LDP Business Magazine September 2011

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

BUSINESSLDPLDPBUSINESS

Hollyoaksmaker laysoutitsmasterplan forgrowth

●Fuel crisis:How firmsarecopingwithsoaringoil prices●Greendream:StPaul’son top ●Realdeal:Buyoutson rise

Only way isup for LimeOnly way isup for Lime

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HAVE you ever lost your balancein a precarious place, half way upBen Nevis, for example?

That happened to me a fewyears ago.

Fortunately, my son saw mebeginning to topple and steppedin to prevent me falling severalhundred metres.

It feels as though the currenteconomic picture is analogous tomy mountainside experience. Itfeels as if the global economy isabout to topple over.

It’s not yet necessarily the casethat the UK economy is going toplunge back into recession, but ifyou survey the international dataout there, declining Germangrowth, higher than expected USjobless figures and worries about

government debt in Spain andItaly, things begin to lookdecidedly precarious.

If the UK were to be draggeddown into a double-dip recession,what would it mean for us all?

Cyclical business, such ashousebuilders and retailers,would have to defer their recoveryplans. Investors would have towait longer for the markets tobounce back and businessinvestment would be deferred.

The banks would keep their pursestrings tightly shut for someconsiderable while longer.

I would not, however, anticipatethat unemployment would risemuch beyond where it is now. Doyou recall that, according to theoriginal predictions, thenation’s jobless countwas meant to haverisen beyond 3m by theend of 2008, but thatnever happened. TheUK jobs marketremains surprisinglyresilient. Theemployment marketshakeout has beencompleted. Iwould expectmost private-

sector employers to hang on totheir remaining staff, if at allpossible.

A slower than anticipatedrecovery or a second bout ofrecessionary conditions wouldcause government revenues to fallagain. That might result in some

calls for further cuts to publicspending, but that would be amistake. As with theemployment marketshakeout, Chancellor GeorgeOsborne has cut all theexcess fat that can possibly be

trimmed withoutengendering

Greek-stylecivil despair. Itwould take agrave crisis to

justify more cuts. Unlike somecountries, Britain is not in dangerof defaulting on its debt.

The banks remain an Achillesheel. If Europe’s banks are unableto handle the strain of eurozonenational indebtedness, there willbe repercussions here: a secondcredit crunch could be induced.

If that happens, it would feel asif the uphill climb of the last threeyears had brought us to a falsesummit and that there is so muchmore climbing to do yet. Myhunch, for what it’s worth, is thatBritain will avoid anotherrecession, but I’m not confidentabout other countries.

4NEWS‘World-class’ Enterprise Zoneplan for Daresbury SIC

9BIG FEATUREHow sky-high oil prices areimpacting on business

15INTERNATIONAL TRADEShangai Expo starts to paydividends for Merseyside

17BIG INTERVIEWSean Marley, of Lime Pictures

22COMMERCIAL PROPERTYSpotlight on Wirral InternationalBusiness Park

25ECONOMIC DEVELOPMENTFocus on St Helens

30HOW GREEN IS YOURBUSINESS?St Paul’s Square comes out top inenergy-saving comparison

32PROFESSIONAL SECTORSLaw firm’s dealmakers see anupturn in the market

34KNOWLEDGE ECONOMYJMU in drive to make biodieselfrom used oil

36THE LISTKey dates for your diary

38BUSINESS LUNCHBlakes, in the Hard Day’s NightHotel, in Liverpool

40THE NETWORKERAlistair Houghton tries the hottestdish in town – Scurry

42SOCIAL DIARYCarolyn Hughes out on the town

EDITOR’SLETTER

BILL GLEESON

INSIDE

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LDPBUSINESS

EDITORBill Gleeson0151 472 [email protected]

DEPUTY BUSINESSEDITORTony McDonough0151 330 [email protected]

BUSINESS WRITERSAlistair [email protected] [email protected] [email protected]

HEAD OF IMAGESBarrie [email protected]

MARKETINGEXECUTIVECath Reeves0151 285 8428

ADVERTISEMENTDIRECTORDebbie McGraw

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ADVERTISMENTSALESNeil Johnson0151 472 2705Trudie Arlett0151 472 2476Julie Cowley0151 472 2311

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COPYRIGHTLDP Business is printedmonthly and distributed withthe Liverpool Daily Post. Nopart of this publication may bereproduced without permissionof the publisher.

