omission on the part of any such contributors, editorial team or correspondent. Neither is any responsibility accepted by the publisher for any loss or damage caused to any person relying on any statement in, or omission from Power Media Management Ltd the publisher expressly excludes any responsibility for any third party website or any other source reviewed or otherwise referred to in SME Wales. SME Wales does not necessarily agree with, nor guarantee the accuracy of statements made by contributors or advertisers or accept responsibility for any statements which they may express in this publication.

EDITOR’S COMMENTS

RECEIVE THE SME WALES

E-BULLETINsmewales.co.uk/ebulletin

WELCOME to SME Wales, the information resource for Entrepreneurs and SMEs in the Principality. SME Wales’ has one mission – to give entrepreneurs and small to medium sized business owners the necessary ideas, resources and inspiration they need in order to be successful. Entrepreneurs and SMEs are the life blood of our great nation.

However, it is sad to say that much of the information needed to support this key part of our economy is either poorly publicised or not readily available to access in the public domain. This leads to information fragmentation and a massive lack of awareness of the amazing resources on hand – that is until now!

SME Wales is a dedicated business information resource designed to act as a voice between the private and public sector in Wales. The resource contains information, articles, features, relevant news and reviews designed to inspire and support Start Ups, Entrepreneurs and SMEs from North to South and East to West of the Principality.

JOIN THE SME WALES REVOLUTION and enjoy a resource that’s been written, designed and produced for you!

G Baker

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F E A T U R I N G :Santander

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Shane Williams Feature

Terry Matthews Feature

David Russ Feature

Norrie Wilson Case Study

Graham Morgan Interview

Working From Home Feature

Wales Co-oprative Centre Article

Exporting Feature

Cardiff MET - The KITE Project

Microzone Wales Article

The Centre for Business Feature

Business in Focus Feature

PBI Feature

Go Wales Review & Feature

Cardiff Metropolitan University

LMW Report

TSW Training News

Santander Interview

RDP Law Advice

Key Finance Advice

A2Z Computing Advice

Certus IT News

Chris Gledhill Advice

Fuelling Your Business Advice

Nadine Honeybone Feature

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F E A T U R I N G :Shane Williams

F E A T U R I N G :Wales Co-operative Centre

F E A T U R I N G :Business in Focus

F E A T U R I N G :Cardiff Metropolitan

F E A T U R I N G :Barrie Kennard

F E A T U R I N G :A2Z Computing

F E A T U R I N G :Chris Gledhill

F E A T U R I N G :Nadine Honeybone

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A WHOLE NEW BALL GAMESHANE WILLIAMS IS A WELSH NATIONAL TREASURE, A SPORTING ICON WHO REPRESENTED THE WORLD-FAMOUS BRITISH AND IRISH LIONS RUGBY UNION TEAM FOUR TIMES, WAS CAPPED FOR WALES ON 87 OCCASIONS AND PLAYED FOR 14 YEARS IN THE PROFESSIONAL GAME WITH, FIRST, NEATH AND THEN THE OSPREYS REGIONAL TEAM. HIS INCREDIBLE RUGBY CAREER ALSO EARNED HIM AN MBE IN THE QUEEN’S BIRTHDAY HONOURS LIST IN 2012. BUT ALL SPORTSMEN ACKNOWLEDGE THAT, SOONER OR LATER, THEY HAVE TO RETIRE.SO WHAT HAPPENS THEN?

Shane has gone into business, particularly the SME market and for this global superstar it represents a whole new ball game.

Shane is already wanted by media companies for TV work at major matches and could easily have gone down that route. Or he could have coached rugby as a career within the sport, which many of his contemporaries in the past have chosen to do. However, when he eventually packs his boots away for the last time he has picked the wider world of work and a journey that starts from the beginning with small business.

He is currently enjoying a one-season contract in Japan with second-division club Mitsubishi Dynaboars. There the game is a world away from the Welsh rugby spotlight. It is more akin to Shane’s first club, Amman United, than the high-intensity of the Ospreys. Post-match barbecues are the norm instead of having corporate duties in the hospitality section of the Liberty Stadium in Swansea.

Yet, already Shane is preparing for his life after rugby, despite being thousands of miles away from the ‘action’ of Welsh business. For the Welsh legend, the thrill of sweeping down the wing in a red jersey, with a Millennium Stadium packed with passionate, adoring fans roaring him over to score a try, is now swapped for the adrenaline rush of closing a business deal.

Shane has developed a portfolio of companies. SW11 Promotions is a website clothing business which is named after the man himself and the jersey he wore with such distinction throughout his career. SW11 mushroomed out of his testimonial season with the Ospreys, where t-shirts, hoodies, trousers and other gifts were put on sale and snapped up by eager fans. He has invested in property and, conscious of giving something back to the community in the Amman Valley in Carmarthenshire, has

opened a gym. He also has rugby coaching academies in place, where the next generation of Welsh stars can be nurtured and groomed to emulate his feats.It is through partnerships with shrewd and experienced business partners that Shane has been able to leave his companies in safe hands and enjoy his final rugby fling in the Far East. On returning to the Amman Valley, when rugby is all done and dusted, he will wake up to business and the challenge of how to make enough money to support his family and build a legacy for his two children.

Shane admits the media option of appearing on TV as a pundit and writing for papers and websites could have been an easy-enough road for an iconic figure like him to venture down. However, his aims are far broader and longer-term.

Shane said: “Media is an avenue I have been exploring and I very much enjoy commentating on rugby matches in both Welsh and English for the BBC, S4C and Sky. I have also been given the opportunity to do some coaching while in Japan. Although these are both options, I would like to continue to explore. Rugby is in my blood and will always play a big part in my life. However, I have to say I am enjoying being in business.

“I have developed a web-based business that sells a clothing range, plus general sporting goods. We recently added a range of work-out wear to compliment the type of training we offer in the gym. I have also conducted a series of rugby academies for up-and-coming players, which is a great opportunity to give something back to the youngsters and, hopefully, inspire them to be future Ospreys. Who knows? They may go on to represent Wales. Other business interests include a property portfolio and the gym.”

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By diversifying in several areas, Shane has deliberately avoided putting all his eggs in one business basket. Should the worst happen and one business fail, it would not be a case of starting again from scratch, as many successful entrepreneurs, including billionaires like Donald Trump and Richard Branson, would testify.

Shane explained that the multitude of companies arrived not by shrewd judgment. “I confess, this is more because of circumstance rather than clever planning,” he said. “Because a sporting career is typically of short duration, you get to have a testimonial year. As a result we threw together a website to publicise the various events we had organized for that year. Part of this included producing some t-shirts, hoodies and so on to give away as gifts and prizes. Consequently these proved to be so popular that the opportunity became obvious. Having diversity in business is a double-edged sword. In one way it helps spread the risk, but in other ways it can be a drain on resources.

“Where the clothing range came about though an opportunity resulting from my testimonial year, the gym is a commercial enterprise, but one that allows me to give something back to my local community, who have supported me through my career. Being a professional rugby player these days means being in peak fitness. The Ospreys and the Welsh squads are testament to the hours of specialised and dedicated training that needs to be put in. This has given me inside knowledge on being able to adapt these techniques for all fitness levels. The gym operates on a membership basis and provides both classes and one-to-one sessions to cater for everyone’s needs. We have local rugby players who are looking to improve on their performances but we also have my mother and mother-in-law coming along who, it’s fair to say, are enthusiastic ladies wanting to be the best they can. The business employs local people and we are committed to expanding and creating more jobs in the future.”

Pre-planning, though, was critical to Shane’s enterprises. He has asked people who have been both inside and out of the rugby industry, including another former Lions and Wales legend, Robert Jones, from Trebanos, who has started his own companies from scratch. Shane said: “Whenever I have asked people for advice regarding stepping into new business challenges, there was always one point that kept coming up. This was that I had an image to maintain and that my business choices would reflect heavily on everything I had achieved in my rugby career. Therefore, it was really important that I made informed and careful choices.

“I have met with Robert Jones several times and, yes, I have had a lot of positive advice and warnings from him, along with other people who have made the transition from sport to business. Like many people, it sometimes takes a life-changing event to spur you into action. Having a wife and children made me realize I had to provide a long-term, stable financial future for them. A sporting career can be short-lived, so it was something I’ve had in the back of my mind for some time; but before I didn’t have the time to make the necessary commitment. My first steps were into the property market, which provided a longer-term investment. The clothing range, rugby academies and gym followed. They are all still fledgling businesses, however, each has a basic business plan that is evolving as I learn more and as they mature and change. One lesson I have learned is not to be afraid of change. Of course, you need an overall objective and destination to aim for but the need to adapt and develop the path by which you reach your destination has to be flexible.”

Shane has called on many other resources to help him develop his business future and has taken solid pre-start steps, such as ensuring he knows where his businesses are going, how they will make money and how they will be sustainable. In fact, all of Shane’s thousands of social-media followers actually helped him in the process, so, you suppose, they can claim some part in his business success when his companies take off.

“There is support and assistance from both government, like Finance Wales, and private organisations, such as banks, to assist in writing business and financial plans. There are even templates available on the internet. These can be useful as no one knows your business better than yourself. It is relatively straightforward to create a basic plan. The marketing plan, however, was more challenging as it is not an area of business I have experience in. I was able to have help and advice from some very qualified people, who took me through a process of going back to my original ideas and constructively challenging them. As a result, we surveyed the opinions of my twitter followers and asked what values the brand of Shane Williams stood for. Subsequently, we were able to revamp the brand identity, the logo and how we communicated with our prospective customers. I guess I fell into the trap of being a focus group of one and not seeking enough input and opinions on branding, etc, at the start.”

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Shane won so much with Wales, including two Six Nations Championship Grand Slams – where the nation beat France, England, Scotland, Ireland and Italy in one campaign – because his teammates and coaches had ultimate trust in his abilities to do his job. That is the same trust and faith he is now putting in his business partnerships to make his portfolio flourish while he is abroad.

Shane said: “Like many business people who have invested their own time and money, I am a self-confessed control freak. So, it was not an easy decision to take time out to live in Japan. Two factors really put my mind at ease. First, technology makes it easy to stay in touch, whether that is via email, text or video conference calls; so regular contact, reports and meetings can still take place. Second – and I’ll probably get into trouble for not making this the first point – is the trust I have in the people who work with me. I have a good team of people in each of the businesses and am also lucky to have Debra Williams, an experienced business leader in her own right, as a mentor and who is the person based locally looking after things in my absence.

“The Ospreys have always been hugely-supportive of my business opportunities and actively try to assist players who are coming to the end of their careers. Managing people, whether it be in the rugby, business or, indeed, any other business, is not easy. However, I like to think I am a people-person and have tried to learn from other managers and leaders with whom I have been fortunate enough to work.

“There is a five-year plan for each business and there are some exciting opportunities to develop them and take them in other directions. With the clothing range being internet-based – and my current exposure in Japan – it’s a natural direction in which to look for selling internationally. Each business will have its own twists and turns and any profit timescales may vary, depending on where we take them and how much investment is needed. Not to over-emphasise the fact that they are all still immature and need to make more traction.”

It has not just been rugby that Shane has been working on in Japan either! He has made commercial contacts there and has been fascinated by their business environment, particularly their SME economy. “Japan has a unique and fascinating culture,” he said. “They work very hard and are renowned for their efficiency. But a word I would associate with their business ethic is ‘pride’. They are a proud of their achievements and extremely innovative in their approach.

“Japan’s economy is massive and, away from your car manufacturers, electronic goods industry and so on, you have the smaller economy of shops, hairdressers and garages; and, even though there seems to be hundreds of similar businesses in just a small area, they seem to thrive. I believe the success is down to their enormous work ethic and positive approach to being successful. The Japanese people are very friendly and accommodating and I believe this is a massive factor. I have been fortunate to meet some very interesting people. It may or may not

happen but I would certainly want to maximise any relationships and opportunities while I am here.”Depending on how his businesses flourish, global trading is probably a more longer-term ambition than shorter. Wales – and creating that legacy for his family – are the most important aims at present. Shane said: “Absolutely. That is the main reason I decided to work in Japan. Aside from the once-in-a-lifetime opportunity for the family, it provides us with financial security. I am also conscious of leaving my children a legacy, which they will have the option to continue and have secure employment should they wish.”

There are only 24 hours in the day, however, so swinging from one business venture to another, with meetings and decisions, managing matters and somehow fitting in the family life he must have is, as all company owners know, a difficult juggling act. How does he manage to fit family into all his responsibilities to others, including his employees? “Honestly? I have no idea,” he said. “But seriously, I have a supportive wife and family, a trusted team and a great network of people I can tap into for help and guidance. I have had to juggle life and work for so long I guess it becomes a way of life.”

That includes the people in his locality. Giving something back is a keystone to his business ventures. Shane said: “Without the support from the community I grew up in I would not have achieved half of what I have. So, yes, it’s not only important to me but fundamental to the person I am.

“Wales is full of people who have achieved – and continue to achieve – great things. We are also humble by nature. I would love to be respected as a businessman as much as a rugby player one day. I’m competitive by nature, love a challenge and, perversely, I like the feeling of being outside my comfort zone and pushing myself to achieve new limits. I’m pretty tenacious, which is not a bad trait to have in business. But I need to focus my attention on my business operations for the foreseeable future. I’m not sure I have the experience yet to add a great deal of value to other business owners but I’m learning fast.”

So, what tips does he have from his business experiences so far for potential entrepreneurs? He said: “Have a go. Get good advice, surround yourself with people you trust and work hard. Some you will win and some you won’t but never give up.”

Ultimately, though, Shane’s post-rugby future, despite the attraction of potential clients linking with an iconic rugby player, has been as a result of his own choices. “I am very happy with the decisions I am making at this time,” he said. “I am completely comfortable with the business ventures I have chosen and feel they are the right ones for my family and our future. Any decisions I have made in the past, whether they were right or wrong, I would like to think I have learned from and can use to develop myself. I am determined to work as hard in the business world as I did to become a successful sportsman and will continue to have the same work ethic.”

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VISIT SW11 CLOTHING RANGE ONLINE:http://www.shanewilliamspromotions.com/shopPhotos By: Marc Smith Photography

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SIR TERRY Matthews, Wales’ firstbillionaire, turned the hospital wherehe was born into a global, iconic andsuccessful tourist destination that hashosted golf’s biggest global event.

You have to have some ‘wins’so that a start-up company

becomes a ‘somebody’ and thenit is for the environment to say,‘Ah, ha – I’m going to invest in

these new companies’.

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But the man who has created 90 businesses in a career spanningthree decades – all but six of which have made money – is stillencouraging people who aspire to follow in his footsteps to go fortheir dreams.

And he believes ‘brain power’ and not brawn is the new way forwardin today’s entrepreneurial world – that is if Wales can hold onto thebright university graduates they educate every year.

Sir Terry has also got advice for those who want to go it alone butare worried about taking the plunge into self-employment – ‘do it’.

The billionaire bought the old Lydia Beynon Maternity Hospital,near The Coldra, Newport, where he was born in 1943, and, after aninvestment of £100 million, turned it into the Celtic Manor Resortwith two top-class golf courses.

Now, Sir Terry, along with influential business colleagues, areencouraging the next technological entrepreneurs to aim for the skyby opening the Alacrity Foundation in Newport.

And, despite overseeing global organisations in Canada and Wales,such as investment business Wesley Clover, hi-tech manufacturersMitel and March Networks, he still has his roots firmly fixed in theSME market as a man who tried his luck and saw it pay off – big time!

Sir Terry is intensely serious about business and, despite mixing with the mighty and powerful, says start-up companies and SMEs are the lifeblood of an economy.

“This is an area of business I understand.These days, I take, typically, new graduatesfrom universities and colleges and create newtechnology companies. But remember thatthe Celtic Manor was an SME with only 17bedrooms. Now it has 430 rooms, 2,000 acresof land and has also hosted the Ryder Cup.

“The issue is to think ahead of where you are ina business and, better still, think global ratherthan domestic.”

“The economy at the moment is restrictive on helping businessstart-ups and small organisations gain footholds. Grants with theWelsh Government have declined in recent years, while trying to getfunding from a major high street bank for a new project is almostimpossible.”

So, how do new companies get a foothold in business with cash sohard to come by?

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Sir Terry said: “You have to have some ‘wins’ so that a start-upcompany becomes a ‘somebody’ and then it is for the environment to say, ‘Ah, ha – I’m going to invest in these new companies’. Now, the best new companies, in my view, are those which use brain power. Then you don’t need capital – or much of it – to build steel plants or, as we had in the past, the shafts for coal mines and so on. That takes capital up front before you actually hire people.

“If you use brain power, that is a whole different ball game. Thecapital becomes the brain power. Now the good news is that we invest in this country very heavily in universities, whether it is Swansea, Cardiff, Bangor, Aberystwyth or Newport. We have excellent new grads (graduates) but many of them leave us.

“So, what are we doing to hold onto the human capital to createnew companies? Because all of these new graduates coming out ofuniversity and colleges are young people, well educated, tons ofenergy and those are the kinds of people you don’t want to lose. Youhave to encourage them.

“Cardiff is known world wide for its’ business degrees but how manyof the graduates are encouraged to stay? How many of the newgraduates can get jobs? These are very important questions.”

The pool of talent is huge, said Sir Terry, but with employmenttough to come by for youngsters, the self-employment market couldbe the way forward.

“Better to create your own job than to look around for a job,” headded. “Encourage young people because are young graduatesmarried? Typically not. Do they have children? Typically not. Do theyhave a mortgage? Typically not. Can they work seven days a week?Yes they can.

“So that output from what might just be human capital has to beencouraged because the rewards can be huge to the society.”

But what about others, people who may not be young graduatescoming out of university but are possibly thirty or fortysomethings who may be facing redundancy and the dole from a staff jobsomewhere?

Sir Terry said: “You don’t have to earn a high salary to work. You canactually work for nothing for yourself. Have a go. If you don’t try, youdefinitely won’t get there.

“So for those who don’t have a job with an income, why not have a go on their own? Maybe the dream comes from their own efforts and not a dream that comes from a perfect job they are looking for.

“Create your own job. That is what the world of SMEs ought tobe about. Create your own damn job, don’t look for governmenthandouts, get off your arse and do your own thing.”

That was delivered with the real passion of a man who never takes‘no’ for an answer.

“The USA did a report called the KaufmanReport. It showed that from 1985 to 2010, all nett new jobs created in the US came from newcompanies, not companies that were alreadyin existence. Then you have to ask the question,how do you create an environment that allowsand encourages new companies? Because newcompanies mean new jobs, in particular thosewho are looking towards a global marketplace.

“This is a very interesting report. You ask whyall nett new jobs come from new companies? So how do you encourage people?”

His own specialist area – technology – is going through massivetransition at present and this is where ‘brain power’ comes into its’own.

Sir Terry added: “There is, at this time, for a variety of reasons,a transformation going on in the world of ICT – InformationCommunications Technology. There is a transformation the likes ofwhich I have never seen in my life. It conjures up words like ‘CloudComputing’. It conjures up words like ‘Broadband’, in particular ‘mobile’; and it conjures up words like ‘devices’.

“DNA - Device, Network and Applications. That world is transformingso many things, whether it is business or government. This coversevery subject matter you can think of – education, small business,medium to large business and government.

“This technology refresh is the biggest thing I have seen in mycareer and I have been in the technology industry for a long, longtime. It has opened up a complete treasure chest of new things to do. You don’t want to miss this.

“At the Alacrity Foundation, there is a programme to capitalise onthose changes.”

Sir Terry moved onto his next appointment, leaving behind words of encouragement and a pointer in the right direction for the future that can only resonate around SMEs and those who want to become entrepreneurial themselves in Wales.

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DAVID Russ has been a cornerstone of the Welsh business community for a generation, first through Newport Chamber of Commerce and now as Managing Director of the South Wales Chamber. This incorporates Cardiff and Swansea, with a membership of nearly 1,200 businesses and has the ear of influential people across all sectors.