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NEWS

Kemal Aslan, from New Delhi Cash & Carry, withAngela Moretta, from NatWest

John Downes, chairman of Daresbury SIC – Enterprise Zonestatus gives us a unique opportunity

Tim Rigg, area director for the team

Enterprise Zone planwill be ‘world-class’T

HE newly-announcedEnterprise Zone at DaresburyScience and InnovationCampus (SIC) will provide aplatform to bring “world-

class science” to the Cheshire facility,according to the man behind theproject.

John Downes, chairman ofDaresbury SIC, says the success of theSCI-TECH bid, revealed by PrimeMinister David Cameron during a visitto the site, provides a uniqueopportunity to move forward withplanned infrastructure improvementsat the campus, and position it at theforefront of the science and technologysector.

The SCI-TECH proposal promises toreinvest business rates to deliverspecialist office, laboratory andtechnical space, with the potential tocreate as many as 10,000 skilled jobsand leverage more than £150m inprivate sector investment.

Mr Cameron said the SCI-TECHproposal represented “the future” ofBritish economic growth.

Daresbury SIC LLP is aprivate-public joint ventureorganisation, created in December,2010, between Langtree, Science andTechnology Facilities Council (STFC)and Halton Council.

Mr Downes, who is also managingdirector of Langtree, said: “Ourapplication was founded on adetermination to build upon theexisting success of the Daresbury SICand deliver lasting and meaningfulenhancements.

“The financial and commercialimpact of Enterprise Zone status givesus a unique opportunity to press aheadwith improving the infrastructure ofthe campus and bringing world-classscience and successful business growthtogether in one location.”

Bank backs foodexpansion planETHNIC foodswholesaler New DelhiCash & Carry (NDCC)has opened asupermarket inLiverpool aftersecuring funding fromNatWest commercialbanking.

L7 Village Markethas opened on theformer Aldi site, onPrescot Road, inFairfield. Thecompany acquired the10,000 sq ft site sixmonths ago and hasmade a number ofadditions including abakery, coffee shopand a meat counter.

NDCC has suppliedethnic food produceto Merseyside’scatering industry formore than 40 yearssince opening its firstwholesale store in1969. L7 VillageMarket is thecompany’s first moveinto the retail market.Although NDCC hastraditionallyspecialised in south

Asian foodstuffs, thesupermarket willstock other produce,including Chinese,Thai, Greek andEastern Europeanproducts

Paul Jagota, fromNDCC said: “WithNatWest’s support, wehave been able toexpand.

“In 1998, we leftretail behind to focuson wholesaling to thecatering industry.

“Our strength hasalways been ourbreadth of range andour relationships withour customers.

“Moving back intoretail brings us fullcircle – we arerelishing thechallenge, and lookingforward to bringingthe flavours of theworld to the wholeLiverpool community.”

NatWestcommercial banking,in Liverpool, providedfunding for thesupermarket plan.

Lloyds’ team enjoys upturn in first half of yearTHE Lloyds Bankcorporate markets teamin Merseyside, WestLancashire and NorthWales has recorded“strong growth” in thefirst half of 2011, asactivity levels in thecorporate communitycontinue to increase inthe North West.

The team hasrecorded a 16%year-on-year rise in newbanking relationships,while its new businesspipeline is three timesstronger than this timelast year.

They claim it supportssigns of measuredrecovery in the

Liverpool city regioneconomy.

Tim Rigg, areadirector for Lloyds Bankcorporate markets,said: “Our team’sactivity levels bode wellfor the North West.

“We are noticing thatthe region’s largerbusinesses are beingmore positive in theiroutlook. That will feedback into the economyas companies identifythe right opportunitiesto support their plans.

“Our success in thefirst half of the year is areflection of ourunderstanding of themarket.”

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ADVERTISING FEATURE

Best further educationcollege in MerseysideHughBairdCollege is ready tomakea real difference to your life and to your businessHUGH Baird College improveslives, jobs and business prospectsthrough excellent education,training and support.

With around 7,000 students, 500staff and a turnover of just under£20m, Hugh Baird College is amajor presence in south Sefton.

The college can proudly claimto be considered the best furthereducation college in Merseyside,according to government leaguetables, (based on point score perexamination entry).

Originally a Technical Schoolin 1891, the college has seenstrong growth and now offersover 300 courses across itscampus – from life skills to fullhonours degrees.

Students enjoy facilities inthree buildings, including thepurpose-built Sixth FormAcademy.

The Pembroke Centre housesstate-of-the-art workshops andlaboratories where students gethands-on experience in areassuch as the sciences, motor

vehicle maintenance and joinery.From A-Levels to bricklaying andcookery to business, Hugh BairdCollege provides courses andqualifications which make adifference to people’s lives andbusinesses.

Working with employers toensure that the college’sprogrammes meet the needs ofindustry, Hugh Baird studentswork on live projects andundertake practical workexperience.

What are people saying aboutHugh Baird College?

When asked, 95% of studentssay that being at Hugh BairdCollege has made them moreconfident to take the next step intheir lives.

The students study at a rangeof levels, giving them theflexibility to combine theirability with their aspirations,and providing them with thepractical experience andknowledge to succeed in their

chosen careers. The collegecommunity is diverse, with avibrant combination of adults,degree students, school leaversand business people enjoying thefacilities across the campus.

According to 92% ofemployers, the training given byHugh Baird College provides realbusiness benefits.

The college’s business-focusedcourses provide up-to-datetraining, giving your staff theskills to improve theirperformance.

Whether you want to providebasic training, professionalqualifications, or industryspecific skills, Hugh BairdCollege can help you.

Its apprenticeship programmeis designed to meet the needs ofindustry.

Apprentices are trained inmodern workshops, studios andthe business administrationcentre, enabling employers tobenefit from their experience,skills and knowledge.

Handing over the reins – Colin Appleton retiresCOLIN APPLETON, Chairmanof the college’s Board ofGovernors for 12 years, andgovernor for more than 19years, is handing over theposition to fellow governor,Jim Brown.

Colin, a director of Bootleengineering company Bruce &Hyslop, has led the collegethrough a period of growthwhich has seen the opening ofboth the Sixth Form Academyand the Pembroke Centre.

With the development of newprogrammes, including theexpansion of the HigherEducation provision, Colin

feels the college is in a strongposition to continue itsgrowth.

Colin says: “I have gainedtremendous satisfaction frommy work with Hugh BairdCollege, and I really do believethat it is the best college inMerseyside.

“Over the years, I have seenthe college experience makesuch a difference to so manylives, and I will miss myinvolvement here.”

Jim Brown, who will takeover the Chairman’s role inSeptember, previously workedat the Department for

Children, Schools and Families(now the Department forEducation).

He says: “Colin has beeninstrumental in our success.He has been responsible forsteering the college towardsexcellence and strengtheningthe skills of the Governors.”

Dr Jette Burford, Principal,said: “Colin’s achievements arereflected in the college’ssuccess.

“I would like to thank himfor his commitment; we willmiss his support, energy andhis tireless work as anambassador for the college.”

Could you make a difference to the college?HUGH BAIRD College wants torecruit governors who share itsdrive and vision.

As a governor, yourexperience, ideas and enthusiasmwill bring a different perspective.

The students have a wide rangeof backgrounds and the college iskeen to involve people who canreflect its cultures and ambitions.

You don’t need to have abackground in education, just beable to think strategically and becommitted to excellence.■ FOR further informationabout this voluntary andrewarding role, please contactAnne-Marie Nixon on 0151 3534609 or email [email protected]

■ FOR further informationabout courses at Hugh Baird, orto find out how the college canhelp your business, pleasecontact 0151 353 4444, email:

[email protected] orvisit www.hughbaird.ac.uk

Hugh Baird College, BalliolRoad, Bootle, L20 7EW.