So, when we needed to talk about entrepreneurialism and the business environment of Wales, David was the obvious choice. As a director of the Welsh Development Agency for a decade between 1984 and 1994, David was part of a team that drove inward investment to the Welsh economy, including such big names as Panasonic and LG. The WDA’s annual budget at that time was around £70m but it secured many times that amount and thousands of jobs for the Welsh workforce from the time it began in 1976 to its abolition in 2006.

David moved to become MD with the Chamber of Commerce in 1997 but that WDA era was a halcyon period for Wales. In recent years, though, the recession’s downward spiral has meant David and his staff at both the South Wales Chamber of Commerce and the Centre for Business have had to think outside the box for ways to provide growth stimuli to SMEs and help them buck trends.

David is a busy man, but he took the time to give us an insight into the entrepreneurial world in Wales that he has occupied for the past 25 years. He said: “To set the scene, entrepreneurship really kicked off in 2000 with the Entrepreneurship Action Plan (EAP); and I was a member of that group.

“They were an interesting collection of people who came together in terms of entrepreneurs, business support, people like me. This is where we need to pay some credit to the WDA, who said, ‘It is your project, you get on with it and we will financially back you to do it’. A group of a dozen of us came together and mapped out an entrepreneurship framework for Wales, from primary schools through to secondary schools, and business start-ups through to businesses with real growth potential. Everything came through in a single-document framework which came together in key areas.

“I wrote the Wales Business Birthrate Strategy. This was giving ownership over to us and How To Grow Businesses was a second part which we did. We launched it in 2000 and it was then supported for the next four years. The whole point of it was that, if you are going to have a significant impact in entrepreneurship you have to take a 10-year window. It was talking about culture change, environment platform; the whole thing needed to be changed. There was, in those days, less entrepreneurship than we have now.

“We had significant step changes taking place in Wales. We had an 85-per-cent success rate of businesses starting up through the various activities that were still in business after three years. Compared with the Barclays Bank study, which they have been doing for 20 years, about businesses who have had support and others, it hovers around 50 to 55 per cent who have not had support and survived through to the third year.

“Four-and-a-half years into the process – and hugely successful – it was decided that entrepreneurship was not the way to go and it was guillotined. People were coming in from Europe to see what we were doing. Even in England they were going to write their own Entrepreneurship Action Plan based on what we had done. The only thing left out of that now is the Youth Entrepreneurship Strategy, for which I chair the steering group.

“What you have seen is a decline in entrepreneurship. It is not that it is not going on, it is because it has not got that focus of being under the spotlight in a co-ordinated way. The plan now is to influence the Welsh Government to reinvest in a new EAP.”

Entrepreneurship is not as easy as ABC, of course, and David said there were four main challenges facing those who aimed to make it in business. “The four main challenges for entrepreneurship, which have not changed in 10 or 12 years, are fragmentation, duplication, access and awareness. Those are the challenges we face in developing an SME and entrepreneurial culture. The good news is that the current minister (Welsh Government) we have for BETS (Business, Enterprise, Technology and Science), Edwina Hart, is listening to people about changing and challenging those sort of things. If you look at the past 12 months, you now have the (High Potential) Business Starts programme.”

Support bodies across Wales are also buying into the vision, which helps produce a collaborative culture of everyone working together for the good of the Welsh economy to create jobs and revenue. David said: “You have four regions in Wales, North, Mid, South East – cut up into two – and West. We lead a consortium in West Wales which was ourselves (Centre for Business), Business Connect Neath and Port Talbot, Business in Focus, Antur Teifi and PBI (Pembrokeshire Business Imitative). That group won the contract.

“They have the local knowledge and all we are doing is weaving the bid in. We have been running Taste of Enterprise for 12 years in Merthyr and Ebbw Vale. I sit on the Micro Business Task Force that Edwina set up 12 months ago. What came out of that was the One Stop Shop, which is going to be Business Wales (piloting in 2013). To show how it can work, in the midst of the recession, we pulled together a private-sector conference with 160 businesses with the statement, ‘What do you need from Welsh Government and organisations like us to assist you through the recession?’ As part of that, a month earlier, I had been to Dubai. What they have there is the Dubai Business Centre, which is a One Stop Shop. So we created a document called, ‘One Gateway’, and sat down with Edwina. She understood what we were trying to achieve and, from there, I was asked to join the group. Out of that came the One Stop Shop, which has become Business Wales. I think that is a positive example of how things can change.”

There is no stopping David’s enthusiasm for making Welsh business work because, while Business Wales is being rolled out in 2013, he is planning the International Centre of Excellence (ICE), which is an entrepreneurship elite centre. “We created this thing, sat in front of Edwina; and now she wants a Memorandum of Understanding between the Welsh Government and the Chamber for rolling this out. Essentially, this is the One Stop Shop in terms of how to internationalise things. What I am trying to do is create a virtual hub of information which is already out there.”

David asks the time, as he has another meeting scheduled after speaking with SME Wales; and we take our leave. Indeed, while some may think nothing really goes on behind the Welsh scenes to help SMEs and entrepreneurs in times of trouble, it is innovators like David, with the drive and dedication to push forward creative and practicable solutions, who are not only thinking about what can be done but helping push policy to make things happen. This we applaud as SME Wales stands united alongside individuals like David Russ, who are championing the voice for Welsh business.

David Russ talks candidly to SME Wales

N O W I S T H E T I M E T O I N V E S T I NE N T R E P R E N E U R A L I S M I N WA L E S

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WE all dream of having that brilliant idea and taking action onit at just the right time that it goes on to become a successful business.

For many of us it remains just that – a dream. But for some itbecomes a reality. An often-used phrase of business directorswith new, challenging projects that have become big businessis how the idea came from a chat in the pub and scribbling theirembryonic plan on the back of a beer mat.

For some, they have an idea to take the knowledge, gleanedfrom years working for somebody else and craft it in the backbedroom of the house before thrusting it onto the world to seewhat happens. Twelve years ago, trained engineer Norrie Wilson,a Northern Irishman looking to work in the recruitment sector,was in Wales when a conversation and an idea led to a businesswhich, in May this year, he sold for a substantial sum.

He began Angels Care Services – a business in the domiciliarycare market, where carers attend people who need help intheir own homes – back in 2000. By the time he sold it, Norrie,54, had more than 100 employees and a company which was working for councils and private clients right across South Wales with a five-star reputation and upwardly-increasing growth. It is proof that anyone with the right mindset and belief in their product or service can go from scratch to success.

Now, as Norrie has wound down his work with AngelsCare Services as their managing director – a wrench which headmits is a serious strain – he took time to explain what is neededfor a business to go from the germ of an idea to selling up, nomatter how hard it can be to ‘let the baby grow up’.

Entrepreneurs

FROM THESPARE ROOM

TO THEBOARDROOM

THE STORY OF NORRIE WILSON AND ANGELS CARE SERVICES

15

Entrepreneurs

Norrie said: “I started Angels from scratch because it was just an idea. It was a conversation with someone I worked with who asked what my plans for the future were. I said I wanted to start some kind of employment agency, initially thinking it would be in the engineering sector. But his wife was a carer and he suggested that, if you had a passion for caring, there was certainly a demand in South Wales for genuine people to supply quality care.

“We started off with his wife as a carer and one or two of her acquaintances and went to the council to say, ‘We are available to supply care with experienced carers’ – albeit we only had three of them – ‘and we are open to any business you want to put our way’. They gave us a couple of care packages that we really did look after. They realised that we were using quality carers and, although we were small, they kept offering us more packages because we were getting such positive feedback.

“That has been our mantra ever since, to have a real passion for what you do and only deliver real quality, the sort of care that you would want your own family to have. Over the years we treated every client as if they were our own family – and that shines through. You couldn’t grow and develop a company in the care sector unless you have a conscience. You need to be emotionally involved for it to grow; and it grew so quickly and at such a vast rate, it did leave me exhausted at times.”

Vale of Glamorgan Council started the ball rolling for Angels and it continued from there. Norrie added: “The provision of care in those days wasn’t being catered for as it is today. In that respect it wasn’t difficult and, because we had self-imposed standards that we considered to be quite high, it was easy to maintain the packages we had. You have to believe 100 per cent that it is going to work and, no matter how many hurdles you come across, you have to believe. There is no option but to get over that hurdle. If it is going to work, you have to be absolutely convinced.

“That belief will carry you over so many obstacles and, on the days when you are down, if you still have that belief and confidence, that will help you to persevere. If you can provide a service where your employees really do care, you will succeed and that was our philosophy from the beginning. When we sold in early May we had 105 employees covering all the Vale of Glamorgan and Cardiff City. By the end of May, Angels Care Services were employing 110 and it is still growing, which made it attractive to the purchaser.

“I maybe found it was the right time to move on. I wasn’t looking to sell and I didn’t advertise it. I was approached by a much larger organisation, who are growing purely by acquisition. They looked at a number of companies in South Wales – they did a lot of research – and approached me. They made me an offer which represented to me possibly a very good return on the effort I have put in over 12 years.”

So, what next? Norrie said: “I have such a passion with Angels and I would like to see all the staff benefit and be proud of Angels. But I have become involved in other projects and they have come to the fore and take up more and more of my time. I don’t consider myself a serial entrepreneur but I do get a buzz in building a business up and seeing it become successful.”

But what does somebody do once they have exited a business that was so successful? Norrie has become involved in project development with some personal friends, one of which involves finding a manufacturer for the production of a revolutionary sub aqua diving product. It is not just about that, however. Norrie has other things which have had to be kept in abeyance while Angels was developing into a great business.

For one, Norrie has had the time to concentrate on his property business, whichlay dormant for many years. He said: “I have always had an interest in property and now I have the time to expand on that. I have recently purchased a residential building as part of a redevelopment project. That is going to take up quite some time but I still like to keep an eye on Angels and see how it is progressing. I have already had approaches from some contacts within the care industry to become involved in the sector again, albeit along a slightly different avenue. I still have an interest in social care and I haven’t ruled out the prospect of becoming involved again.”

That has been our mantra ever since, to have a real passion for what you do and only deliver real quality, the sort of care that you would want your own family to have.

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Entrepreneurs

INITIATIVES to help micro, small and medium-sized businesses grow in the future are springing up throughout Wales. The South Wales Chamber of Commerce and the Centre for Business are currently working hard behind the scenes on several initiatives designed to help support Welsh businesses.

SME Wales caught up with the South Wales Chamber’s Director Graham Morgan to find out a little more about the Chambers role in supporting current and new businesses initiatives in 2013.

Over a freshly brewed coffee, Graham commented on the achievements of the Chamber in 2012 and spoke passionately about the opportunities in 2013.

“In Early 2013, one of the biggest changes to helping businesses will see the Welsh Government launch its “flagship” programme – Business Wales,” he said.

“The long-awaited initiative will be the gateway for existing businesses to access support. What’s exciting about this initiative is that for the first time we in Wales will have a “One stop Shop” where a range of private and public sector organisations will come together to provide a far more coordinated and cohesive service.

“The Chamber has been a champion of this change for many years. The concept is about raising awareness and making access easy for business through a range of high profile centres. You will be able to walk in and access information and support from accountants, solicitors, bankers, planning and environment officers.

“In fact, the chamber hosted a private sector conference two years ago and the key recommendation that came out was that support in Wales was fragmented with a significant amount of duplication. The solution of course was a ‘One Stop Shop’.”

For SMEs, the latest business support service supported by the Welsh Government is great news - and it sounds like this time there is an organisation that will have some real clout at the small to medium end of the economic spectrum. “That is important for the business community,” said Graham.

Obviously, as the Chamber’s director he sees the way forward in helping SMEs is not only by support schemes but by changes to legislation, policy and cultural mindsets, with which we

were in total agreement. Speaking about how the Chamber has played a vital role in this area he said: “As the Chamber doesn’t receive direct government funding, we can submit documents. If you take the last three years, we have submitted more than 20 documents on all sorts of subjects, including electrification of the railways, the M4 relief road and the One Stop Shop. We have produced these papers after canvassing support from the business communities to add to the economic agenda and slowly we are seeing that, when we get the engagement of politicians, whether it is in Cardiff Bay, Westminster or Euro MPs, we start to see people thinking there is something we need to pick up on.”

The Chamber’s strength, believes Graham, is its’ size which is likely to grow further into Mid Wales as soon they will be opening an office in Newtown. Mid Wales is often an overlooked area. However, before taking his role with the Chamber in 2009, the old formation of Chambers catered for their own districts, with Newport, Cardiff and Swansea working under their own auspices in a very local focus. Then the Chamber took the bold step of combining resources and rebranded as the South Wales Chamber. The bigger picture was born, giving the Chamber a regional focus with mass appeal and opening doorways for its members to cross-collaborate, something Graham is keen to promote and has driven since day one in post.

Commenting on the benefits to being a united force, Graham said:

“There are an awful lot of organisations where businesses feel they belong to something. But is that organisation really helping that business to grow, prosper and develop? Most local authorities have an economic development department, where they feel they have to have some sort of business club which tends to focuses on what is happening locally other than on how to help local businesses build a vision, grow and connect with other businesses outside of the catchment area.”

Many local authorities have grown successful membership organisations - such as the Caerphilly Business Forum, Heads of the Valley Business Club, RCT Business Club and Torfaen Business Voice, that hold regular gatherings of SME company owners and sole traders; and they do prove to be very popular.

Interview with

GRAHAM MORGANof the South Wales Chamber of Commerce

Director

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Entrepreneurs

However, Graham believes they could benefit by linking together as one. “They have a role to play but they would be far better integrated into an overarching organisation, with these clubs and forums forming some kind of regional sub-divisions so they can interconnect with other likeminded businesses and collaborate with one another. This would not only strengthen their memberships but the economic growth of Wales as we are really, a series of villages and we need to talk more and work together. This is why we took the step to merge as one Chamber for South Wales.”

For the Chamber itself, the last three years has seen their membership numbers almost double from over 600 to nearly 1,200 Welsh companies. Graham said: “There are Chambers all around the world and in some countries it is a requirement to be a member of the Chamber; take, for example, Dubai. In Wales, you have different models and, in most countries of the world, there is choice. We are not a closed group and we haven’t got plans at present to be a member-only organisation”.

Commenting further on how he sees the Chamber as a force for change, he said: “The South Wales Chamber of Commerce promote the fact we are members of the British Chamber. We speak up for our members and in August I spoke at an event calling for National Insurance breaks for SMEs and the lowering of National Insurance contributions as a way to help job creation.

“It’s easy to comment on change and legislation but to get a real understanding of how you can help Welsh SMEs you have to connect with them. So, in 2012 the Chamber has taken steps to survey our members regularly and publish our findings.”

As the economic landscape slowly recovers from recession in the coming years, foundations to help small and medium businesses are already being pioneered by support organisations, which can spell good things for the business world in Wales. With 2013 on the doorstep, Graham says he is confident in the future for Welsh SMEs. He said: “It feels good to be part of the Chamber right now and in a country looking forward, not backward!”

To find out more about the South Wales Chamber and how it can help your business, please go online to:

www.southwaleschamber.co.uk

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The Growing Coworking Community Designed For

Welsh Micro SMEs

WORK FOR YOURSELFAND NOT

BY YOURSELF

...home-based business really is a vital part of

the economy, as much in Wales as it is in the UK.

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EVERY business has to start from somewhere and that is often from the top of a kitchen table as plans are hatched by budding entrepreneurs to make a fortune. Home working is a large part of the Welsh economy, yet, where it may be good to think of carving a career while in the comfort of the house, it can be an isolated existence.Nevertheless, home workers make up a large number of the self employed in Wales and the UK. It would be the most idyllic of scenarios to be able to build a business empire while sat in your PJs.

Sounds impractical? Well, actually, according to a survey undertaken by Nectar Business eight per cent of women never manage to get changed at all during the day while working for themselves at home and 27 per cent have held a business call while they were soaking themselves in the bath! Four out of ten admit they use ‘working from home’ as an excuse to catch up on household chores.

The vast majority of people working from home, though, treat it as if they were working from an actual office base and the rise in home working has had a beneficial effect on the British economy in the recent past. According to a Trades Union Congress survey conducted four years ago, the average commute time from home to work shrank from 49.2 minutes in 1998 to 47.8 minutes a decade later. Indeed, data from the UK Labour Force Survey showed that 12.8 per cent of the workforce in the UK – 3.7 million people – worked mainly at or from home in 2010, which was a 21 per cent increase from 2001.

So, home-based business really is a vital part of the economy, as much in Wales as it is in the UK. But what happens when your business begins to take off and the kitchen table is no longer a practicable place from which to build a budding enterprise?

The obvious choice is to look for an office. Taking a lease, though, when finances are tight – maybe the business is trading at a loss in the first year – can be stressful, and, while sharing the cost of an office with an existing tenant may reduce those fees, that again may be impracticable.

There is a third option, although not very practical. There has been significant growth in recent years of public premises – cafes, bars, rail lounges and other establishments – that offer ‘Free Wifi’ and encourage people to come in and use their Internet Wifi while drinking a coffee and having a bite to eat. To a small business person looking to get out of the home environment and concentrate on work, without the distractions of TV, children, daily chores or cooking a meal, it sounds like a good alternative. However, when you are sat in one of the branded coffee shops that let you use their power points and Wifi to your heart’s content, it has its drawbacks. If you need to use the loo, make a call or take a break, then it is a case of packing everything away, taking your leave and possibly returning to your seat later only to find someone has jumped into your perch and are already tapping away, unaware that this was your makeshift office space.

So what do graduates, looking for their first steps in business along with sole traders or micro companies do in this situation? The alternative is a growing concept that has been in existence since time began. It is known as coworking and it is taking Wales by storm, thanks to two budding entrepreneurs in South and West Wales. They were in exactly the same scenario, working from cafes and lounges but wanting a professional space and platform to work from. Mark Hooper, director and founder of one of Wales’ first coworking businesses, Indycube, has successfully developed the coworking concept which has seen his business mushroom. Indycube now has coworking sites at Culverhouse Cross, Cardiff, the Castle Arcade, Cardiff city centre and in Cardiff Bay; and he has plans to expand the concept across South Wales. Mark explained: “Coworking is not ‘hot desking’, where people pay for a desk and that is all. Coworking is about being in a businesslike community, often with people in similar

or various industries, like the creatives, who can bounce ideas off each other.” From here, business partnerships and alliances can be formed, leading to growth of companies in the future; and this is where the difference lies in virtual working and coworking.

Mark added: “Coworking is the opportunity for space where people can work together in space and collaborate more. We tend to find that people, who are currently working from their back bedrooms or coffee shops, can find like-minded people who they can maybe sit next to and work alongside.”

“I think it is a case of, working for yourself does not mean working by yourself. I think that is the key to it. You look at coworking in the United States, where it has really grown. We were the first to open a coworking space in Wales, in March 2010 and now we have our fifth location, which will be in Newport. We want to open 25 spaces throughout Wales in the next year.

“That is because we are confident in the Welsh economy, we are confident in Welsh SMEs and we are confident in Welsh freelancers; and they need a space to be more productive. One of the things we consistently hear is people are more productive in our spaces than they are in their current environment. So, if that current environment is a coffee shop, if they need to go to the loo, they need to pack up their computer to go. If their current environment is a back bedroom, then they may get distracted by the ironing or the kids.

“We offer them the solace that can be their permanent base or they can pop in once a week, twice a month, whatever they choose. There is one guy who works with us who runs his own record company and said that, by being at Indycube, he achieved more in a day than he did in a month at home. That is what makes it work for us.”

Mark explains the difference between coworking and hotdesking as: “Hotdesking just talks about desks and chairs but they are not really important in this coworking. What is important are the people. You may think it is a subtle difference as coworking suggests that people are willing to work alongside other people and recognises the human element of what we do. While we don’t force things to happen, the phrase I always use is, ‘Accelerated Serendipity’, in that you put a load of people together and stuff happens. Some of it is good and some may not be so good but stuff happens – and I want more stuff to happen.”

What happened to Mike Mills, of Life’s Chocolate, through coworking with Indycube, shows how it works. Mike, 52, worked in the legal profession as a career but was always making things. In 2005 this resulted in him winning the UK Gift of the Year ahead of 5,000 other applicants in a ceremony in Birmingham after he created a range of wedding stationery.