Hugh Baird College, in Bootle, is the best performing furthereducation college in Merseyside, according to league tables

Dr Jette Burford, Principal, with Colin Appleton, Hugh Baird’s departing Chairman

Hugh Baird College meets the needs of business and individuals

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NEWS

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MOBILE

BUSINESS people in Merseysidebelieve the sub-regional economywill continue to struggle this year –but are more optimistic for thelonger term.

That is the verdict of a panelmade up of 40 representatives fromvarious commerce and industrysectors in the Liverpool city region.

The panel was put together bythe Liverpool Research Group inMacroeconomics and published inits latest Business Prospect.

Panel members ratedMerseyside’s growth prospects asbeing worse than the UK’s for thenext two years.

However, they see animprovement when looking beyondthat and several remain confidentabout their own capital expenditureplans.

The most frequently cited costconcern was wage rises, followedby spikes in the prices of rawmaterials and VAT.

In terms of research anddevelopment plans, these again are

more positive in the longer term.There were a number of quotesoffered from panel members with aparticular concentration on Peel’splans for both sides of the RiverMersey.

One respondent said: “PeelHoldings’s plans for the Port ofLiverpool, including LiverpoolWaters and Wirral Waters shouldnot be scuppered by Nimbys likeEnglish Heritage.”

There is business backing for Peel’s Liverpool Waters plan

Firms optimisticfor longer termPanel gives its viewsonprospects forMersey economy

BUSINESSMATTERS

With Peter Rimmer,director at PwC’sLiverpool office

Financing university

IT WILL have been a stress-ful few weeks for teenagersawaiting the results of thisyear’s A-Levels.

And I can tell you frompersonal experience that it isjust as stressful for parents.

Now that the results are inand places are confirmed,thoughts will turn tofinancing three years ormore at university.

The good news is thatmaking tax-efficientprovision for education isstill possible, particularly forthose parents andgrandparents who planahead.

Making ISAs workIf your child (or

grandchild) issome yearsoff university,then perhapsyou couldconsidermaking use ofyourindividualISAallowance.

This hasincreased to£10,680 for thecurrent taxyear, so if youinvested thisamount for 10years and the fund returned3% per annum, you couldbuild up a portfolio wortharound £125k without losingany of it to the taxman.

Where to liveFor those parents whose

children are about to startuniversity next month, manyof you will be involved inhelping make decisionsaround accommodation.

Buying a house for them tolive in is one popularstrategy, but remember thatthe tax position can differdepending on who owns thehouse.

If it is bought in yourname, then you are likely topay tax on any gain, whereasif the child buys the house

and they use it as their mainresidence there should be notax for them to pay. It is alsoworth mentioning that ifyour child owns and lets outa house then the rentalincome (less deductibleexpenses) is taxable.

However, if they live in theproperty and rent out aroom, then “Rent a Room”relief may exempt the incomefrom tax if it does not exceed£4,250 (gross) a year.

This, together with theirpersonal allowance, mayallow them to receive a totalof £11,725 per annum beforepaying tax.

Of course, any wages frompart-time work will also needto be taken into account.

Saving for the futureTurning back

to ISAs,remember that,although still achild in youreyes, those 18 andover can invest ina full ISA, whilethose aged 16 and17 can invest upto £5,340 in a cashISA.

For youngerchildren, theChild Trust Fundis to be replacedwith “JuniorISAs” which will

be subject to a proposedannual limit of £3,000.

For those concerned withinheritance tax, it is worthnoting that small gifts of upto £3,000 per annum can bemade without inheritancetax implications, as canregular gifts out of income.

The comfort gained fromsaving to pay for educationand knowing that your childhas somewhere secure to livewill over-ride any taxconsiderations.

One final word of caution,please ensure you take properadvice to deal with both thetax and non-tax factors.

■ VISITwww.pwc.co.uk/northTel: 0151 227 4242

‘Makingtax-efficientprovisionfor educationis stillpossible’

reflecting the city’s rebirth

reflectinglocal news

and views

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ADVERTISING FEATURE

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for local residents. Rhonda says:“The best decision I’ve ever madewas to set this business up.

“I love to go to work each dayand enjoy the one-to-oneinteraction with the customer,and designing that cake that willhelp make their celebration evenmore special.

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■ OFF Your Cake can be foundon 180 County Road, Walton,and contacted on 0151 5259306. Rhonda Carney, of Off Your Cake, changed to a career she loved

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8

MerchantTaylors’ Schools’

OpenEventsWewould be delighted if you could join us for one of ourOpen Events.There are two separate dates when all four schools will be open. Ourpupil guides will take you on a tour to give you a chance to meet theteachers, see the facilities and learn about our curriculum and otheractivities. If you are unable to make anOpen Event then pleaseremember that we welcome visits all year round.

Open EveningThursday 6thOctober 2011

5.00pm - 7.00pm

Open DaySaturday 8thOctober 2011

9.00am - 12.30pm

Extensive School Bus Service (14 routes)available throughout the NorthWest.

www.merchanttaylors.comThe Best Education for LifeThe Merchant Taylors’ Schools, Crosby: a company limited by guaranteeRegistered in England: Company Number: 6654276Registered office: Liverpool Road, Crosby, Liverpool L23 0QPRegistered Charity Number: 1125485

Admissions enquiries welcome all yearround for any year group from Receptionthrough to Sixth Form.Junior Boys

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Senior Girls0151 932 2414

New £5.5 million multi-purpose SportsCentre open fromSeptember 2011.

A date for your diary:Entrance Examination - Monday 30thJanuary 2012

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▲

BY PETER ELSON

▲

Up in smoke: BP’s Deepwater Horizon drilling rig on fire in the Gulf of Mexico last year, which came to grief while taking oil exploration to its extremes

Oil’s not too well

The business world is reeling fromrepeated oil price rises – but should this

be passed on as surcharges?

THE BIG FEATURE

10

Oil expert Dr Simon Snowden, from LiverpoolUniversity – since last February, I’ve been tryingto track oil and the economy, and I would saythat since then we are into another recessionF

UEL surcharges are thekind of stealth tax whichmake those destined topay them– whetherbudget air travellers or

transport chiefs – foam with rage.But, taking the bigger picture

in the oil world, is surchargingreally that surprising?

Are fuel surcharges simply ameans by which companies aretrying to protect revenue in veryuncertain times, rather thanshort-term greedy profiteering?

That is the controversial viewof Dr Simon Snowden, a memberof the University of LiverpoolManagement School’s OilDepletion Impact Group, a groupof academics investigating theimplication of oil depletion onsociety.

His specific interest is theanalysis of a variety oforganisations to find theirvulnerability to oil and howmitigation strategies can bedeployed to develop resilience andcompetitive advantage in the faceof such challenge.

“This does contradict the factthat fuel prices have followed oilprices, so there is no need forsurcharges to customers,” said DrSnowden.

But the world is beginning tohit peak effect of oil production,and there is a very tight supply,especially because of increaseddemand from India and China’sgrowing industrialisation, whichis now the centre of globalmanufacturing.

China’s economic growth rateis slowing, but it remainssubstantial. The massive thrustfor oil development continues.

“Since last February, I’ve beentrying to track oil and theeconomy and I would say thatsince then we are into anotherrecession,” said Dr Snowden.

“The long, hard times of slowgrowth point to us potentiallylooking at a ‘double dip’. We’re inan ‘oil shock’.”

Japan has lost a lot ofmanufacturing with the impact ofthe tsunami, which has depressedthe world economy.

It will also need even more oilto rebuild its economy, said DrSnowden, who works withinternational organisations suchas Uppsala University and ThePetroleum University of Beijing.

“The 2008 credit crunch wasmerely a credit system fault linewhich opened up; the actual causewas oil prices,” said Dr Snowden.

“As oil prices went up since2000, lots of people said oil wasdetached from inflation. Butcompanies were absorbing oilprices into their margins withoutpassing it on to customers.