He combined both for a while until he had a ‘Eureka Moment’. He decided to put his skills into making greeting cards for all occasions, which contain top-of-the-range chocolate. Coworking with Indycube helped move the business from a home work operation to a wider market and audience.

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Coworking is the opportunity for space, where people can work together in space and collaborate more. We tend to find that people, who are currently working from their back bedrooms or coffee shops, can find like-minded people who they can maybe sit next to and work alongside.

...working for yourself does not mean working by yourself. I think that is the key to it. You look at coworking in the United States, where it has really grown. We were the first to open a coworking space in Wales, in March 2010 and now we have our fifth location, which will be in Newport. We want to open 25 spaces throughout Wales in the next year.

That is because we are confident in the Welsh economy, we are confident in Welsh SMEs and we are confident in Welsh freelancers; and they need a space to be more productive. One of the things we consistently hear is people are more productive in our spaces than they are in their current environment.

Mike added: “I was doing this on my dining room table and then we moved into serviced office space in Cardiff. The problem with that was that there were seasonal issues with this so business was up and down all year.”

Of course, the costs of a serviced office were constant with no flexibility, so having that option to be flexible with space was very desirable. Mike said: “I wanted to go to different office space but I spotted this online and it has proved a great decision to try it. Coworking now has allowed us to grow organically and we now have two staff and are looking to employ a third. For business funding as well, you need office space as the home does not count. So, to have this as an ‘office space’ has allowed us to grow.

“We began two years ago and showed at a trade show at the NEC in Birmingham, where we were able to gain interest from Clinton’s Cards. That has now been so successful that they are stocking us in all 576 of their UK outlets. We have also been able to pitch and get three real-life ‘Dragons’ in Business Angels, who have invested in our business.

“So I think that coworking works. It works to a certain level and it works for people starting up. Now we are growing and this year we will move to a larger office. We are also on the (Welsh Government’s) High Growth Business Programme, which will push us on even further.”

As Mark Hooper began Indycube in Cardiff, so Joanne Popham founded Wales’ other coworking company, The Deskden, in Swansea. Joanne, 43, had her own business in the recruitment industry before moving on to work for a charity from home. But she found that working in isolation was difficult, so looked online for an alternative solution. During her investigations, coworking sites kept cropping up in the USA and London so she looked at the possibilities of opening a similar business in West Wales.

After her investigations, she decided to take the plunge and develop the business concept and spent hours planning her next steps with caution. Joanne actually spent 18 months looking for a site that would have the necessary facilities, such as free car parking, for the business venture that she called Deskden. Joanne found it and has gone from strength-to-strength since. She said: “Coworking is a growing concept. It was a long process but you have to do that if you are starting a coworking space. But people have come in and that covers costs.

“What I love about The Den and our community is that everyone is like-minded and respects their coworkers. First and foremost, each of our coworkers rent a desk to work on their business and each and all of our coworkers encourage that ethos. They are all keen to see each other succeed and, as a result, will help and support whenever necessary. There is nothing finer for me than seeing coworkers support each other. Networking and collaboration is key. We provide a professional, warm and friendly environment that encourages our coworkers to work on their own business and support each other to succeed.”

That philosophy has helped Deskden grow by 200 per cent in their first year of trading and bring them the Best Business Start-Up Award from the Business Network Annual Awards. Joanne was also highly commended in the New Business category of the Swansea Bay Business Life Women In Business Awards 2012. Of course, making phone calls in a coworking space could be an issue on a couple of levels, particularly confidentiality.

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However, Joanne said: “One lady, Angela, who joined us in November last year, was initially unsure about making business telephone calls in an open coworking space. When she came here, I was concerned how she would get on. Obviously I knew that making business calls in a coworking space is fine as everyone is too busy working to listen; and if there is a need for confidential calls, there are private areas to take and make those calls. Angela loved it. She made her calls and said she needn’t have worried. She has now given us a testimonial saying: ‘Thanks for providing a great working environment, which feels more professional and productive than working at home’.

“Another client, Paul, embraced us from day one, using all our services, from our training facility, meeting rooms and renting a desk in our coworking space. He told us: ‘Deskden was a godsend when I needed some space to work that wasn’t full of distractions and didn’t cost the earth. I’d recommend it to any professional looking for a quality workspace venue for the day’.

Coworking has certainly paid off for Natalie Reynolds, co-founder and director of That Useful Company, after she began using the Deskden. Natalie was a home worker and helped micro business and sole traders with their social media platforms and marketing. But it was not really professional enough and, she admitted, ‘rather embarrassing’ to tell clients you were working at home. It did not help, either, that her two dogs were, ‘very yappy’!

She said: “I had to go to people’s houses and had to do a lot of meetings in cafes, which was not ideal. In the cafes, you had to buy coffee and cakes, which became unproductive time.” Natalie heard about the Deskden, gave it a try and quickly discovered how good coworking could be for business. “It was not a big expense to go into Deskden and it was a much more professional environment to be in and to meet clients. As a result of working in Deskden, in November last year I started a business as a marketing co-operative. I used

Deskden to hold meetings and we brainstormed our business plans.

“After months of working on the business, we launched it in August and we have now taken offices down the corridor from Deskden. The experience of coworking was excellent. I know most of my business clients through networking in the area. But it came to a point where we had to start working on the business to get to launch. We all needed to be in the same place at the same time and we identified the need for an office.”

So Natalie and her co-founders, Matthew Pugh and Ben Wheeler, took space alongside the Deskden business and That Useful Company was born. Now it is a case of taking coworking to an even higher level – that of business-to-business coworking. Natalie explained: “We have always talked to Joanne and the set-up there means we can collaborate with her and the people working at Deskden to each other’s advantage.”

The Deskden model – as with Indycube – has been marketed through universities for graduates, through business start-up groups and organisations, plus word of mouth, to name a few; and the word has spread. Said Joanne: “We are hoping to have three or four spaces in Swansea in the future and then take it out of Swansea and introduce other initiatives, like having creche facilities, as we grow.” And Deskden has given many individuals, freelancers and micro businesses a first foothold in the entrepreneurial world and proved that collaboration often works wonders in a business environment at the small level, as well as in a large corporation.

FOR INFORMATION ABOUT INDYCUBE OR DESK DEN, PLEASE GO ONLINE TO:

www.indycube.comwww.thedeskden.co.uk

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MANY people may not know this but this year the world is celebrating the business sector that pools together many talents into one. 2012 has marked the United Nations International Year of the Co-operative, a global celebration of business and communities working together as co-operatives to achieve common aims. In Wales, the co-operative and mutual sector is worth a significant £1billion to the economy and sustains thousands of jobs.

There are famous examples of co-operatives and mutuals that we will all be aware of. The Co-operative retail group and the Principality Building Society are examples of business which are owned by their customers. But, smaller co-operatives and mutuals are also making a massive contribution to growth in our country.

The team that helps co-ordinate an enormous amount of policy, strategy and implementations is the Wales Co-operative Centre, which has offices in Cardiff, Abercynon, Bangor, Swansea and Carmarthen and is an organisation with a strong membership that involves many key stakeholders and the majority of staff.

Entrepreneurialism and looking to build and grow private business in Wales is the bedrock of the national economy, and the co-operative and social enterprise sector, where members control the activities and profits which are either distributed to those members or ploughed back into the business, is a vital part of industry.

Those figures of £1 billion made by Welsh co-ops each year prove, as a report by the Wales Co-operative Centre says, that it is a, ‘dynamic, thriving sector of the Welsh economy’. In fact, said the report, ‘Not only are many individual co-operatives doing well, the sector as a whole is outperforming other types of business’. It is not just the traditional, stereotypical kind of business associated with co-operatives, such as arts or local farming, that are making waves in the sector now.

Derek Walker is the man at the helm of the Wales Co-operative Centre, which has been in operation for 30 years and whose aims are to help give co-ops, social enterprises, community groups and voluntary organizations ‘responsive, reliable and flexible support’. He has been the chief executive of the Wales Co-operative Centre for two years, having worked previously with the Big Lottery Fund in Cardiff and for five years with the Trades Union Congress.

Derek said: “It’s a great time to be working in the sector supporting co-ops and social enterprises. In the case of co-operatives, they are doing very well in the economy. People want to do business with people they can trust, which is the way that people perceive co-operatives. They are businesslike in every way. Co-operatives are an important component of the business world and they have their role in helping to create economic growth in Wales. They are tried and tested businesses, a strong business model and have an important role to play in the business community.”

The current climate in the business world is almost a mirror image of the day when the Wales Co-operative Centre came into existence. Derek added: “When the Co-operative Centre was set-up 30 years ago, it was at a time of a recession. It was thought co-operatives could find a role in supporting new businesses in difficult times and also to diversify the range of options for the economy. The hope was that you didn’t have to rely on inward investment and instead look to home grown business. That is the case now as well. We can be a part of helping the economy grow and create jobs.”

COLLABORATION IS THE KEY TO SUCCESSFOR SOME SMEs, ACCORDING TO THEWALES CO-OPERATIVE CENTRE

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Indeed, one group of local businessmen from West Wales, who formed Epiphany Creative Solutions, are thriving with a work format that takes the stress out of business. Mark Bridgeman, director of the co-operative, said there were a few factors which led to its’ formation, saying: “I have worked in IT for the last six years. Before that I was in education and, before that again, with shops, sales and the retail industry. You drift through life and, because I had a bit of redundancy, I thought I would set up my own business.”

But it was not just about, ‘what product can I make that is going to make me a fortune’.” Far from it! Mark’s incentive was the opposite from the stressed-out world of corporate life. The 42-year-old explained: “I thought of all the things that made me unhappy in work and didn’t want to do anything which would put me under pressure and cause me stress. Life is too short for that and life is for living, not for working. Work is just a means to get enough money to live a lifestyle.

“When you are dead and gone, money won’t be any use to you. So, what’s the point in living to work and not working to live? So I learnt web design for six years. Part of a single business is that you go out on the networking scene. I met people there and got referral business, but I thought it would be sensible to all tap into each other’s skills together, which is how the co-operative began.”

Now Mark and his fellow directors, plus a volunteer workforce of around 30, enjoy the ‘work to live’ lifestyle of no arguments and a completely stressless environment. Epiphany Creative Solutions work in all the creative media disciplines, with Mark continuing in the web design and IT markets. They have also

created their own online newspaper, Llanelli Town, that is so popular it is outnumbering both the local tourism board and council’s websites as far as hits, page views and visitors are concerned. Llanelli Town is, admits Mark, a ‘labour of love’. It hosts not just local news from the town but from around Carmarthenshire and towards Swansea.

He added: “We feel enthused every day and it is important to live your life to the max. But we work for three days and, so long as the work is completed, that’s all that matters. If something has to wait for the next day because you don’t feel you are going to be creative and it will be a grind, then fine. Nobody has ever died because a website wasn’t completed on time.”

The Epiphany Creative Solutions co-operative was created as a way to de-clutter the working environment that Mark and his fellow directors were facing as self-employed businessmen and it was taken as a lifestyle option.

Where Mark and his colleagues have taken a lifestyle option for their co-operative approach, Natalie Reynolds, Ben Wheeler and Matt Pugh’s collaboration to form That Useful Company in Swansea has been born more from a logical association of people in similar industries, who can then build and deliver a bigger presence than as individuals. Natalie, Ben and Matt all came together at a ‘power teams within a networking organisation’ group they attended each week.

Natalie works in social media, Ben is a web developer and Matt works in graphic design. Natalie explained: “It was over a year ago when I said I wanted to form a group. At the

time I was dealing with clients but finding that we were bouncing work off each other (Natalie, Ben and Matt). I wanted to form a group where we could meet on a monthly basis so we could work on putting tenders together with each other. That was our aim. When I bumped into David Madge, of the Wales Co-operative Centre, at a workshop, I told him about this and he said, ‘What you are trying to do is work as a co-operative’.

“It went from there. We formed the cooperative and it’s worked out really well. I saw a client this month about social media, and I identified that social media was not right for them yet and I would arrange for one of my members to discuss their marketing planning overall.”

Working as a co-operative has also worked wonders for Natalie on a personal business level. She added: “It has also given me a lot more confidence now that I’m not going to see clients just to sell them what I have to offer, but to give them the solutions. Collaborative work is the way forward, I think. A lot of people are doing it, but they are not doing it formally.

“So far we have been working on smaller Projects, but the next thing for That Useful Company is to actually bring members into the business. We are looking to bring on more members to the business. We were fortunate that we did not have too many costs to pay for branding and marketing as we are in those industries. But the Wales Co-operative Centre has covered our costs for a consultant to formalise the agreement and we are very grateful indeed for that.”

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These are two working co-operatives that came from choice, but some are born from a need to save a particularly crucial business that has inherent bonds with a community, or out of a real crisis which threatens to disrupt entirely the lives of a whole town and district. Rescuing the village pub when it is being put up for sale has been one working co-operative plan used increasingly by communities to keep their faithful old watering hole open.

The Pengwern Arms, Llan Ffestiniog, Gwynedd, is just such a case and was the first co-operative pub to be run in Wales. There has been a pub on the site of the Pengwern, in the centre of Llan Ffestiniog, for nearly 300 years. It was originally called Yr Efail (The Smithy) but was changed to The Pengwern Arms Hotel during the 19th century. It was put up for sale and a public meeting was held in 2009 just before the pub closed. More than 50 people attended and by the end of 2009 there were 300 members of the ‘Friends of the Pengwern’; their Facebook site has well over 300 supporters. In December 2009 the vendors accepted Pengwern Cymunedol’s offer of £185,000 to buy the hotel.

Another crisis, but on a much more public and larger scale, saw the formation of arguably the most famous Welsh co-operative of them all that saved – and made profitable – the deep-mine pit of Tower Colliery, Hirwaun. Tower was the oldest continuously-dug deep mine in Wales but it was deemed unprofitable by the British Coal Corporation and they closed it. However, 239 staff, who were facing unemployment in one of the most difficult areas to find work in Wales, decided to take a gamble. They had nothing to lose except the £8,000 they were each given as redundancy money.

It’s a great time to be working in the sector supporting co-ops and social enterprises.

People want to do business with people they can trust, which is the way that people perceive co-operatives and social enterprises. They are businesslike in every way.

Saith Seren in Wrexham is another community pub that has been purchased and re-opened by its local community.

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So, the Tower Colliery miners pledged all their money – nearly £2m – in the hope that they would have work for the future and formed their co-operative, TEBO (Tower Employees Buy-Out). The pit had closed in 1994 but was raised from the ashes by TEBO in January 1995 under the co-operative set up by the workers, who were all shareholders. Tower had reopened in defiance of the large-scale pit closures of the 1980s. The closures had come under the government led by Margaret Thatcher and had prompted the year-long miner’s strike. Tower Colliery rebuffed with resounding success predictions that it would be a heartbreaking waste of money for the co-operative, which was led by former National Union of Mineworkers branch secretary, Tyrone O’Sullivan. For, not only did it break even but, through great sales, production boomed and Welsh anthracite coal was shipped all over the world.

Tower’s deep mine closed in 2008, but an open-cast operation began and, in May this year, a project began to ship six million tonnes of coal from the open-cast site over the next six years, mainly aimed for Aberthaw Power Station, near Llantwit Major and St Athan, in the Vale of Glamorgan. The chairman of the company, now called Tower Regeneration, is the man who has spent so much of his life fighting for Tower’s existence, Tyrone O’Sullivan.So, in the Year of the Co-operative, it seems that Wales is working well in this sector. Derek Walker summed it up, saying: “I think the Year of the Co-operative has been a success on many levels in terms of raising awareness of co-operatives. It has done a great job. It has been a positive year for the co-operative sector and what it wants to do over the next 10 years.”

For more information on the Wales Co-operative Centre, see www.walescooperative.org or ring 0300 111 5050

For more information regarding Epiphany Creative Solutions and the Llanelli Town website, email [email protected] and for information regarding That Useful Company, ring 01792 293374 or email [email protected]

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SMEs in Walescan successfully compete for a piece of the growingGlobal Export Market EXTENSIVE MARKET RESEARCH CAN BE THE DIFFERENCE BETWEEN HIGHLYSUCCESSFUL EXPORTING AND DISASTER IN THE GLOBAL MARKET PLACE.

Even the big players in world business can get it spectacularly wrong whenlooking to sell on foreign markets.

So what hope is there for SME owners looking to exploit the massivemarkets that exist around the world? The bottom line is to get it right firsttime, which is what the Welsh Government has been advocating to SMEsand Start Ups via their innovative range of roadshows workshops recentlyheld across the Principality.

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CURRENTLY WALES IS COMPETING WELLWITH SCOTLAND, NORTHERN IRELAND ANDENGLAND ON THE GLOBAL EXPORT MARKET.

The latest figures available from Her Majesty’s Revenue and Customsfor the second quarter of 2012 show that Wales was the only part ofthe UK where exports increased during that period.

There was a 1.4 per cent increase in the number of exporters fromWales in the second quarter of 2012 compared to the same periodin 2011, with sales to the USA increasing the most, having been oneof the top exporting countries in the first quarter of this year. Totalexports from Wales in the second quarter of the year were £13.169 billion, a 0.6 per cent rise on the same period of 2011 when £13.089 billion worth of goods, services and products were sent out from thePrincipality.

In Britain as a whole, to the end of June 2012, exports in machineryand transport equipment topped a ‘League Table’ of the highestexported sectors of business, with total sales of £4.7 billion. Thehighest percentage rise over the 12-month period from 2011 to June2012 in products exported came from mineral fuels, lubricants andrelated materials. Eighteen months ago the total exports of thesewere £3.514 billion but by June this year that had risen to £4.195billion.

These are big figures but they are made up of many hundreds ofWelsh companies, big and small, who have taken their work froma domestic market and looked to international sales. It is not asdaunting a prospect - or as impossible as many businesses feel - to get products and services exported and sold in other countries.

For SMEs, the thought of exporting may seem as far off as winningthe lottery because the general view is this is an area for majorbusiness players and multi-nationals. Yet that is far from the truth,and, as SMEs right across the Principality have found, it can be anoutstanding way to boost turnover and profits.

One small company ownerwho looked to build herbusiness through exportingis artist Julia Brooker, fromCardiff. Julia’s work hasfeatured large pieces of variousshapes and sizes, all bespokeand often painted on acrylicor graphite canvasses and seton an aluminium frame. Herreputation has grown to anextent that her commissionedwork is on show in an array ofprestigious buildings acrossthe world. Yet, it has only beenthrough developing her exportstrategy, platform and clientsand taking the plunge that she was able to develop Julia BrookerPaintings from a micro enterprise into something more substantial.

...machinery andtransport equipmenttopped a ‘LeagueTable’ of the highestexported sectors ofbusiness with totalsales of £4.7 billion.

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But art drives her and Julia wanted to make it a full-time career. So, while combining both her work and passion – and discovering that it would not pay enough to leave her day job to be a full-time artist in Britain – she thought about exploring the export market. It was the biggest and best career move she could have made.

Julia added: “I continued part-time in the housing association sector and worked as an artist for four years until my first big export commission was the same value as my year’s salary in the housing role. I banked the money, resigned and then worked full-time for myself - and have done ever since.”

It was then time to step even further into the wide world as a small-business owner. Julia said: “I could see that UK sales alone were never going to make me a full-time living as an artist. So I decided I had to try export and sought Welsh Government advice.”

It’s not easy to get a foothold in the export market and Julia added: “Market research is crucial in advance. Otherwise you are just going on a jolly, which is pointless in business terms. And even if research finds no interest, that is important too. It means you have saved the cost of going on a trade mission and can maybe go later if things change.

“You have to have had potential business identified in advance. The market research through WG and UKTI (UK Trade and Investment) will use representatives on the ground in the country, put your business forward and test levels of interest. If there is a positive response, for an extra fee, they will even make appointments for the dates of your visit and shepherd you around to meetings in a cab. They will provide translators if needed. You pay the cost, less whatever current subsidy is available from the Welsh Government. It’s so good and such a huge help.”

Her canvasses are large, bespoke and hung in such major international destinations as Hong Kong and the United Arab Emirates. “My work comes through various sources, art galleries, collectors, corporations and private individuals.” She remains in constant contact with her clients, another crucial aspect of successful exporting Julia said: “I sent follow-up emails on my return from trips abroad and then at regular intervals with news and images of my new work. I try to make them friendly and talk about their (clients) children, cat, dog, anything I know about them to create a sense of connection.”

She was determined and enthusiastic about exporting and would recommend it to any small business. “A lot of businesses think export doesn’t apply to them, I totally disagree. It doesn’t have to be products, it applies to services too. I heard of a UK architects’ practice in the downturn who sponsored two architecture under-graduates in India and then employed them and set them up in an office in India. Work flowed in and the young architects were supervised by their UK senior colleagues by email and visits. That’s a win-win situation. It takes a lot of hours when there is only one of you, it is demanding on time and effort but, in the long term, worthwhile. Sales are not instant - I got my first big order after my second visit to UAE as the first visit brought me little. Export is not a silver bullet. You have to work - and pay up front - for the future.”

Yet, as Julia’s experience shows, using the correct channels, plus plenty of planning, research, the right contacts, self-belief and determination can pay handsome dividends in the international market for any business, big or small.

Indeed, the vast majority of Welsh companies are already exporting without actually knowing they are. As David Solomons and Jane Preston, consultants with training organisation Kinetic, who have been delivering the Welsh Government Roadshows across the Principality, point out, working with businesses in England, Scotland or Ireland means that organisations already have footholds in exporting out of Wales. But real exporting means dealing with potential clients from Europe to the Middle and Far East, Africa to the Americas and is where the serious business of exporting comes into play - and where success depends on following key methods.

The most crucial part of any expansion into selling abroad is done at home, with thorough, consistent and exhaustive research surrounding the markets that you want to explore. Literature, documentation, information packs, books, magazines and the internet are easily available to company owners for that market research, while speaking face-to-face with somebody who has already completed the process is highly-valuable.

Once this is done, then there is even more market research that needs completing, this time within the country the business is looking to sell to. What worries people, says Jane Preston, is that they will spend endless amounts of money on airfares, hotels and travel abroad without a real pathway to market once they get there. This scattergun approach can lead to ‘lucky’ sales but there are much better ways of getting out there with the help of people spread around the world, who have and know the contacts needed to move quickly.

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THERE ARE SEVERAL THINGS TO CONSIDER BEFORE ATTEMPTING TO EXPORT.THEY INCLUDE:

Does the product or service have a UniqueSelling Point (USP)?

Is the product competitively priced?

Does it need a special export licence or otherspecific documentation?

Is it transportable?

And, particularly, how much local knowledge doyou have about the area?

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Mrs Preston works in Dubai and specialises in helping company owners take that first step into an unknown market where their product may or may not fit. Knowing where the product or service offered is likely to be the most profitable is another critical factor that small businesses need to consider when looking at exporting. She explained: “You have to identify which market to sell into because you can spend a lot of time and energy selling into a wrong market. So market research is of paramount importance.”

The Welsh Government have Regional Centre Services throughout the Principality, which should be the first port of call for advice on exporting, said Mrs Preston. “They will help you with the decision of whether it is right that your company should be exporting and, if it is, which markets should be considered.”

There are many things to consider when Exporting, such as the culture of the country you are going to, which licences may be needed and the processes that may be needed to get through before reaching the desired marketplace. One vitally important attribute for a successful export is to have the mindset of selling to that new, exciting market and thinking in terms of what they would like, rather than what you are offering.

Mrs Preston said that, despite the obvious risks, it can be lucrative. “Exporting is not for everyone,” she said, “but it is one of the ways you can grow your business by looking at other markets. It helps spread your business risk by selling into a number of different markets and it could extend the life of your product or service if it has

become commonplace in the current market. You could look at emerging markets and countries to sell this product or service. So it is definitely a way to explore growth in business.”

Wales are very good exporters as well. Mrs Preston added: “We are exporting to England and Ireland, so we are mini-exporters already.Welsh people are also used to working in two languages (English and Welsh) and wherever you go in the world, English is the prime language of trade. There are also many ex-pat communities around the world from Wales so, if you go on a trade mission, you can always meet up with many companies who are based in that particular nation and who will have the contacts at hand that can help you. They are more than willing to help other Welsh exporters.”

Exporting has its pitfalls. How do you approach a marketplace? Through contacts in the specific country; do you consider getting an agent to sell indirectly for you; or do you look to by-pass any third party and ‘go it alone’ with potential clients?

Franchishing or licensing out a product abroad also has its pros and cons. The advice for that is simply seek out a good law firm which has specific Intellectual Property or International Law departments to get as much help as possible before taking the plunge. We hear so often from entrepreneurs of their desire for their product to go ‘global’ or to ‘get into Europe’. That is what exporting is all about and, with the right advice, SMEs can benefit from a place in the world economy.

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For information and advice onexporting please go to:

The Welsh Governmentwww.business.wales.gov.ukwww.business.cymru.go.uk

(Welsh version)or Call: 03000 60 3000

UK Trade and Investmentwww.ukti.gov.uk

West Wales Exporters Associationwww.westwalesexporters.co.uk

South Wales Chamber of Commercewww.southwaleschamber.co.uk

Enterprise Europewww.enterpriseeuropewales.org.uk

Many Welsh people are also used to working in two

languages (English and Welsh) and, wherever you go in the

world, English is the prime language of trade.

Wales was the only country where exportsincreased in the second quarter of 2012.Exports decreased in all English regions.

Wales exports to the USA increasedthe most, having been one of the topexporting countries in the first quarter.

There was a 1.4 per cent increase in thenumber of exporters from Wales in thesecond quarter of 2012 compared to thesame period in 2011.

Total exports from Wales in the secondquarter of 2012 were £13.169 billion, a 0.6per cent rise on the same period of 2011,when £13.089 billion were exported.

In the year ending June 2012, exportsin machinery and transport equipmenttopped the ‘League Table’ with £4.7 billionof exports.

The highest percentage rise over that 12-month period in products exported came from mineral fuels, lubricants and related materials. In 2011, the total exports of these were £3.514 billion. In the second quarter of 2012 that had risen to £4.195 billion.

(Source: HM REVENUE AND CUSTOMSREGIONAL TRADE STATISTICS SECONDQUARTER 2012)

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Employment Boost forWelsh Food Industry SMEs

The Zero2Five Food Industry Centre in Cardiff Metropolitan University has been running a Knowledge, Innovation, Technology Exchange (KITE) feasibility project since 2009 to support the food, drink, manufacturing and processing sector in Wales. The KITE Project is supported by the European Agricultural Fund for Rural Development and The Welsh Government. It facilitates science graduates and individuals with food industry experience to be employed in small and medium enterprises (SMEs) in the sector in Wales, where they are mentored by food technology experts at Cardiff Met.

Since starting, the KITE partnership has resulted in the development of 242 products which have been taken to market with increased annual turnover of £21m. The programme has also helped reverse the migration of food technologist skills away from Wales and this strengthens the technical and economic projection of Welsh food processors.

The KITE team has assisted a wide range of SMEs by improving and implementing technical systems and controls, and also designing and developing new products (launched to market). In some instances this has resulted in considerably increased food production and reduced seasonal impact upon employment fluctuations.

David Lloyd, creator of the KITE Project and Director of the ZERO2FIVE Food Industry Centre at Cardiff Met said: “We have helped our partner companies create over 240 new food products by placing graduates into their businesses and by providing the vital technical support necessary to make the business flourish”.

The KITE Project has supported many existing small food businesses, such as Kealth Foods Ltd. (Hirwaun) and Peter Broughton Ltd. (Cardiff). Both companies have fewer than 50 employees. For these companies, technical systems may have been developed, improved and extended to achieve or maintain accreditation standards necessary to supply the major UK retailers.

Nick Broughton, Managing Director of Peter Broughton Ltd, said:

“Without this help and assistance from the Food Industry Centreour business would have been unable to have achieved this growth and without the BRC accreditation we would now not be able to supply many of our customers.”

In addition to existing companies, the KITE project has assisted start-upcompanies such as microbusiness Samosaco Ltd. (Pontyclun). For start-upcompanies, concept ideas have been supported, developed and implemented.Sokhy Sandhu, Managing Director of Samosaco Ltd., said that with the helpfrom the KITE Project, gaining BRC accreditation Issue 5 in 2011 would be agreat step forward for the company and would help extend their customerbase. With the help of a graduate, Bethan Rowlands, from the KITE programme,Samosaco has gained BRC Issue 6 and is now supplying major supermarkets,such as ASDA, Tesco and high-end retailers, such as Fortnum & Mason.

These programmes offer a great future for graduates entering the food industry in Wales. Bethan is an affiliate on the KITE Project and is placed with three different companies for one day a week each.

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She said: “I’ve learnt so much more than I could ever have imagined...the support we have at the university is great...every day you learn something new in this industry. There are so many skills to pull from the university; you have experts in baking, meat, hygiene and packaging. If you need any advice there is somebody here who can help and give really good advice.”

The bakery sector is an area of significant growth in recent years and the Zero2Five Food Industry Centre has been extremely active in helping to develop new business and help grow existing SMEs. Just Love Foods Ltd were supported in the development of their product range by bakery expert Ray Newberry, who is based at the centre. With a total of £40,000 technical support it has created 40 jobs in 2 years and has a turnover of more than £1,000,000. In an area of high unemployment, this helps local people today to return to work often in a new sector and gives them the potential to develop their career in the food sector as the business grows.

KITE partner SMEs have benefitted from reported increased sales, job creation, job retention, improved sustainability and new product development, as well as “flattening” peaks and troughs in production cycles. Furthermore, resulting better technical systems and achievement of quality standards have helped to secure major retail contracts, aiding SME growth and survival during a time of economic instability. KITE programmes continue to positively impact on food SMEs in Wales and indicate potential for a profitable future in this sector.

Kealth Foods

Franks Ice Cream

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WALK down a busy road and look at the shops and businesses in the street; and on the road, there is the ‘Man in a Van’, with his name written in large red letters and a mobile number to call him for ‘All Your Electrical Needs’. Go to any business networking group that meets in a city or town centre hotel, the ones where you get up at ‘stupid o’clock’ to give your one-minute presentation and pass referrals on to other people in the room.

Many of these people will fall into the micro business category, the people who earn a living by working from morning to night doing everything that a large company has several departments for. When the kids have gone to bed at 9pm, micro businessman and woman can be there doing the accounts, reviewing their business plan, or - the job which only a certain niche who love numbers enjoy - writing and sending off the monthly invoices.

Micro businesses - those which have just a handful of employees, if any - are, in actuality, the biggest employers of modern-day Wales. It is an incredible statistic that the massive organisations, the household name brands, who hit the Welsh news headlines when the recession strikes and are forced to ‘downsize’, are actually in the minority when it comes to which sector - small, medium or large - employs the most people.

The micro businesses win hands down every time. Yet, where big business has grown and built themselves to a position where their training, organisation, marketing and legal situations are all catered for and affordable within reason, small businesses have an inherent problem. That is, which micro company owner, partnership or, most vividly, sole trader can afford the time to take a day off productive work inside the business in order to work on the business?

It has been a chicken and egg conundrum which has left many entrepreneurs scratching their heads and wondering how they can possibly continue to work in such a fashion, not able to grow because they cannot take the time from production to turn off the mobile phone, go to a quiet place and actually think of what they want to do.

Now a solution is at hand because the South Wales Chamber of Commerce and Centre for Business have taken up the gauntlet for the one-man bands and those who have a great little organisation but need easy-to-find solutions in order to stop their frustrating walk through the thick mud of getting business solutions, which can be hard to find.

Microzone is a new membership organisation designed specifically for businesses where the guy in the van and his apprentice can make a telephone call and get what they want straight away. For sole traders, and those who are just starting out on the business adventure, the scheme is proving a godsend.

The effect on employment of micro businesses on the Welsh economy may be lost in translation in some quarters of the larger economic picture, but the stark realities are that, if just a third of the number of companies with between one and nine employees folded tomorrow, Wales would have an unemployment and financial tax crisis that would make the Great Depression of the 1920s and the current recession combined look like a blip on the landscape.

Statistics for Wales to the end of October last year bear witness to the enormous contribution micro SMEs make to the Welsh economy - the ordinary hairdresser, independent cafe owner, Indian, Chinese, Thai or Fish and Chip shop takeaway, small plumbing company, bricklayers, building firms, car maintenance garages, independent business consultants, farmers, fishermen and commission-based self-employed salesmen, among many hundreds of trades and professions spread throughout the Principality.

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As far as micro businesses are concerned, the report from Statistics for Wales says:

“In 2011, there were a total of 204,300 enterprises active in Wales. This was a riseover the year of 2011 of 1.1 per cent and from 2003 it was a rise of 20.5 per cent. The majority of these active enterprises were micro (0-9 employees) accounting for 94 per cent of the total enterprises in Wales. Over the year the number of small and large enterprises fell whilst the number of micro and medium enterprises increased. Between 2003 and 2011, total private sector employment increased by 8.7 per cent, with micro enterprises having the largest increase (up 16.1 per cent) and large enterprises the smallest (up 4.2 per cent).”

The new Microzone initiatives now provides vital services that businesses in the smallest of sectors can have on call when they are in need of advice or assistance but haven’t got a vast amount of time to take out between working to keep the mortgage paid and food on the family table. Microzone is a membership-based initiative which costs £56 a year plus VAT for a range of packages and benefits. These include: up to three years free banking with NatWest; a free legal advice line for legal services; an online annual subscription to the Chamber of

Commerce’s magazine, Chamber Chat; access to a comprehensive programme of business networking events, often attracting many tens of companies that either want to listen to what you have to offer or can be the spark that ignites a referral partner; and access to online inter-trading platforms, along with many other business support services at discounted rates.

The affiliated membership is also strictly limited to those people who are single person start-up businesses that have been trading for less than two years, home or lifestyle-based businesses, companies whose turnover is less than £100,000 a year and companies who have between one and three employees.

Therefore, for a person looking to start trading as, for example, a freelance graphic designer or photographer, the Microzone project could prove to be beneficial, with support packages ranging from branding and logo design, business planning, marketing and market analysis, to ensure a micro business knows where they are heading right from the start. There are social media strategies, IT, people management, website promotion and, most important of all, money management, so a sole trader or micro business has a good idea of how to avoid the ‘Boom and Bust’ situations of month-to-month trading when running on small margins.

The inter-trading platform in Microzone, called Glooberry and which is free to members, is a form of collaboration between companies and sole traders that helps generate trade, not just in the immediate area where the business is currently trading but also regionally across Wales and nationally across the UK. There is help on how to generate business and win business via instant alerts when lucrative tenders go on the market.

David Russ, who is managing director of both the Centre for Business and the South Wales Chamber of Commerce, said:

“We commit to providing you with a first-class facility and service which is regularly evaluated and improved, based on our members’ views and feedback. We believe that microbusinesses in Wales have immense potential to maintain, improve and increase the contribution that they can make to their communities, the economy and to the life of the Welsh nation.”

And Microzone is bound to be a great help and possibly make a difference to all those people making an honest living along the High Streets and around the garages and out of the White Vans of cities and towns in the Principality in the future.

For more information about Microzone go online to: www.microzonewales.co.uk

T: 08008 400 008

[email protected]

www.microzonewales.co.uk

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@sme_wales




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Start Up Support

For the overwhelming majority of entrepreneurs, including some who have gone on to grow multi-million pound businesses, will all admit once they started out on the rocky road called business they learned a lot of sharp lessons. As there is no academic qualification, course or degree titled, ‘This is what you do to start a business’, then going into the great unknown for the self-employed ‘virgin’ is like stepping into the deep end of the swimming pool.

Nobody would expect a man to pick up a computer, open it and write a perfect website design programme unless they had taken years learning the craft inside out. However, first-time companies are expected to know all the ‘ins’ and ‘outs’ of business right from word ‘go’.

Hence, businesses fail. But one organisation, which has been working with small businesses for the past three decades, is able to point businessmen and woman in the right direction, whether they are new self-starters working as one-man bands or established companies that need a leg up the ladder to take their organisation to the next level.

The Centre for Business, have bases in both Newport and Swansea and offices across Wales in Merthyr, Ebbw Vale and New Inn, near Pontypool. In 2012 they have celebrated 30 years in bringing business success stories to Wales. The reason for it is that the non-profit-making organisation has brought countless new jobs to the Principality and earned praise for their work.

The figures speak for themselves in that the Centre for Business, backed by funding from the Welsh Government, have advised and nurtured the creation of 10,000 new businesses, helped 25,000 potential entrepreneurs give their ideas a shot,

supported 6,000 existing businesses to grow and have well over doubled the number of organisations which have passed through their doors still trading after three years than the national UK average of 35 per cent.

Reality TV shows, like The Apprentice or Dragons Den, may have brought entrepreneurialism to the masses and given everyone hope that they can live the dream and achieve the goals they set themselves when thinking of packing their mundane job in and ‘going it alone’. But Centre for Business managing director David Russ warned that the path to business glory is not as easy as, if by magic, a ‘Business Angel’ loves your product and ploughs thousands of pounds as an investment into it.

The basics have to be done and done well, which is where the Centre for Business comes into its’ own. David said: “TV has helped to create that awareness but what we are finding, is that you have to put a reality stamp on the whole thing. You have to say, it is all very well and good seeing edited highlights, where (Lord) Sugar sits there and says, ‘You’re Fired’, or the other guys sit around and say other things. It looks very sexy but the point is that there are some basics that people who go into business need.

HOW many newly self-employed can honestly put their hands up and say they have taken every single right step in setting up their company, like completing all their market research, business plans, marketing plans and ensuring they have researched the markets to sell to? If there is one person in a hundred who can say that with all truthfulness, then they will be an extreme exception rather than a rule.

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Start Up Support

“You don’t want to deflate them because, in that way, you just lose that energy you have got. You just need that reality check and tell them we need to plan and take this forward and to use that energy in a positive and constructive way. I think that Wales is ready for another launch of an Entrepreneurship Action Plan (EAP). Only two weeks ago, Tata said there were 580 jobs that they are going to lose in Wales. We are not attracting inward investment into Wales which, to be honest, we haven’t done for a long time. Therefore, the only way out of this is growing our own businesses. But it needs a long-term, ten years in which to do it. It is not going to happen overnight.

“If we had maintained the development that was kicked off in 2000, then we would be in a much better position now than we are, in my opinion. Many youngsters come through the Youth Entrepreneurship Strategy (YES) into developing businesses, particularly in the valleys, because it is out of need. They ask themselves, ‘Do I want to stay on the dole for the rest of my life?”

That issue with unemployment in the valleys and the need to bring young entrepreneurs out of their shells and into work was the route that developed the Taste Of Enterprise project in Ebbw Vale. This became so successful that the Spirit Of Enterprise was launched, using the same template, in West Wales.

Mentoring is crucial at the start-up stage but also right through expansion and development of a product or service towards long-term, sustainable growth. But it is when people first start out that they are at the most vulnerable in terms of stretching themselves into the unknown and need the most support. Therefore, there are a few tips that the Centre for Business give to anyone thinking of going it alone to chew over before they take the plunge and put everything they have on the line in an effort to make it a success.

First and foremost - and it seems so basic that many people overlook it - is to determine what kind of business you are going to launch. Renowned business guru Jon Carlton believes that this is more fundamental to you than anything else in that, you may have a product but you may launch it into the wrong kind of business; and, if that happens and nobody buys, you are in trouble. The product, Carlton advises, is almost the last thing to concern yourself about because the markets are more crucial than anything else.

There are several growth strategies that the Centre For Business can work with clients on once they have established themselves. Not only does the Centre help with mentoring and consultancy, but they also have training courses aimed at how to expand a business, manage it, work out diagnostics and logistics, provide business skills training, IT and eCommerce advice. Add to that one subject that many companies always find tough, how to gain funding from bodies who are looking to offer it in exchange for delivering their programmes.