“In 2006, oil price costs brokeinto inflation and began to trackthe oil price. By 2008, withincreasing oil prices came anincrease in transport fuel, energyand food prices.

“The ordinary citizen waspaying out more and more to keeptheir basic standard of living.

“On top of this, we hadinteraction between financialproducts.

“Speculators started to moveinto mainstream commodities tomake a quick buck as pricesspiked, all of which fuelledinflation.”

Then there was the sub-primedebt.

Many individuals were gettingmortgages on properties whichthey could not afford, but low

inflation meant that they couldcope.

“As inflation rose, these sub-prime borrowers were faced witha stark choice as their spendingpower dwindled,” he said.

“What are their prioritypayments? Food? Heating? Fuelfor work? Mortgage?”

Unsurprisingly, large numbersof people defaulted on mortgages.

“The banks thought they couldmitigate these bad loans bycutting them up into smallchunks and hiding them amonggood credit loans,” said DrSnowden. However, the effect islike offering someone a plate ofsandwiches, of which one ispoisoned.

“You don’t take the Russian

roulette risk that the one you pickmight just by chance be poisonedand cause you to be very sick ordie.

“The banks would not touchthis toxic debt, which reined ingrowth and stagnatedconstruction, plant building,transport and manufacturing(including making syntheticmaterials), so as demand goesdown there is a dip in oil price.”

Following this oil shock, bankshave been bailed out bygovernments, which took on thebad credit.

“This has created the massiveuncertainty of sovereign debt,” hesaid. “Since then, there has beenslow growth in the West, plus biggrowth in China and slowly the

oil price has ratcheted up. Just afew months ago, as oil pricesstood at $70-$100 a barrel, SaudiArabia said it would open the oiltap to increase supply.

“The International EnergyAgency likewise moved to try andkeep oil prices down, butnevertheless it kept going up.

“Twice a year, I meet with oiltraders, who do simple, but cleverthings to monitor what is actuallyhappening with production levels.

“They have spies in the Gulf ofArabia who record the depth of anoil tanker’s draft as it departs anoil-exporting port. That way, theycan calculate how much oil isactually leaving the country.”

The traders found out that theSaudis were only increasing

production by about 10% of whatthey promised.

The Saudi regime is able tocontrol its oil production exactly,as it is not operating oncommercial principles.

The ruling Saudi Royal Familyhave stated they are keeping backreserves for their grandchildren.

In 2005, the world’s biggest oilnations were Saudi Arabia,producing 9m barrels per day,Russia, producing 6.8m barrelsper day, and then a big drop toNorway, producing 2.8m barrelsper day. Between 1975 and 2005,UK oil production flat-lined due tothe UK economy switching frombeing a manufacturing economyto a service economy.

From 1980 to 2000, UK oil

CONTINUED FROM PAGE 9

THE BIG FEATURE . . . FUEL

11

production was at its maximumrate and the country was an oilexporter, but from 2005 we becamea net importer, losing the countrya great deal of revenue.

“We are about half way throughthe UK’s oil reserves. There areconcerns across the US and UKabout the tightness of oil supply,and the UK’s growth has beendown-graded again,” said DrSnowden.

The Potts-IATA (InternationalAir Transport Association)Market Commentary Initiativereports: “People are gettingnervous about the price of oil, butfutures have nothing to do withsupply and demand.”

Barclays Bank states that oilsupplies are tight, and the

situation is likely to be linkedwith the drop-back of theeconomy.

“What they are all saying,reading between the lines, is thatnobody knows what is going on,”said Dr Snowden.

“Fuel in the aviation industryis a massive part of costs, farmore than labour.

“As the experts can’t predictfuture prices accurately, aviationfuel buyers hedge their chanceswhen buying in bulk. They takeadvantage of oil prices goingdown, but expect it to go up. Sothey are trying to protect theirprofits as a buffer against nastiertimes ahead.

“As the British want to fly off tothe sun, the demand for foreign

Air industry dogged by upsand downs in surcharging

holidays is still high and theairlines get away with it.