For more information about support for start-ups and SMEs, please go online to: www.centreforbusiness.co.uk or call: 01633 254041

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Start Up Support

A Monmouthshire businessman who sells rare and vintage drum kits is making a loud noise in the music world after setting up shop just six months ago.

Nick Hopkin, of Nick Hopkin Drums, operates from his new shop on Union Road, Abergavenny, where he restores old drum kits and sells them on to clients across the world.

Since he started the business back in April, Mr Hopkin, 40, has exported full kits and drum parts to America, Denmark, France, Spain and Australia. He has also been in demand with recording studios and has supplied equipment to Monnow Valley at Rockfield, Monmouth, which has played host to some of the world’s greatest artists.

Before setting up his business, Nick approached the Centre for Business after reading about them online. The Centre for Business runs the Welsh Government’s Business Start Up Service and was able to offer him practical advice to help get the business off the ground.

Nick explained: “I have always loved drumming and as a child I was always banging on pots and pans. As I grew older, I played in various bands and toured the country but got tired of the life style, and decided to settle down in Govilon with my wife and children.

“I began restoring an old drum kit as a hobby and was always online looking for spare parts. Most drum restorers do it as a hobby, and I quickly realised that there was a gap in the market for someone to be doing it full time.

“I approached the Centre for Business, whose adviser gave me some solid advice in the practicalities of starting a business. I then found my first premises, had a website built and since then orders have been coming in from all over the world.”

As he is operating in such a niche marketplace, Mr Hopkin has relied on social media to promote his business. Contacts he has made through Facebook, Twitter and Linkedin have all helped to bring in business, and he has received personal endorsements from celebrity drummers, including the regular Paul Weller collaborator, Steve White.

Thanks to his growing reputation, Nick has now been approached to catalogue and sell Europe’s single-largest collection of drums.

Talking about his future plans, he said:

“The future is definitely looking bright, but there is still a lot of hard work to do. I have hired equipment to various recording studios and would like to expand that part of the business. I would also really love to tap into the great theatre, television and film that is being made in Wales at the moment and supply production companies directly.”

To find out more about Nick Hopkin drums visitwww.nickhopkindrums.com

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A Valleys-based designer with a passion for fashion has created a new business to sell ethical products and raise thousands of pounds for charity.

Oana Balan, 24, who is originally from Romania but now lives at Hengoed, Caerphilly, studied fashion and design at the University West of England. She created Cup of Daises to produce and sell a range of bespoke, handmade products, with a proportion of the profits going to good causes.

Oana initially contacted the Centre for Business for advice on how to get her business up and running. The Centre for Business runs the Welsh Government’s Business Start-Up Service, and provided her with a mentor to help develop a business plan. She will also receive ongoing support as Cup of Daises develops.

Oana explained:

“I am an artist, a Christian and a charity volunteer, and I wanted to do something that makes a difference to people’s lives and helps communities in need.

“I have created designs themed around five different charities, Shelter Cymru, Tenovus, the Noah’s Ark Appeal, ADRA UK and Merlin UK, which tackle many different aspects of society regarding health, education and housing services, in the UK, Africa and Asia. The charities then receive 10% for every item sold.

“At the moment I am producing handmade, silk scarves but I hope to expand the range as the business develops.”

Oana is currently selling her scarves via her website but is looking for shops across Wales willing to work with her and stock her products. Her next goal is to get her business to a stage where she can raise £3,000 for charity each year, while also taking on and training young people who want to start out in the fashion world.

She said: “These are exciting times and I am really looking forward to what the future has in store. The Centre for Business is continuing to support me now that Cup of Daisies is up and running, and the help and advice I have received from my mentor has been invaluable.”

To find out more about Cup of Daises visit www.cupofdaises.co.uk

Valleys fashion label raises money for charity

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‘Practicing what you preach’ is sometimes easier said than done but that has not been the case for South Wales-based business support provider , Business in Focus.

For more than 25 years Business in Focus has been there to help nurture and grow local businesses. As the decades have flown by, the business has also had to adjust the way it does business for Welsh businesses and has held its head high, living by the mantra of learning, teaching, and moving with the times.

The company now boasts a new Chief Executive, Katy Chamberlain, who has a real passion to take the business into a new era and new markets. Commenting on the future, Katy told SME Wales:

“Business in Focus has a strong track record of delivering high quality business support funded by the public sector. What has become increasingly obvious is that our clients, as they develop and grow, recognise that they need a wider range of more complex services and are prepared to pay for these.

To meet that demand, we have developed our services in specialist areas, bringing our long experience of the needs of growing businesses to make sure that our clients are fully equipped to make that next step change.

“And we are finding that our reputation is growing – our new clients cover a wide range of businesses in South Wales, including larger businesses which need to buy in new skills and expertise to achieve their goals, as well as small companies with ambitions for growth.

“It’s clear to us that the Welsh business community is not prepared to let the poor economic conditions limit its horizons. At Business in Focus, we are proud to take our own advice: adapt to meet the needs of your customers, and develop your services to help them achieve their goals.”

B U S I N E S S I N F O C U S S E R V I C E S P A V E T H E W A Y F O R S M E S T O G R O W I N S O U T H W A L E S

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Business in Focus is able to support SMEs and Start Ups in South Wales via a range of funded programmes, supported by European and Welsh Government funding. SMEs and budding entrepreneurs can also access support from the commercial Client Services Portfolio. This expertise covers core business functions, namely:

Marketing research, planning and sales strategyTrade and consumer national and regional PR campaignsWriting website copy, annual reports, brochures andmonthly newslettersProject managing website design and buildA range of ISO Approved Business Management ServicesHuman Resource servicesSecuring public and private sector funding and grantsCommercial Property

The success stories profiled overleaf provide ample proof that Business in Focus is adding value to the Welsh economy by supporting start ups and growing SMEs with services that make a real difference.

For further information about Business In Focus services, please Call: 0870 950 9090

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Left to right:Quality Systems Adviser Nicola Partridge, Marketing and PR Manager Ian Jones and HR Manager Andrea Wallbank

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Fast-growth new Welsh company Blue Water Recruitment Ltd is building on its impressive start with turnover forecast at £1.8m in only its second year of trading. In year one, the company tripled projected turnover figures.

Blue Water Recruitment specialises in the supply of temporary construction staff, site managers, site engineers, foremen, tradesmen, machine drivers, ground workers, general labourers, and site cleaners.

As a mark of its success, Blue Water Recruitment was named New Business Start Up of 2012 at the RCT Business Club Awards. The Treforest-based firm, which received support through the Welsh Government’s business start-up programme, specialises in providing first-class recruitment solutions for Blue Chip companies throughout the UK in the construction, mechanical and electrical industries. The business was started in November 2010 by recruitment professional of over 10 years Gary Monk and employs five full-time staff.

It is now looking to move into bigger premises to accommodate further expansion as it looks to take on extrastaff and increase its services portfolio. The company is hoping a larger office

will become available at its current location in the Business Development Centre, Treforest Industrial Estate, which is owned by business support provider, Business in Focus.

Customers include Blue Chip companies throughout the UK, including BAM Construction, Interserve, S Dudley & Sons Ltd and VINCI Construction UK.

Blue Water director Gary Monk says that the company ethos is about working in partnership with its clients and candidates to deliver service of the highest quality. He said: “Regardless of whether we are supplying a single labourer for a day or a multi-disciplined team for an indefinite period, we will ensure that we deliver the same high standards of service for every single job. We have the resources and capabilities to allow us to fulfil all client requirements in a cost-effective and efficient manner.

“Blue Water operates within the construction sector, supplying construction staff as well as skilled trades and labour. We also have site administration, site engineering, and site management staff, who are ready to work on either a temporary or permanent basis.

“We have local partnership agreements with organisations such as the Job Centre, Blaenau Gwent Council, A4E and Working Links, among others. These partnerships allow us to place individuals in roles which best match their skills with our clients’ requirements, to identify local workforce as a priority to clients and provide sustainability of work for candidates and the long-term unemployed. This in turn establishes us as an employer of choice which aims to provide the best opportunities in terms of local jobs creation.”

The company says that as a member of the REC (Recruitment and Employment Confederation) it prides itself on providing an added-value service to both clients and candidates.

Blue Water Recruitment Ltd can be contacted on 01443 758009,[email protected] or visit www.bluewaterwales.com

Blue Water Recruitmentcontinues growth with£1.8m turnoverin year two

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Gary Monk, Blue Water Recruitment, shows off his new business start-up award (right), with Dave Tossell, Business in Focus

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In the current economic climate Welsh businesses are being urged to cut down on expensive in-house finance infrastructure by using a more cost effective online outsourced accounting service. That is the message coming from Cardiff-based firm Bookkeeper2Boardroom Ltd. The company specialises in outsourced bookkeeping, part-time finance director services and remote document storage and access facilities.

Its online accounting service uses the SAGE online professional accounting suite accessed via www. bookkeeper2boardroom.co.uk. The web-based service is totally confidential and secure and gives firms 24/7 access to up-to-date, accurate management information. Its highly-sophisticated online document storage programme is designed to work alongside SAGE. It utilises software developed for digitized newspaper archives and allows for rapid searching across a wide range of document types.

Bookkeeper2Boardroom Ltd was started in August 2010 by Chartered Accountants Keith Thomas and Andrew Williams, with help from business services provider Business in Focus, through its Welsh Government-supported business start-up contract. The pair have almost 50 years combined

post-qualification experience and have also worked as portfolio finance directors for a number of private firms for the past six years.

The company offers flexible, bespoke accounting solutions for businesses. It says its services are ideal for new fast-growth, high-potential companies which need regular management information and high-level financial inputs but which don’t necessarily want to spend money putting the infrastructure in place. They can also be used by existing companies looking for innovative ways of saving money on overheads while improving their management information.

Director Keith Thomas said: “All work is done via cloud computing integrated with SAGE Online but we’ve also developed a separate cloud-based document management system, which has been designed to be used in conjunction with SAGE and allows companies to outsource the whole of their finance function.

“The service is completely flexible and tailored to suit a company’s individual financial and accounting requirements. It is designed to grow with the company and in many instances could be handed back to the company to take over as and when they achieve their growth targets. We believe that our services could be of significant benefit to any business and we would be happy to provide a demonstration of how these services work.”

The company says the service is set up to be fully adaptable to individual company needs, whether that be a complete outsourced finance function, or just partial, such as the company using its own in-house bookkeeper or stock controller. User access can also be provided to other interested third parties, such as tax advisers.

For more information aboutBookkeeper2Boardroom’s services, visitwww.bookkeeper2boardroom.co.uk

Online outsourced accounting service helps firmsprotect the bottom line

Left to right: Keith Thomas and Andrew Williams, Bookkeeper2Boardroom; Ram Morjaria, Business in Focus

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Home care with heart: Brian Roberts (left), Business in Focus, with Stuart Cornelius, Caerdydd Care

The determined owner of new home-care agency Caerdydd Care says he is on a mission to maintain pride and dignity in the way home care is delivered in Wales.

The Cardiff-based agency is jointly run by former teachers Stuart Cornelius and his wife Diane. Close family members’ experiences of home care gave Stuart and Diane very personal reasons for wanting to set up their own agency.

The pair set up Caerdydd Care three months ago with help from business start-up expert, Business in Focus, through the Welsh Government business start-up programme. The company is projecting an impressive turnover of £145,000 for the end of its first year of trading. The agency provides tailor-made, flexible 24-hour home care services, including personal care, home help and companionship. Caerdydd Care has already received Cardiff City Council accreditation and has now beeninvited to tender by the council. The couple say that Caerdydd Care focuses on providing a totally professional service, with the emphasis on delivering the kind of care which older people really need. Stuart said: “Our aim is to try and help people remain as independent as possible in their own homes.

“It’s also about providing that human touch, which is why Caerdydd Care’s motto is,‘home care with heart’. We strongly believe that there should be a social side to home care. We treat our clients with dignity and respect, they are like friends and we want them to feel happy with our service and look forward to our visits.

“We are looking to work closely with the local authority and other domiciliary care agencies, and service providers to ensure a high level of care within Cardiff and the Vale.”

The company currently has 15 staff on its books and is in the process of recruiting further staff. Each new staff member undergoes a rigorous and fully-structured one-week induction, which involves training and on-the-job shadowing to enable them to build up a rapport with clients before they are allowed to visit a client’s home on their own.

Caerdydd Care says carers’ daily schedules are carefully planned with travel time built in and there are no back to back visits. Stuart explained: “Home care is not about racing against the clock and rushing to get to the next call; if a call is an hour then our carers will stay for an hour. A carer’s job is to be fully focused on what the client needs during every visit so that we can ensure that we always provide the best possible service.”

The company is hoping to be able to build in more opportunities for clients to meet and interact with others in social environments, including coffee mornings.

Caerdydd Care can be contacted on:029 2079 0800.

Caerdydd Care is aiming to make a difference to home care in Wales

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From left: Susan Jones and Lauren Lloyd of The Marble Warehouse and Phil Dodson, Business in Focus

Despite media reports that the struggling UK manufacturing industry shrank at its fastest rate for more than three years in July 2012, one Welsh manufacturer, The Marble Warehouse Ltd, is determined to buck the downward trend. The firm specialises in the manufacture, supply and installation of bespoke granite and quartz kitchen worktops at its Pontypridd base. The fast-growth company employs 12 people and is forecasting a healthy first year turnover of £780,000.

The company supplies granite and quartz worktops to kitchen studios throughout South Wales and has its own retail showroom on the Maritime Industrial Estate, Pontypridd. Everything is cut and manufactured on site and produced exactly to customers’ individual taste and specifications. The company also manufactures and sells marble and timber fireplaces to specialist fireplace shops throughout Wales, the Midlands and South of England. It has recently added wood burning and bioethanol stoves to its product line. The firm says there is a growing demand in the UK for high-end natural-stone worktops, which are particularly popular with people who want to give their kitchen a facelift without spending thousands on a new kitchen. The company says its order book is full.

The Marble Warehouse Ltd was started in May 2012 by directors Lauren Lloyd, Matt Prior and Steve Goddard, with the help of Business in Focus through the Welsh Government business start-up programme. The trio share over 70 years experience in the trade and had previously been employees of two local firms which had gone into liquidation. Director Lauren Lloyd explained: “We didn’t want to lose customers built up over years or see people made redundant, so we decided to look at the possibility of starting a new company with the aim of keeping as many jobs as possible and picking up the trade from the original companies. It hasn’t been easy

but we managed to pool together our resources to personally invest £65,000; and we’ve been able to offer jobs to 12 former employees of the previous businesses.

“With guidance and advice from Business in Focus we were also able to successfully apply for a Local Investment Fund grant of £10,000 from RCT Council, which has been used to buy machinery. Thanks to the support from both Business in Focus and RCT Council we are looking forward to a successful future for our new venture.”

The company has plans to expand the wood burning and bioethanol stove side of the business and expects turnover to increase to £1 million in year two.

The Marble Warehouse can be contacted on 01443 408548 oronline: www.themarblewarehouse.com

Pontypridd manufacturingfirm defies sector slump

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Left to right: Carl Waters of Business in Focus, Karen Davies of Finance Wales and Gary Thomas, Thompson Vending and Catering

Welsh catering business Thompson Vending and Catering Ltd says it is now in the best possible position to secure future growth for the company. It has just completed a major £100,000 expansion at its Penygraig premises – which means it is now fully compliant with the all-important STS food safety and hygiene standards, essential if it hopes to secure public-sector contracts.

The expansion project was made possible thanks to a combination of monies secured through commercial investment company Finance Wales, personal investment and a Local Investment Fund grant from RCT Council. The high-spec work has been finished to the highest possible standard. The company now has two new separate food prep rooms, one specifically for larger-scale contracts; a double kitchen; two large separate chiller compartments, one for sandwich fillings and the other a 10,000 capacity chiller for freshly-made sandwiches; and a new IT room. The sites’ offices, toilets and parking bay have also been upgraded.

The company supplies a number of leading vending companies in South Wales and the South West, including Graddon Vending, South Wales Vending and Cymraeg Vending. It also supplies local retailers and provides catering services for businesses and consumers. With its new STS-compliant facilities the company says it can now look to compete for public-sector contracts with schools, prisons, and hospitals.

Director Gary Thomas said: “As a catering business we are totally committed to delivering the highest-quality products; our reputation is on the line and we won’t supply our customers with anything less than the best. Customer service is extremely important to us and everything is always made fresh on the day of supply.

“Everything is dated, recorded and tracked via our IT system so that we can guarantee the freshest products possible.”

Thompson Vending and Catering was started by Gary in December 2010 with help from business-support company Business in Focus, through the Welsh Government business start-up programme. The company has gone from strength to strength and is now looking to employ eight extra staff.

Gary said: “Our business adviser has been magnificent. He has provided so much help and guidance and has gone out of his way to help; the support has been invaluable.”

Thompson Vending and Catering can be contacted on:01443 433500.

Catering firmlines up for public sector contractsthanks to £100k expansion

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Bombs away: Charlotte Ridgewell (right) is ready to make a big splash, with Alun Richards of Business in Focus

French macaroons, bubbly cake slices and bath lollipops are just a few of the luxury bath bombs handmade by the fast-growing business, Miss Patisserie. Created and managed by Charlotte Ridgewell, Miss Patisserie’s aim is to put the fun back into bath time and make people feel that extra bit special. Using only the finest ingredients, Miss Patisserie’s handmade bath bombs are made with essential oils and fragrances to help relax body and mind. The bath bombs will soften the water – leaving skin silky and soft. Inspired by our favourite foods and wonderful experiences, Miss Patisserie’s range of bath bombs will have you smiling in no time at all.

Charlotte said: “Miss Patisserie had a fantastic summer, with loads of new products being launched in 2012. We have received international orders from TJ Maxx in the States and Canada and will hopefully be expanding to the Far East in the next year.

“We have had some fantastic feedback for our new ranges, including ‘Fizzy Lollipops’, ‘French Macaroons’ and ‘Mini Donuts’. We will also have a few newcomers to our cupcake bath bomb range, which I’m sure will be extremely popular. This range is just the start at our ‘bath bakery’ and we’re looking forward to a creative and successful future.” For further information please contact 01446 701705 or visit:www.miss-patisserie.com

Vale business putsthe fun back intobath time

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PBI has helped budding businessmen and women get a foothold in the economic world by providing advice and support and is aiming to continue the good work well into the future as the SME world gets back on its’ feet in the future.

Each year, PBI get over a thousand enquiries from entrepreneurs looking to sweep the world aside with their product or service and from existing business owners who are just trying to find a new pathway or ideas for their organisation to take on board, as they look to build and develop their businesses.

Although PBI’s main office has recently relocated to within The Bridge Innovation Centre (BIC) in Pembroke Dock, PBI still has a training suite in Milford Haven, where clients can meet with PBI advisers. However, PBI’s influence stretches far beyond the harbour

town and extends throughout the county, from Fishguard to Tenby, where PBI consultants and staff regularly hold one-to-one meetings with clients and make a range of workshops, seminars and events available for people to attend to gain the vital advice they need to advance their businesses forward.

The support and events provided and delivered by PBI are part of the business support programmes supported and funded by public sector organisations like the Welsh Government and Rural Development Funding supported by the European Agricultural Fund for Rural Development. The New Business Start-Up programme funded by the Welsh Government for Pembrokeshire Start Ups is giving entrepreneurs a chance to develop a business and bring new jobs and money to the county.

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S U P P O R T I N GW E S T W A L E SS M E SBUSINESS does not have to be based in the big Welsh city hotbeds in order to flourish, as West Wales support agency PBI has proved. Pembrokeshire Business Initiative, known as PBI, has been inspiring and supporting small business owners and entrepreneurs in the picturesque county for nearly 30 years.

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Money, of course, is king to a small business and, while PBI are not able to pay cash directly to company owners looking for investment in their business, they are able to point people in the right direction to access advice and guidance, grants, loans and other forms of support.

PBI are keen to support Pembrokeshire based SMEs and aspiring business owners in 2013. For more information go online to: www.pbi.org.uk

PBI recieves funding through the Rural Development Plan for Wales 2007-2013, which is funded by the Welsh Government and the European Agricultural Fund for Rural Development.

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Spirit of Enterpriseproject reachesfirst-year milestonein supportingentrepreneurs inPembrokeshire

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PBI (Pembrokeshire Business Initiative) has led the way in supporting individuals and SMEs in West Wales for over two decades.One of PBI’s recent success stories comes from an enterprise project run on the High Street in the heart of the town centre in Haverfordwest, living proof that, despite an economic downturn, there is still a market to sell quality hand-made craft items.

The enterprise project pioneered by PBI is aptly called the ‘Spirit of Enterprise’. It boasts a retail shop, office space and cafe outlet that has proven to be a runaway success since it opened its doors in November 2011. Now celebrating over a year’s successful trading, the enterprise is keen to get more consumers through the door and support individuals looking to start up in business.

The unique project offers budding artists and creative people over the age of sixteen from the county the opportunity of having a professional ‘test trading’ space for a period of up to three months in the high street store while they test market their business ideas, giving entrepreneurs a real helping hand to possibly realise their dream of starting up their own business, minus costly overheads.

David Fletcher, ‘Spirit of Enterprise’ Co-ordinator, enthusiastically commented about the support the project is providing to potential business owners saying: “The test trading period in the shop and the additional business support provided by PBI’s advisory team is giving artists and budding entrepreneurs the chance to find their audience and potentially start a life-changing business.”

The trading experience is backed up by a package of advice and guidance, with tailored workshops in marketing and business finance from the specialist support team at PBI.

Currently the shop sells unique creations from local artists, photographers, jewellery designers, textile specialists and fashion designers. A recent addition to the ‘Spirit of Enterprise’ was Cafe 44, selling freshly-made coffee from trained baristas and cakes made by the test traders. David stressed

that customers purchasing goods from the shop are, in essence, buying into the concept of the project, saying: “By buying products or services from the ‘Spirit of Enterprise’ project shoppers are assisting Pembrokeshire people to realise their dreams of running their own business.”

The project also boasts a fully kitted out office space with computers and telephones for those wanting to test their service business ideas; anything from starting a cleaning company to wedding consultants through to tutoring or translation work.

The message is simple; whether unemployed or wanting a change of direction in life, the ‘Spirit of Enterprise’ project lives up to its name and can give local people the window of opportunity to test drive their business ideas and possibly turn it into a livelihood.

Thus far PBI has successfully supported a number of talented artists, crafts people and entrepreneurs through the programme, with many going on with added confidence into self employment.

The ‘Spirit of Enterprise’ project has received funding through the Rural Development Plan for Wales 2007- 2013, which is funded by the Welsh Government and the European Agricultural Fund for Rural Development.

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Thousands of small businesses in Wales have utilised graduate skills to help grow and develop through the GO Wales scheme.

GO Wales which receives funding from the European Social Fund and the Welsh Government, supports the development and retention of graduates’ high level skills, knowledge and innovative potential in businesses in Wales through a range of work experience and training services.

Work Placements are the flagship service which gives businesses the opportunity to attract the best graduates and students to complete short projects from 6-10 weeks. GO Wales offer a financial subsidy towards salary costs and it’s a chance to see if a business could permanently benefit from graduate skills.

More than a third of small to medium sized businesses that have taken part in the Work Placement scheme had never previously employed a graduate. As a result of the scheme many small business owners have changed their perception towards employing graduates after experiencing new skills and knowledge which have had a direct impact upon their business.

Carmarthenshire business Melin Consultants used the 10 week Work Placement scheme to recruit a graduate to assist with a digital marketing strategy.

“GO Wales is an exciting project and one which should interest any business keen to develop young talent” said Melin Consultants director Jamie Best. “It has been a delight to have Rhys as part of the team at Melin Consultants during his placement. All businesses are aware of the need to build our skills base and ensure that we grow the knowledge economy in Wales. The GO Wales scheme is one way of helping to achieve those objectives.”

Furniture Design Company MijMoj in Conwy North Wales recruited graduate Peter Jervis via the scheme to assist with a product design project. According to Design Gafyn Owen the experience has allowed the business to grow with minimal risk;

“We would definitely recommend GO Wales to other businesses as a good way to recruit and trial additional members of staff with minimal risk as taking on a new member of staff can be a big step for any small business to undertake when expanding the workforce.”In addition to the graduate recruitment options GO Wales can also provide SMEs in Wales with a training fund to support graduate staff. Jane Fraser co-founder of NB:Design; a design agency in Gower Swansea used the Graduate Training and Development Fund to undertake a part-time MA in Creative Writing which Jane believes has helped the business to attract new clients she said; “If, like NB:Design, you are looking to add value to your business, one of the best ways I believe is to look within and add value to employees. The training grant can support financial costs and the return will be quantifiable – staff that are more skilled and a business that can offer more.”

SMEs prosper through Graduate Skills

Profile of Services Services GO Wales can offer SMEs in Wales:

Subsidised Work Placements: businesses can employ a graduate or student for a period of 6-10 weeks to complete a work based project and GO Wales will contribute up to £950 towards salary costs. Beneficial for one off projects and to bringing new skills into a business; placements offer a low risk, flexible option to test the water of graduate recruitment.

Graduate Training and Development Fund: a training grant of up to £1,500 to train graduate staff within SMEs in Wales. Funding is available to individuals who have a degree, HND, HNC or equivalent and also applies to owner/managers. GO Wales can cover fifty per cent of the cost of a professional qualification up to £1,500 and this covers a wide range of training courses.

Jobs Growth Wales Graduate Scheme: aimed at businesses that can create a six month job for a young graduate aged 24 or under. GO Wales is now delivering the graduate element of the scheme; businesses pay a salary from national minimum wage upwards and GO Wales will contribute £95 per week towards the cost for six months.

GO Wales also offers a free service dedicated to graduate recruitment in Wales; Graduate Jobs giving businesses the opportunity to advertise an unlimited number of jobs free of charge via the GO Wales website and also a Work Taster service aimed at students and graduates who want to gain short term voluntary experience within businesses in Wales.

To find out how your business could benefit email [email protected] or call 0845 225 60 50 www.gowales.co.uk

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A thousand new job opportunities are being created for graduates across Wales over the next two years via a new programme from GO Wales on behalf of the Welsh Government. The Jobs Growth Wales Graduate programme will enhance the current portfolio of work experience and training services that GO Wales offers to help graduates make the best start to their careers.

GO Wales will be advertising up to 230 further Jobs Growth Wales opportunities designed to give young graduates good quality employment chances up to March 31st next year, with an additional 400 each year after this. The Jobs Growth Wales programme was launched in April this year and funded by the Welsh Government and the European Social Fund to create 4,000 jobs a year for young people throughout Wales. The programme caters for young people that are job ready but have had difficulty securing employment.

Business and Management graduate Michael Walsh from Trinity Saint David Carmarthen has been employed by professional engineering consultancy Energy and Power through the Jobs Growth Wales graduate scheme. Michael said; “After completing a business degree I felt the position within Business Development was ideal to gain vital experience, the role suited me perfectly. A Jobs Growth Wales opportunity is ideal to give graduates like me experience in order to develop academic skills and adapt them to a real working environment.”

Welsh graduates Bechan Carpenter and Matthew Smith are currently working for TES Aviation in Bridgend after applying for the vacancies via GO Wales.

Sales Support Executive Bechan said: “This role means I am able to rotate around different departments learning how the whole business operates. This has enabled me to meet more people than just in my department and get an interesting insight into how the work I do on a day to day basis affects all other departments in this business.”

Matthew who is now part of the Technical Services Support team at TES Aviation, added: “I’m thoroughly enjoying my time at TES. During my time here I’ve gained knowledge and experience of the different departments in the company. I have also gained experience in the workshop and warehouse where I learnt about the process involved when tearing down an engine and how these parts are catalogued and stored in the warehouse.”

New job opportunities for young graduates across Wales via the Jobs Growth Wales Graduates Scheme

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Graduates

Digital Agency Future Studios in Denbighshire, North Wales used the Jobs Growth Wales graduate scheme to find a Web Developer and Director Richard Thorogood said: “Our reputation as a reliable, knowledgeable and supportive web company seems to be gathering pace and we are always looking for good staff. We took on graduate Adam Hopkins from Glyndwr University using the help of the Jobs Growth Wales graduate scheme. The scheme helped us find the right candidate and also provided funding towards salary costs; this enabled us to give Adam the support he needed to make the transition from education to industry. Adam is now fully integrated into our team and delivers the quality of service and support that has enabled us to grow smoothly and organically over the past 13 years.”

Computer Networks graduate Adam Hopkins has benefited hugely from the experience and hopes to learn more as the role progresses.

Adam said: “After graduating I knew that I was going to need experience in order to take me forward. GO Wales provided me with an ideal Jobs Growth Wales Graduate position and an opportunity to enhance and apply my skills in a working environment. I’ve been able

to develop my current skill set; it’s a great scheme and I hope more graduates can benefit as I have.”

GO Wales are continually on the lookout for graduates from North, South, Mid & West Wales who are 24 years old and under, and who are either unemployed or working fewer than 16 hours per week. Anybody interested should visit the GO Wales web site to find out more, see the latest vacancies and make an online application for vacancies they are interested in: https://www.gowales.co.uk/en/Graduate/jgw

For further information please contactGO Wales on email: [email protected] call: 0845 225 60 50.

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GraduatesGraduates

The traditional journey through higher education has changed forever. Gone are the days of the simple route from fresher to graduate to cast-iron job. As the world’s economy has shifted to encompass a more global perspective, so have the demands of employers and the workplace alike. Just a few weeks into this new academic year, many graduate employers have been reporting increases in graduate applications of over 140 per cent - competition will do nothing but rise as the year goes on.

With this as the backdrop to their future, students need to consider new directions and new paths, often with little or no experience. We talk, of course, about possible self-employment and universities are having to work hard at developing and delivering programmes which equip students with the skills they need for this particular outcome.

Graduate start-ups are nothing new of course, but with so many barriers to traditional employment, this route not only provides students with an exciting career option but in the current economic climate provides obvious advantages in terms of economic development.

As well as start-up “training”, the whole area of Enterprise Education is becoming ever more recognised within universities for its ability to act as a catalyst for nurturing students’ entrepreneurial mindsets. This takes place not only at undergraduate level, but increasingly as part of an extensive offering of extra curricular enterprise and entrepreneurial activities which aim to enhance the student experience and further equip students with key skills.

The economic development role of enterprise in all levels of education has been a particular focus of the Welsh Government for well over a decade. Indeed the longevity of this support in a turbulent and competitive policy arena has seen Wales held up as an exemplar in this area across Europe. The current flagship programme is the Youth Entrepreneurship Strategy (YES) 2010-15, which draws on various elements of the Welsh Government’s economic development and educational policies. It builds on the achievements of the previous 2004 YES and aims at equipping young people in Wales, aged 5 to 25, with key entrepreneurial skills, so that they can fully achieve their potential and contribute fully to society.

Of significance is the degree to which YES has highlighted the importance of collaboration between institutions and this has led to the development of six Regional Youth Entrepreneurship Educational Hubs, the majority of which are led by Further Education Institutions across Wales. The hubs will work on developing extra curricular enterprise and entrepreneurship education, contribute to achieving the aims of YES and have been fully funded until December 2015.

Cardiff Metropolitan University is leading the South East Wales Regional Youth Entrepreneurship Higher Education Hub. Our partners are the University of Glamorgan, Cardiff University, University of Wales, Newport and the Open University. Of course each institution brings a wealth of good practice to the Hub, which can now be pulled together and built on collaboratively to ensure that students from all the institutions benefit and are equipped to embark on their entrepreneurial journey.

In practical terms the Hub will deliver a variety of experiences which will develop confident young entrepreneurs with the skill sets and ambitions needed to realise their career potential. The Hub will also provide students with the valuable opportunity to work with students from partner institutions.

Students will be exposed to competitions such as the Innovation Challenge, which has been developed and bought to the Hub by Cardiff University. The challenge is a team based event that will develop skills such as creative thinking, team work and knowledge of new media and aims to get far more students interested in entrepreneurship.

The traditional journey through

higher education has changed forever. Gone are the days of

the simple route from fresher to graduate to

cast-iron job

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GraduatesGraduates

Another example is the Skilled for Life programme, an intensive 3 day programme developed at Cardiff Metropolitan University, aimed at students who have completed other activities delivered by the Hub and at those who show a keen interest in entrepreneurship. Its focus is on developing students’ entrepreneurial mindsets so that they can progress with their careers, either through business start-ups or intrapreneurship within companies.

All the partners in the Hub have an excellent record of working with and supporting graduate entrepreneurs. Part of the challenge that enterprise educators’ face is getting students to believe that starting their own business is an achievable reality. Too often students have been faced with pictures of famous entrepreneurs, such as Alan Sugar, which makes being entrepreneurial unattainable. The Hub however, will develop a Graduate Network which will bring recent graduate entrepreneurs back into the university and allow current students to network and learn from their peers who have recently started their own business.

A strategic aspect of the Hubs activities is the working relationship with the South East Wales Regional Youth Entrepreneurship Further Education Hub. This aspect of the Hub will build on the strong relationships which have already been developed between universities and colleges in South East Wales and will aim to develop a continuous entrepreneurial journey for students.

The Hub will work at developing a FE and HE student led network. This will allow FE students who are involved in championing entrepreneurship activities within their institution to be buddied with a university student who is also engaged in entrepreneurship activities. This network will then develop activities which will engage college students in enterprise education whilst raising awareness of the activities and opportunities which are on offer at universities in South East Wales.

All the Hub activities will be heavily supported by expertise from local businesses. This will ensure that the practical experiences which are being developed and delivered by the Hub are equipping students for the current business environment and reflect the skills which students require on the ever changing journey they are on.

Investment in enterprise education is a long-term and necessary element of developing a vibrant and modern economy. As a vehicle for knowledge transfer and effective high level skills development, the Hub model is set to transform the experiences of thousands of students over the next few years.

For more information on the South East Wales Regional Youth Entrepreneurship Hub please contact Natasha Kemp at Cardiff Metropolitan University [email protected]

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The Welsh Government’s Centre for Excellence in leadership and business management skills

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After another difficult economic year, I’m struck by how many positive signs there are about Welsh businesses’ commitment to leadership and management development.

As part of the Enhancing Leadership and Management Skills (ELMS) programme, we at Leadership & Management Wales (LMW) are striving to make businesses, especially SMEs, aware of the importance of developing these skills; and we have seen an encouraging increase in take-up in 2012.

Since its inception, ELMS has supported 12,700 participants and at LMW alone we have engaged with hundreds of businesses just in the past year.

Almost 4,500 people have now signed up for our monthly e-newsletter and more than 60,000 have visited our website at www.lmw.org.uk since it was launched three years ago.

Why all this interest, even during such challenging economic times? Well, good business leaders recognise the importance of developing the management and leadership skills in their organisation, both in good times and bad.

Our own research shows that businesses which invest in leadership and management development view it as positive, beneficial and strategically important.

In the US, studies have shown it leads to higher turnover, increased profits and better staff retention.

We are now starting our own study to look into whether this is also true for Wales.

Recently, I was honoured to be part of an international panel of experts at an event hosted by The Leadership Trust to discuss this very issue – the return on investment of leadership and management development.

We looked at what it contributes, not only to the organization concerned but to society more broadly.

We concluded that employees would generally prefer to be led by a trained, capable leader, who is actively developing their own skills to be the best they can be – for themselves and their team. There is an element of reflected glory in this. It explains why so many teams nominate their leaders for awards: they want to say, ‘we are led by the best’.

The broader benefit to society is that well-led individuals may carry some of the examples they see in work into their private lives – treating others with respect and understanding, for instance.

Emotional competence in the workplace surely transfers to home, where the response, to a personal crisis, for example, may be more considered and effective.

As we head into a new year, LMW will continue its work to create an environment where every business in Wales is aware of, understands, engages with and can benefit from leadership and management development.

I expect workplace coaching and mentoring to play an increasingly-important role in leadership and management development in 2013. Our research has shown how workplace coaching is especially beneficial when combined with training and development and how it can really boost an individual’s career prospects, as well as benefitting the organisation as a whole.

It is worth mentioning that, for businesses which are keen to develop their skills in this area support is available via the ELMS-funded Wales Coaching Initiative.

http://www.lmw.org.uk/en/funding/training-forcoaching-and-mentoring-skills/

ELMS funding also provides huge subsidies for leadership and management training – up to 70% for micro-businesses and SMEs

http://www.lmw.org.uk/en/funding/leadership-andmanagement-training-programmes/

It’s safe to say that micro-businesses will continue to play a key role in the Welsh economy in 2013 and that support could help these firms grow into larger SMEs and beyond.

It’s worth remembering that every global organisation started small.

The Enhancing Leadership and Management Skills (ELMS) programme and Leadership & Management Wales (LMW) are part-funded by the European Social Fund (ESF) through the Welsh Government (WG).

Leadership & Management WalesDr Barrie Kennard, director, Leadership & Management Wales

Our own research shows that businesses which invest in leadership and management development view it as positive, beneficial and strategically important.

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LMW Events For 2013We organise free events throughout Wales to educate, inform and inspire a better understanding of leadership and managementdevelopment.

Forthcoming events in 2013:

What can LMW do for you?As Wales’ one-stop shop for leadership and management skills, Leadership & Management Wales offers a range of services to business, including:

Website – free online resources, news and information. Find out more at www.lmw.org.uk

Events – free events throughout Wales to educate, inform and inspire

Funding – guidance and information on the funding available through the Welsh Government’s Enhancing Leadership andManagement Skills (ELMS) programme

Training providers – information and links to the Welsh Government’s 12 approved training providers Wales-wide

What is LMW?Leadership & Management Wales (LMW) is a unique centre for excellence, funded by government to benefit businesses of all sizes and sectors across Wales.

LMW was formed to support businesses in developing their leadership and management development (LMD) skills, enabling them to increase efficiency and help grow the economy in Wales.

It is funded by the European Social Fund and the Welsh Government, which also sponsors the project.

Our visionTo create an environment where every business in Wales is aware of, understands, engages with and can benefit from leadership and management development (LMD).

As a Wales-wide consortium, we benefit from the strength of partnership-working – pooling expertise from lead partner, Cardiff Business School and other consortium members, Aberystwyth University, Glyndwr University and Tattum Guest Associates Ltd, to deliver unrivalled research insight and hands-on business experience.

With these centres throughout Wales, we provide a level of geographic coverage which ensures comprehensive knowledge andunderstanding of LMD activity – including regional distinctions – across the country.

We will achieve our vision through four aims:

Raising awareness of the benefits of LMD, explaining and promoting LMD in ways which are appropriate and meaningful to businesses of all sizes and in all sectors;

Positioning LMW as Wales’ one-stop shop for all LMD information and resource;

Providing evidence of the impact of LMD on individual businesses and the economy more widely;

Making the LMD in Wales the best it can be.

1.

2.

3.

4.

February 7th Bring Your Brain: Management succession planning in the social-care sector

The Metropole Hotel, Temple Street, Llandrindod Wells 6pm – 8pm

February 13th Bring Your Brain:Entrepreneurial leadership

The Marriott Hotel, Maritime Quarter, Swansea8am – 10.30am

February 27th Bring Your Brain:Distributed leadership

Quay Hotel and Spa, Deganwy Quay, Deganwy, Conwy8am – 10am

For further details, or to book a place: www.lmw.org.uk or 029 2087 6560

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LEADING A STRONGRETURN ON INVESTMENT

TSW are passionate about how they can inspire businesses to invest in their people since they are the life blood of a successful organisation. Committed to helping organisations develop their people, TSW supports both organisations and individuals to acquire the right blend of knowledge and skills to ensure their futures are successful.

During the past few years TSW has created over 33 jobs under the newly formed Group umbrella. Group Commercial Manager Matthew Channell fully expects further momentum in the coming year, resulting in growth of the TSW group. “TSW’s position is the result of hard work, skilled and committed staff, and forward-thinking leadership and management. We have strategised and planned effectively in a difficult economic climate, which has paid dividends.

“We cannot praise the IIP framework enough; it led us to review the way we’ve managed and led the organisation to date and helped identify areas of good practice as well as areas for improvement. The IIP Leadership and Management Award recognises that we have embraced the development needs of the company and aligned these with our business strategy, our business plan, our vision, our values and, most importantly, the needs of our people. This has given the entire business a complete and integrated approach in line with our culture.”

TSW TRAINING BELIEVES THAT AN ORGANISATION’S LEADERS AND MANAGERS ARE KEY TO ITS SUCCESS; THIS BELIEF HAS SEEN TSW RECENTLY ACHIEVE THE HIGHLY SOUGHT AFTER WALES INVESTORS IN PEOPLE LEADERSHIP AND MANAGEMENT AWARD.

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IIP Assessor, Pam Tanner worked with TSW during the entire process and commented on the company’s positive approach towards achieving the standard, saying; “It was a real pleasure to work with a young, dynamic and energetic management team who had really bought into and understood what the Award meant for their people and the way they were expected to work. During the accreditation process it was evident that the management team and staff had committed to high performance working which was supported and enabled through effective leadership. They enthusiastically applied the principles and practices that helped them to achieve the Wales IIP Leadership and Management Award.

Commenting further on the IIP journey Matthew Channell added; “If you liken TSW’s journey to a jigsaw puzzle, we have for a long time possessed all the pieces and have been slowly but consistently putting those pieces together. With the IIP framework as our guide we have now put all the processes and behaviours together to provide us with a very strong foundation for continued growth and development.

“TSW recognised early on that you can have a business plan and a host of ideas but often these fail to gain traction due to the day to day mêlée of just running a business; all too often we would forget about the bigger picture. The IIP Leadership & Management framework has helped us focus on both the big and smaller pictures.”

Promoting rising stars has also come from years of hard work and applying the IIP processes. Stuart Davies, Commercial Director, commented on the business recruitment processes saying; “Just one example is Gareth Harris. He started working for TSW a few years ago as a business development adviser and is now our Group Business Development Manager. This has been made possible through investment into skills development, commitment and hard work from him.

“Rewarding commitment is something we are strong on as a business. In terms of succession planning, we always have one eye on who is the next person for any given role. If we can do it internally, more the better, it creates a talent initiative and something for our staff to strive towards. It also means we have home grown talent nurtured in line with the company’s values and ethos providing the business and brand a strong foundation.

“Having experienced this change and progression ourselves, we are better placed than ever to support our clients in achieving their own goals through training, development and coaching.”

Success for an organisation is dependent upon critical elements being considered, developed and invested in. TSW Training are living proof that if you invest in the cornerstones of business, such as strategy, systems and processes and most importantly your people, you get more than an award, you can gain financial rewards and market share. Proving that investing in people does pay dividends.

For information about TSW Training products andservices please go online to:

www.tsw.co.uk or call Gareth Harris & Ian Keen:

01656 644 300

Rewarding commitment is something we are strong on as a business. In terms of succession planning, we always have one eye on who is the next person for any given role...

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@trainingknowhow

linkedin.com/company/training-know-how

Training Know How is an innovative print and downloadable resource passionately promoting professional training and development in Wales.

Training Know How2013 Release Dates March June September December

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Professional Services

EVERY SME would like to have a bank management team that knows what it is like to work at the sharp end of a growing small or medium-sized company.

The profile of smaller businesses is higher than ever in the UK, thanks to a combination of the BBC 2 business show Dragons’ Den and increased government and media interest in smaller firms. But, in a sluggish economy with increased competition, securing a foothold and growing in a consistent and sustainable way is by no means easy. Access to finance has become more difficult, while customers and suppliers are less likely to extend terms.

Santander is one of the banking providers on the market that is seen by many as a relatively new player on the commercial banking scene specifically in Wales. But, unlike other high street lenders, Santander has been untouched by the financial crisis of late that has damaged the profile of other high street lenders, seen by SMEs as the enemy and not an alliance. Santander is happy to sit outside such controversy and aims to support growth SMEs.

Addressing the call to support SMEs, Santander set up the Breakthrough programme, designed to provide a range of services, support and advice to smaller businesses. The programme is aimed at businesses that have advanced well beyond the start-up stage to achieve a turnover of between £500,000 and £10 million per annum, while posting growth of 20% or more in turnover, profit or employment. However, despite demonstrating great performance, many of these businesses sit firmly in a ‘funding gap’.

Headed up by former Gateway to London chief executive John Williams, Breakthrough has at its heart the commitment from Santander to invest £200m in fast-growth SMEs; and it is backing that with a support network of experts and advisers to stand alongside these “growth champions” as their journey continues.

Williams believes these businesses need help. “We are targeting the £500k-£10m turnover band,” he said. “Below half-a-million pounds turnover, business angels will generally be interested in providing support. Above £10m, private equity companies or venture capitalists will look to explore opportunities for investment. So there is a market segment of companies that are potentially the fastest-growing in the country, yet whose growth is being constrained by this funding gap.

BREAKTHROUGHIN BANKINGTo find out how Santander can make a difference to your business call 05511 440 158 or visit www.santandercb.co.uk

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“The average level of finance we’ll provide will probably be around £1m, so we aim to help at least 200 established fast-growth SMEs to achieve their potential.” In practical terms, that means working with SMEs to provide support in a range of ways.

They include holding Breakthrough Live, a series of events to bring together entrepreneurs, finance providers and professional service firms to network and develop relationships; the internship programme, designed to match the cream of recent graduates with the growing businesses that need their skills and drive with subsidised three-month placements; and masterclasses that offer entrepreneurs the chance to visit iconic businesses (such as Google) and absorb the lessons of success.

Underpinning all this is the commitment, through the growth capital fund, to provide mezzanine finance to eligible growth companies.

Being commercially successful in Wales’ depends on the ability for businesses in the Principality to collaborate and work with one another, according to Santander’s Regional Director for Wales, Tim Pezzack, and Business Development Director for Wales, Mike Davies.

The Breakthrough programme and fresh approach to banking is being pioneered by an experienced team of commercial managers in Wales, headed up by Tim. He said: “Wales is made up of a buzzing culture of aspiring SMEs that are full of promise. With the right people and support, these SMEs can grow and help bolster the Welsh economy. But it’s our job to find them and help them break through.”

Tim added: “Santander’s scope and history is a real strength for us in Wales. The Breakthrough programme we operate is so different to anything our competitors are offering. Santander has experience in many markets, meaning we are able to consider funding for many sectors as a lot of our experience comes from what Santander has been doing globally for years.

“We have credit decision-making functions in Cardiff, not London or Birmingham. So you have a global bank behind you with a real Welsh team. We are not Wales and the West, we are based in Wales working for Welsh SMEs and we are proud to help support the Welsh economy.”

The Welsh economy, like the rest of the UK, may not be back on its’ feet yet, and Tim and his colleagues admit there is still a lot to do and plenty of water to go under the proverbial bridge before then. But, while some companies have felt the pinch badly, there are signs of hope in other areas. He said: “There is this overarching feeling of gloom about the economy generally in the UK, but there are a number of successful growth businesses in Wales. It’s our job to locate them, work with them and help them get to the next level.

“Collaboration is, therefore, the key to the entire Breakthrough programme, the ability to work with growing SMEs and the people who can help put them on the next rungs of the ladder. It’s our aspiration for Santander to be the SME bank of choice in Wales. It would be a little presumptuous to say THE SME bank of choice, but we really do see ourselves filling that niche SME space that other banks are ignoring as they focus on supporting larger businesses, or export-led business. But we see the core of our business as supporting growth SMEs.

“At the moment we are growing a great client base in Wales as we are relatively new to the market and have a great team we can be more agile than other banks. We’reopen to talk to any SME wanting our support”

The average level of finance

we’ll provide will probably be around

£1m, so we aim to help at least

200 established fast-growth SMEs

to achieve their potential.

For more information about the Breakthrough Programme go online to: www.santanderbreakthrough.co.uk

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A Guide to Selling Your BusinessBy Commercial Law Specialist Siôn TudurThe UK’s growth and prosperity depends on

the success of its 4.8 million private-sector businesses. So the fact that record numbers are now up for sale could imply that many owners are gloomy about future prospects.

However, a contributory factor appears to be a continuing decline in the concept of a ‘family business’. It is suggested that the current figures are boosted by baby-boomer business owners reaching retirement, many forced onto the market by their children’s unwillingness to take over. It seems the younger generation is not generally interested in older-style businesses; nor does it have the money.

“We’ve seen several examples recently of businesses coming up for sale because the owners’ children want to pursue other paths in life,” said Siôn Tudur, Partner, RDP Lawyers. “Or perhaps there are no obvious successors. It’s a situation that is certainly more prevalent than it was in the past.”

Family-related or otherwise, whatever the reasons underpinning the decision to sell a business, and whoever the potential purchaser, it is essential to take legal advice at the outset. There are many different issues to consider, some more complex than others.

The first decision the vendor faces is whether to sell the business shares or its underlying assets. You can either dispose of the whole company, including assets and liabilities, or choose which assets to sell. Bear in mind, though, that you cannot transfer liabilities, such as debts, without the consent of the person to whom you owe the liability. The actual sale process is another early consideration. You can

either negotiate with a single buyer or conduct a formal auction between potential purchasers. The advantage of an auction is that you can create price competition between bidders. Also, the process and sale documentation are under your control.

Once you have decided on the way forward, you need to prepare for the sale. Review any existing contracts to see if they prohibit selling a specific asset or terminate on the sale of the business. Before the process starts, aim to document any verbal or rolled-over agreements. Check with your legal advisers to see if you need any regulatory approvals, such as those of industry or pension regulators or competition authorities. You may also need the consent of other third parties, such as customers, suppliers or lenders.

“When you are dealing with an asset sale, trading obligations do not normally transfer to the buyer without the trading partner’s consent, so it’s very important to confirm agreement before you proceed,” said Siôn.

The sale of a business also has implications for tax and intellectual property rights. Tax planning needs specialist expertise, particularly in relation to any gains. Carefully review brand and patent issues. Do check to ensure your business owns the rights, has them adequately protected and can transfer them.

The human resources aspect of any sale needs careful thought. Consider how and when you tell your employees about the sale, including how you might deal with any adverse reaction. You may be required to formally inform and consult them. You also need to think about any key staff the buyer may want as part of the deal.

“Smaller business owners obviously know the day-today operations inside out, but those running larger concerns can’t necessarily be aware of all the detail. Everyone needs to check whether the business is involved in any major disputes and whether these can be settled before any sale,” advised Siôn.

There are also key points to remember when you begin early sales’ negotiations. First, make sure your contact is authorised to talk to you and has the necessary finance to buy the business. Be very careful about sharing business-sensitive information if the buyer is a competitor. You could incur a large fine if you breach competition law.

“It goes without saying that you should always be honest and act in good faith,” said Siôn. “The best approach is to be straightforward. If the buyer enters the deal on the basis of false information, they may be entitled to compensation.”

Avoid making a legal commitment by mistake. A binding deal can exist without anything in writing, for example through a conversation. When talking or writing to the buyer, make sure they know nothing is legally binding until formal agreements are signed. Siôn suggests that all correspondence is marked, ‘subject to contract’. Acquisitions are highly sensitive, so only discuss matters with those who need to know about the deal. Sign a confidentiality agreement with the buyer early on, and mark all confidential information accordingly.

Make sure your contact is authorised to deal with you and has the money to buy the businessBe careful about sharing business-sensitive information with competitor buyersAlways be honest and act in good faithAvoid making a legal commitment by mistake, eg. in a conversationOnly speak to people on a ‘need to know’ basis

Early Negotiations: Key Points>

>

>>>

Heads of terms (heads of agreement, memorandum of understanding)Acquisition agreementLimitation on claimsDisclosure letterSigning and completion

Documents Needed to Sell a Business>>>>>

Send accurate summary information to potential biddersPrepare a data room, containing information about the businessDraft the acquisition agreement and disclosure letterDon’t let the successful bidder negotiate changes to the dealDon’t mislead bidders about overall interest or amounts offered – they could claim damages

Auction Sale: Key Points>>>>>

Contact RDP:

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If the business is being sold to a single buyer, they will usually draft the main documents and drive the deal, including conducting duediligence into the business assets, liabilities, trading performance and finances.

“You should not withhold any critical information which might influence the buyer’s decision about whether to go ahead or not, but you can consider the timing of the disclosure from a tactical point of view,” advised Siôn.

There are various documents required as part of the sale process. Again, this is an area where legal advice is generally needed. One document usually signed at an early stage is the, ‘heads of terms’, also known as the ‘heads of agreement’ or ‘memorandum of understanding’, setting out the terms of the deal. This is not generally legally binding, but be careful to avoid inadvertently creating legal obligations or a ‘moral commitment’ which could weaken your future negotiating position. The document can include protections you want to be legally binding later on.

The acquisition agreement sets out the nuts and bolts of the deal, such as the amount to be paid, and any consents or approvals needed before sale completion. It also contains provisions designed to protect the buyer, including warranties specifying the seller’s contractual promises, indemnities, which cover the buyer against potential specific liabilities, and restrictive covenants to prevent, for example, the buyer poaching key customers or staff.

Other important documents include a limitation on possible claims under warranties and indemnities and a disclosure letter, which sets out any of the business’s potential problems. Last, when everything else has been covered you can proceed to signature and completion of the deal. There is usually a gap between these two final stages to allow for fulfilment of the various sale conditions.

These are just some of the many factors involved in selling an SME. You may feel you know your business better than anyone, but the route to a successful sale is rarely one you can take without expert legal help. RDP Lawyers has a dedicated division – RDP Commercial Lawyers – which offers a specialised service to businesses.

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Look beyondthe now and seethe future,

according to Debt Management Specialist

DAVID HALL,OF KEY FINANCE

299 people are declared insolvent or bankrupt every day (based on Q22012 trends). This is equivalent to one person every 4 minutes 49 seconds.

1,170 Consumer County Court Judgements (CCJs) are issued every day(based on Q2 2012 trends). The average value of a Consumer CCJ in Q22012 was £3,217.

Citizens Advice Bureaux in England and Wales dealt with 8,465 new debt problems every working day during the year ending June 2012.

It costs an average £28.44 per day to raise a child from birth to theage of 21.

93 properties are repossessed every day (based on Q2 2012 trends).

79 new people a day became unemployed for more than 12 months during the year ending August 2012.

1,432 people a day reported they had become redundant between Juneand August 2012.

Public sector net borrowing (excluding financial interventions) was £12.8bn in September, meaning the Government borrowed an average of £426,666,667 per day during the month (equivalent to

£4,938 per second).

164 mortgage possession claims are issued and 127 mortgage possession orders are made every day.

396 landlord possession claims are issued and 279 landlord possession orders are made every day.

The UK population is growing by an estimated 1,342 people a day.

27.2m plastic card purchase transactions were made every day inAugust 2012, with a total value of £1.325 billion.

8.7m cash machine transactions were made every day in September2012, with a total value of £344m.

The average car costs £18.33 per day to run.

It costs £69.45 to fill a 50-litre tank with unleaded petrol in October.

NATIONAL STATISTICS

Source:http://www.creditaction.org.uk/assets/PDF/statistics/2012/november-2012.pdf

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No one batted an eyelid about making purchases on plastic or bouncing in and out of their limitless overdrafts to run financial matters day to day. Everybody was busy making hay.

Then, seemingly overnight, economies crumbled, banks fell on the sword, countries brokered deals to bail one another out of the quagmire – and still are – and the average Joe Bloggs was being hauled before their bank manager to be told their limitless overdraft was now being turned into a loan with personal guarantees, or it would be pulled because of new banking policies.

The ‘flexible friend’ turned foe as access to credit-card collateral was frozen and stuff slapped on plastic was now biting hard on the pocket of average households as nought per cent became a myth and rates soared. Politicians admitted they had acted foolishly while banks looked on and in contrition said they had acted ‘irresponsibly’ – and most normal people opened their mail with caution as the debt toll rose year in, year out.

A word once banished to the social lower classes now infiltrated every level of class and society; even the rich. Denial was no option and the world admitted it was in colossal debt.

Four years on and the pinch has left its mark. Phrases such as ‘credit crunch’ are now used as advertising slogans for cheap lunch meal-deals and the new menu of the day is ‘austerity’. But where has this left the UK economy, the average household, the fledgling entrepreneur and SME managing their finances and debt?

The answer, according to David Hall, Managing Director of Debt Management specialists Key Finance, is simple:“Picking up the pieces.”David is the son of a miner from Aberdare. He was educated as a mechanical engineer and working in Canada but returned to the UK because, on his own admission, it was too cold. He has spent over 15 years working in the financial services industry as an IFA and debt management specialist. He said: “The economy is as it is not just because of banks. Yes, they have played their part but it has been a cocktail of naive credit lending, cultural mindsets – such as ‘buy now, pay later’ – and those unruly bankers being irresponsible, doling out cash to people who couldn’t afford to pay it back.” And this has been driven by who? David added: “It has been driven by us, the consumer, for well over a decade now. You might think we would have learned from the eighties and nineties crashes; but oh no.”

His opinions come at a time in the fiscal calendar when reflection on the year’s trading shows figures – released from Credit Action and the Insolvency Service – stating there were 27,390 individual insolvencies in England and Wales in the mid-quarter of 2012. This is an equivalent of 299 people a day – or one person every 4 minutes 49 seconds – being made insolvent. Although this was a fall of 4.6 per cent on the previous quarter – and a fall of 10.2 per cent on the same period a year ago – it still shows that, despite words about the economy stabilizing and green shoots appearing (probably because of the rainfall we have experienced in these parts), the economy is still very fragile and people are dealing with the reality of being in debt. Research suggests that, on top of the published figures, there may also be an additional

700,000 people in the UK using informal insolvency solutions – such as debt management plans – and that there were around 574,000 people who had contacted their creditors informally about their debts. Worryingly, there may be another 961,000 individuals struggling to keep up to date with regular bills and creditor payments who have yet to seek help.

“This is a worrying picture but is part of the fallout, or ripple effect, because of past borrowing and lending patterns; and it will take years to settle. People these days realise they can’t get easy credit and if they do it will be an obscene pay-day loan style of credit with a mindless interest rate or a complex array of borrowing conditions and repayment options,”said David. “You can’t dress it up. The picture is grey not bleak. If people want to go into business or grow an existing business they have to change the way they do business. This means approaching business with a sound business plan, a realistic set of achievable goals and thrifty mindset, something that people are only now starting to wrap their heads around.”

The Insolvency Service bears witness to the folly of business owners bucking this great advice from David. Latest figures published showed that there were 4,115 compulsory liquidations and creditors’ voluntary liquidations in England and Wales in the second quarter of 2012, albeit this being 3.6 per cent down on the previous quarter and 2.4 per cent down on the same period a year ago. In the 12 months ending Q2 2012, approximately one in 142 active companies (0.7 per cent of all active registered companies) went into liquidation. This is similar to the previous quarter, with an additional 1,310 other corporate insolvencies in Q2 2012 (not seasonally adjusted), comprising of 333 receiverships, 625 administrations and 352 company voluntary arrangements. In total, an increase of 6.3 per cent on the same period a year ago.

This is a sorry picture which shows that individuals, budding entrepreneurs and SMEs need help managing their indebtedness before they fall on the sword and decide to close the door on their business because of crippling debts.

Many of these tragedies could be avoided, according to David, who admits that as an SME himself he has benefited from the ethos of “looking beyond the now and seeing the future”. He recalled: “I went into business as a sole trader in 1994 with my first business, First Link Finance, which is still trading and doing well. I was green but I was focused on ensuring I had a product or service that people wanted. I planned my steps carefully, took advice and bought only what I could afford. I had nothing on tick.”

Before the world went into meltdown way back in 2007, when the phrase ‘credit crunch’ became modern-day language, business owners and entrepreneurs in the UK lived in relative credit bliss.

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“I remember my first car was an old reps car that I bought for cash! It took me several years before I ever had a car with finance. Nowadays I see people zooming round in cars on finance or leasing agreements and yet these people can’t afford to pay their everyday bills. I recently met a director of a small business who had more than £280K on 52 credit cards. I didn’t know there were that many available; and this guy was no one special and was saddled with this debt in his mid-fifties. I was astounded.

“I meet people every day with a story to tell and a banker to blame but the reality is, when we borrow money it’s our own decision to do so; and that is a bitter pill to swallow, especially when it’s affecting your life and that of your family. Recently I met a women who had borrowed money from her family to get a business going and it all went horribly wrong. The nett effect has been damaged trust to family relations and tons of unnecessary anxiety. I would always advise any person going into business or in business to NEVER borrow money from family or friends as it causes heartache.

“Being in debt isn’t fun, it’s hard. But, if you are in debt the key is to deal with it, no matter how hard or difficult the situation. It won’t go away if you ignore it, it will just get bigger. And you know, debt can kill people, through stress or even, sadly, suicide. But it is totally within a person’s reach to resolve. It is how you deal with debt that makes the difference.

“These days the line between commercial and personal debt has been somewhat blurred. Directors often think that if they are a Limited business they will somehow be protected. But that is not the case

now. Banks have become savvy and most people didn’t’ read the small print years ago when they signed for a commercial credit card, finance agreement or lease. Also, bank overdrafts come at a price, with personal guarantor’s placing first and second charges on property.So again, many who made hay are now feeling the pinch as these guarantees teeter on being called in because of escalating risk and banks wanting to manage these without headaches.”

So, where does this leave a director, partnership, sole trader or the average Joe Bloggs if they are in debt or are struggling to keep up with payments?

“It leaves them with choices and decisions to make. You either stop and think or you bury your head in the sand,”said David.

“The time to stop is not when you have unopened mail or CCJs pouring through the door, it is time to stop and think when you tick one of the following boxes...

STOP & THINKIt’s time to stop and think when:

You are thinking about borrowing money to survive or service your business.You are borrowing money to survive or service your business.You are borrowing money from friends and family.You are struggling to pay bills and staff.You are not paying yourself a wage.You are using credit cards, overdrafts or other means to facilitate monthly payments.You are considering a pay-day loan.You are ignoring suppliers, creditors.You are ignoring letters, demands or phone calls.You feel stressed or overwhelmed!

SUPPORT & ADVICE || Support and advice reducing and managing debt can be found at:

https://www.moneyadviceservice.org.uk/http://www.nationaldebtline.co.uk/england_wales/ For help and advice on reducing or managing your debt, please feel free to contact David Hall at Key Finance on: 01656 646461 or email: [email protected]

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“There are many channels available for people to pursue these days. No one needs to hide or feel helpless when in debt,” commented David.

So, what options are available to people in debt? The formal routes for personal debt situations are; Debt Management Plans, IVAs, Debt Relief Order and Personal Bankruptcy.

“Business owners have an array of options, depending on how the business is set up and structured and it’s advisable to seek professional help from reputable sources,” according to David.

“Borrowing to get out of trouble these days is not an option for most people and is very limited and not always a good option.”

Debt Management Plans, IVAs, Debt Relief Order and Personal Bankruptcy all have benefits and pitfalls. For example, you only have to look at the IVA market to see this as evidence. Most people who sign up for this product are not fully aware of the many pitfalls. IVAs are sold as a five-year plan but in fact they often run for six years. They are only five years for a home owner if you can raise up to eighty per cent of the equity in your property and then put this extra cash into the plan. If you are unable to release this equity then the plan is extended to six years. Again, people are not always told that a charge is placed onto their property.

“But the biggest problem with IVAs is that many fail at around two years due to a change in financial circumstances and the increasing cost of living. But, if the IVA fails the provider will take their fees out first and are unaffected. But the benefit of an IVA is you have an end time. And most lenders these days are prepared to cut their losses at a reasonable rate via a creditor agreement, meaning, once your IVA ends you are released from the shackles of the debt as it is wiped off.

“If, however, you are a tenant or have no assets, why go into a IVA in the first place?

“Many at this juncture seek bankruptcy as a solution, or a Debt Relief Order, as it’s a lot cheaper and it’s all over within a year. However, both solutions have pitfalls and should never be gone into lightly. “One pitfall of bankruptcy is that, if you own your house you can be made to sell it; and obtaining credit after bankruptcy is very difficult

for some. Some professions state you cannot be a bankrupt; and then there are the orders after bankruptcy. These can be made by the court and could involve a payment order to be made for a specified period after bankruptcy, or a restriction for many years. So, while many opt for an easy way out to a seemingly crippling debt problem, they find momentary relief but long-term pain as they live with a decision that sometimes is made in haste.”

The final solution, according to David, is one that many feel is only a solution for individuals with low-level debts, a Debt Management Plan. “Many people in debt read the press or think that if they have a high number of creditors chasing them for payments they could not opt for a debt management plan; this is a myth. Like all debt solutions, they need to be tailored to the individual circumstances of the person. Many factors need to be considered and it’s wise to think about the Future, not just the now. Many opt to enter a Debt Management Plan with high debt so they can protect property or other assets. Banks realise these days that they will gain nothing if they make a person bankrupt or force a business to close, so Debt Management can be a solution that works for many.”

It’s easy to see that David has years of experience and has enthusiastically helped numerous business owners and individuals regain confidence and financial clarity within his role as a Debt Management specialist.

His advice to any person struggling with debt is to first seek support from a confidential friend; never go it alone. Then seek advice from a reputable source (a table of support is shown below) or: “Give me or my team a call. I know what it’s like to be a business owner. I am not only a director of several businesses in the financial industry but I am part of a wider organisation called Debts Reduced Ltd, which is part of the Save Britain Money Group, who were recently ranked fourth in Wales’ fast growth 50 table in 2012. We have a dedicated support centre with over 100 advisers nationwide who can sit down and have a chat with anyone in debt. No one should ever feel alone or unable to move forward and, for me, nothing gives greater satisfaction than sitting with someone over a cuppa and finding a solution for them. After all, we are all people and debt is not a dirty word, it’s a fact of life. But it is how you deal with it that makes the difference. I would like to think me and my team can make a difference to people.”

I meet people every day with a story to tell and a banker to blame but the reality is, when we borrow money it’s our own decision to do so; and that is a bitter pill to swallow, especially when it’s affecting your life and that of your family...

SUPPORT & ADVICE || Support and advice reducing and managing debt can be found at:

https://www.gov.uk/bankruptcy http://www.debtadvicefoundation.org/questions/government-debt-management For help and advice on reducing or managing your debt, please feel free to contact David Hall at Key Finance on: 01656 646461 or email: [email protected]

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Information Technology & Communication

As h a r p EYEa n d a

sa fe pa i r o f h a n d s

Security and confidentiality isimportant to every company, nomatter what type of business theymay run and Eagleye will protecttheir users.

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NOBODY in business would drive a car without being insured butcompanies risk disaster worse than a bump on the bonnet by leavingtheir computer systems open to viruses

Killer viruses can leave a company facing thousands of pounds in bills and work downtime before theirsystems are repaired. But two years ago, A2Z Computing developed an early-warning system against thechaos that viruses cause.

The state-of-the-art Eagleye 24/7 system has gone from strength to strength since it was launched in 2010and has not just helped A2Z Computing’s clients breathe easily but increased the Newport IT company’sprofile and growth in the process. Eagleye has been such a success that new jobs have been created at A2ZComputing which will complement its existing staff and provide the best possible support for all their clients.

Eagleye works by securely linking A2Z Computing’s headquarters cloud servers to client I.T. systems. Eagleyethen monitors these I.T. systems and at the slightest hint of danger engineers are alerted and can react to thepotential problems immediately before the threat of disaster turns into a reality.

A2Z Computing’s managing director Az said: Eagleye 24/7 has impacted businesses all across Wales and allowed them to have peace of mind that their computer network is in safe hands.

We have non-contractual deals which relieve companies of being tieddown.

He added: Eagleye gives companies an early warning so problems are resolved before they affect the day-to-day running of a business.

And it is not only through random viruses and infections that systems can crash. Illegal hackers have beenin the news recently, with a man jailed in March for stealing e-mails and other personal details from 10,000women who were registered with one of Britain’s biggest female health services providers.

Az added: “Security and confidentiality is important to every company, no matter what type of business they may run and Eagleye will protect their users.”

Another initiative launched by A2Z Computing is a starter package for new entrepreneurs taking their first stepson the business ladder. These include a 15.6 inch laptop complete with Windows 7, the creation of a websiteand hosting package, 5,000 business cards and 5,000 flyers and a remote back-up service. The starterpack is upgradeable to include Eagleye 24/7, which provides peace of mind as A2Z Computing support newbusinesses with their endeavours.

For more information on Eagleye 24/7 or the business starter package, ring the team at A2Z Computing on01633 676543, e-mail [email protected] or go online to www.a2z-computing.com

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Certus IT amongworld’s leading250 managersSouth Wales IT solutions business CertusIT has, for the second year running, beenselected to appear in a global report thatidentifies 250 of the world’s leadingmanaged service providers (MSP).

Nine Lives Media’s fifth annual MSP mentor 250 is a list of executives, entrepreneurs, coaches and community leaders from across the world who are nominated as experts in managed service industries, such as business, technology, sales, marketing and community development.

With a selection pool of more than 7,000 candidates worldwide, inclusion in the MSP mentor 250 indicates a service level ranking in the top four per cent of providers in the world.

IT specialist Paul Brown, chief executive and owner at Certus IT, once again features in this year’s list.

Paul has, over the last 11 years, helped build one of the largest specialised IT consultancies in South Wales.

He said: “I’m honoured to again be recognised by Nine Lives Mediaas being among the elite in the industry. It underscores our commitment to bringing premier IT services and the latest technology solutions to our customers.

“Our entire team at Certus IT shares in this accolade with me. Without them and their hard work and dedication this wouldn’t be possible.”

“The fifth annual MSP mentor 250 expands our tradition of recognising the world’s top MSP experts,” said Amy Katz, CEO of Nine Lives Media.

“If you’re seeking to launch or build a managed services businesspractice, the MSP mentor 250 is the ultimate rolodex to get youstarted.”

Headquartered at Celtic Springs, near Newport, CertusIT is one of Wales’ largest IT consultancies, supporting120 companies. Current clients include the MillenniumStadium, Freshwater, Broomfield & Alexander, PremierGlobal, Julian Hodge Bank, Tenovus and Watts GregoryLLP. To find out more about Certus IT please visit:www.certusit.com

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Energy & Environmental

However, instead of looking negatively at these rules, savvy companies are nowusing them to their advantage in a very positive way by gaining a competitive edgeagainst their rivals. Heeding to the regulations indicates a business that is truthful andcompliant to their processes while also having a rigorous ‘green policy’ that attracts allsorts of new business opportunities that others miss.

Proactivity rather than being reactive when trouble strikes is the best route forward,believes Chris Gledhill, Programme Co-ordinator of the Work Based Learning Project inEnergy Management at the University of Wales, Newport.

They bring positive effects in the pursuit of new business, particularly in the process oftendering, added Chris.

Many businesses are happy to focus purely on legal compliance but more are findingthat, by integrating environmental and energy management into their everydayoperations, it brings business benefits.

Chris said: “All businesses have a legal responsibility for the impacts that they have on the environment and, therefore, have to comply with an increasing range of legislation and regulations.

“Breaches of legislation can lead to prosecution and/or civil sanctions. So, whether you are a sole trader working out of your back bedroom or a multi-national company, you need to know what legislation is relevant to you and comply with its requirements.

“Environmental legislation has been around many years but in the UK some 80 per cent of our legislation and regulations are as a result of European Policy, designed to protect the environment by reducing pollution and waste,” he said.

“These are addressing the problems of climate change and promoting the sustainable use of the resources around us. Once a policy has been agreed, a European Directive is issued to Member States, which, through their legislative process, is put in place so that the laws and regulations can be implemented.”

The most common areas of legislation cover emissions to the air, water usage anddischarge, energy usage, waste disposal, land contamination, nuisances and resourcesusage and consumption.

And the best way to find out if the rules cover your business is to assess your ownimpact on the environment.

A simple four-stage test, which asks companies to identify what they do and itsenvironmental impact, researching the legislation that applies to them, identifyingareas where they can make improvements and, finally, ‘tell the world’ what they aredoing by writing an environmental policy, can put businesses on the right track.

Chris added: “This is not as difficult as it sounds because there are systems out there that can help you, such as ISO 14001 and, in Wales, the Green Dragon Environmental Management Standard.”However, the good side of having an Environmental or Energy Management Standardis that it helps build business, particularly in the tender process for new business, ascustomers feel happy that every effort is made to keep things green.

Chris said: “I would encourage all businesses to use environmental legislation as anopportunity to maximise on what you are doing and work in a more sustainable manner.”

A good environmental or energy policy also benefits a company’s image, brand and can be used as an additional marketing tool, improve productivity and employee relations, use energy and water more effectively and minimise waste.

The Energy Management Work Based Learning Programme is designed to give support to those responsible for, or wish to be involved with, energy management and related topic areas. It will enable them to review, plan and introduce effective measures to improve their organisation’s energy efficiency and usage whilst reducing their Greenhouse Gas emissions through a systematic approach, based upon the new ISO 50001 energy management standard. The Work Based Learning Programme is funded by the European Social Fund (ESF) through the Welsh Government.

For further details on the supported training courses availablecontact the WBL Energy Management Team on 01633 432854 or432624 or email on [email protected]

GREEn MEANS GO FOR ASAVVYBUSINESSIt is a myth that environmental regulations only effectbusinesses which are so big that they have to look at theimpact their emissions have on the outside world.

A simple test can prove that even the smallestorganisations need to look carefully at these laws anddirectives in case they fall foul.

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Energy & Environmental

Companies that use Andrew and Lesley’s advice and services range fromsole traders to medium-sized organisations with many employees.

Andrew added: “It applies to micro businesses and larger companies.“Most very large businesses scrutinise their energy costs very closely,but micro to medium-sized companies often do not have time to do theresearch and do not have the knowledge to fully understand the optionsavailable to them.

“My job is to step into their business and manage those utility-cost areas.”There are three stages that Andrew and Lesley employ. First, they assess acompany’s current situation, what they are paying and what contract theyare on.

Then, working with trusted partners, they can recommend differentcontracts that provide companies with savings. Finally they managethe renewal of those contracts on an ongoing basis. That means thatbusinesses are never again paying way too much for their utilities.Both Andrew and Lesley provide free reviews of existing company costs.

For more information about cost savings for your businessplease do not hesitate to contact Andrew or Lesley on:

[email protected] or call: 01291 650898

[email protected] or call: 07977 521055

F u e l l i n g y o u rB u s i n e s s

MANY SMEs are wasting thousands of poundson their utility bills, which means they aregiving away hard-earned profits to big utilitycompanies, say leading Welsh advisers.

Every day, companies have to turn on the lights and machines whenthey walk into offices or factories but the cost of energy to power theseresources can mount up if it is not kept in check.

Electricity, gas, phones and water can be overlooked by smallbusinesses as company owners develop their ideas and products – untilthe bill lands on the doormat with a demand for immediate payment.

Independent advisers Andrew Mathias and Lesley Pearson have workedin the arena of energy savings for many years and have witnessed thedespairs and then the joys of company owners when it is pointed outthat they are paying far too much for their utilities – and that their costscan be cut dramatically.

The most important things for people running a businessare the services and goods they deliver. They are busy doingthat and they don’t always look at the overhead costs in abusiness.

If they do look at them, they often don’t have the knowledgeto deal with them in the best way.

In our experience, more than 75 per cent of the businesses wemeet are paying more than they need to pay. They are payingmore than they need to because they don’t know how to testthe market, what to do when they have a problem and theydon’t have the time to deal with these things properly.

It is not difficult to place an energy contract with a providerbut knowing that the contract you negotiated is equal to orbetter than anything else in the market at that time is thedifficult bit.

The savings can be staggering. SME owners can often sign contracts fortheir utilities which may seem reasonable but are, in fact, thousands ofpounds higher than the best deal they can get.

Andrew and Lesley’s role, as they are not tied to any energy providersand are advisers rather than brokers, is to ensure these costs are notoverlooked in the first place and then to get the right contract at the rightprice.

“Our job is to benchmark the quote your existing supplier is offering youand see if there is a better price out there. More often than not there is abetter one with another supplier.”

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F u e l l i n g y o u rB u s i n e s s

Call us now for a free,friendly chat.

email: [email protected]

M&A Property Solutions is a private company that finds solutions to help people to move on with their lives. We can get you moving, even if you owe more on yourmortgage than your house is worth. We pride ourselves on our personal service.We are NOT an Estate Agent.

SELLYOURHOUSENOW

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Community

SEE a child lying down in the street as a parent tries to pullthem to their feet and it is more than likely you will think thechild is just misbehaving or naughty. But, in fact, the child mayhave Autism, a lifelong condition that affects half-a million people in the UK.

Unlike other disabilities - amputees, blindness or those peoplewith Down’s Syndrome - Autism, as well as Asperger’s Syndrome, is not commonly recognisable. It is a behaviouralcondition which can range from being slightly slow in learningand in forming relationships with other people to completeinability to communicate, understand or function.

There are many groups and societies around the UK whichhelp people who have Autism or deal with children with thecondition. These societies tend to be national organisations,helping with advice and research into Autism. In November,2010, one Welsh entrepreneur, whose son, Tommy, has Autism,believed a lot more could be done from the grass roots - thefamily side - upwards and formed her own charity.

Two years on The Autism Directory has gone fromstrength to strength and the tireless work of founder NadineHoneybone, her friends, colleagues and fund raisers has seenthe Directory reach out to thousands of people around the UK.The Autism Directory is a website which gives practical help toparents about all manner of matters to do with the condition.The behaviour patterns of Autistic children and adults meanthey want routine every day and even the slightestchange to that routine can often result in a flare ups that rangefrom the mild - crying or mood swings - to the violent anddestructive.

Now, with the numerous Directory categories for Wales and theSouth West of England - among them Health Matters, Therapies, Education, Personal Support, Living Support, Money and Legal and Recreation - filling up, Mrs Honeybone has formed a new partnership to spread the Directory’s word even further across the country.

She said: “We have the majority of our directory entries inWales and south of England now. However, the whole of theUK has some representation on the Directory. We are also about to formally agree a new partnership with ‘Living Autism’ so that we can extend the service we offer to families across theUK to help place them with appropriate service providers. Thisis an exciting new challenge for us as we ‘step up’ our supportto help autism families get the help they need.”

The idea of the Autism Directory is to provide practical advicefor parents who may not know where to turn. For instance, asimple thing, such as taking a child to the hairdressers for a cutcan result in hysteria. An Autistic child with sensitive hearing - acommon feature of the condition - will be very distressed if ahairdryer is suddenly blown around their ears.

The attention span of Autistic people can also be short,so shopping for anything can be a nightmare. What MrsHoneybone and the Autism Directory are, therefore, hopingto encourage is, among many things, businesses across allsectors of the High Street which can be given an hour’s freeonline training about how to help Autistic customers or clientswhen they come through your door. Mrs Honeybone said: “Thisis all about providing free online training to B2C businessesto become autism-friendly so they can serve their customersbetter. This is a great, as yet untapped, niche market.”

Now Nadine’s work has been recognised with anational honour. She went to Birmingham’s National ExhibitionCentre in June and came away with the UK Award for WomanIn The Community. A deserved award for an entrepreneur’sinitiative to help others.

For more information about The Autism Directory go online to: www.theautismdirectory.com

UK AWARD FOR WOMAN IN THE COMMUNITYGOES TO THE FOUNDER OF THE AUTISM DIRECTORY.

A DESERVED AWARD FOR AN ENTREPRENEUR’SINITIATIVE TO HELP OTHERS

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Community

We have the majorityof our Directoryentries in Wales andthe south of England now. However, the whole of the UK has some representation on the Directory.

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