“That is not profiteering per se,but acting defensively.

“Fuel surcharges are veryelastic and can be applied tocustomers who have already paidby putting them on the end of thecontract.

“The tightness of supply createsgreat instability. We’ve probablyreached maximum output andthis is having a significant impacton the economy. Instability meansthat you cannot predict the futureof 12 months ahead, and socompanies take measures tocontrol what they can.

“I’m not convinced it is astrategy to fleece customers, butto do with the high amount of fear

around the economy. Manyorganisations are trying to play itsensibly, even though it looks likethey are being unfair to theconsumers.”

BP suffered a massive disasterin the Gulf of Mexico last year,when the Deepwater Horizondrilling platform exploded,releasing an oil spill which flowedfor three months.

“Although it is the largestaccidental marine oil spill in thehistory of the petroleum industry,it has not held back the company,”said Dr Snowden. At the time ofthe accident on April 20, 2010,Deepwater Horizon was drilling ata depth of 5,000ft, showing howthe oil industry is exploring muchriskier places.

“We think of the North Sea asan extreme environment, but theGulf of Mexico is far morehostile,” he said.

“There have been experimentsin the North Sea to exploit shalegas, and there are claims that therequired controlled explosionshave caused minor earthquakes innorth-eastern England.

“But we don’t have all the factsyet, and safer means of releasingshale oil could be developed withit becoming the next big boom.Yet oil companies have to pushinto the unknown to replace themore easily exploited stuff whichwe have already used.”

Into this mix comes politics.

CHANGES in fuelprices result influctuating costs forthe transport industry,which cause somecompanies to levy avariable fuel surchargewhich may rise, fall orbe removed, in linewith fuel prices.

An interesting indic-ator are the internat-ional parcel deliveryservices, whose highlycompetitive freightrates are immediatelyaffected by oil pricerises.

DHL bases its fuelsurcharge forinternational “timedefinite” and “daydefinite” services onthe monthly averagespot prices forkerosene jet fuel, as

published by ThomsonReuters.

Whereas DHL’s fuelsurcharge for domesticand regional daydefinite services isbased on the mostsuitable nationalmeasure of dieselprices.

The surcharge islinked to the consumerprice in local currencyof diesel fuel, inclusiveof duties and taxes.

The kerosene jet fuelaverage cost,measured in $US pergallon, has droppedfrom $3.34 to $3.10from June to August ofthis year. As a result,DHL has dropped itsinternational surchargefrom 18% to 17%.

More obvious to the

consumer has been therise in the cost of afamily holiday earlierthis year.

This increased by upto £160 after two ofBritain’s largest touroperators imposednew fuel surchargeslast March.

Thomas Cook andThomson introducedthe charges because ofthe rising price of oil.

In contrast, inAugust, Japan Airlines(JAL) requested for app-roval from the Japan-ese Ministry of Trans-port to decrease thecurrent level of fuelsurcharge on allinternational passen-ger tickets issuedbetween October 1 andNovember 30, 2011.

CONTINUED ON PAGE 12

Businesses have to decide whether to pass on fuel costs to customers


12

Besides past and present conflictsin Iran and Iraq, the Nato attemptto remove Col Gaddafi as ruler inLibya has affected that country’soil production.

“Libya is not a big supplier, butthe removal of its production isenough to tip the price of oil,”said Dr Snowden.

“Also, Libya produces sweet,light crude oil – the Marks &Spencer of oil quality – whereasIran produces a very heavy oilwhich needs lots of processing.

“Companies look at whatmechanisms they have to protectwhat they have.

“Chairmen, chief executives,managers, employees andshareholders don’t want theircompanies to go bust, even thoughconsumers don’t want theuncertainty brought by

surcharging. We desperately needoil for every aspect of our lives, sothe companies which supply havegot us by the throat.

“ The scary thing is that thestate is now the place containingthe weakness of the economy.

“It begs the question, shouldgovernments have let more of thebanks go? Will it mean that theEurozone eventually gets evenstronger as Germany dictatesfiscal policy across the entirecontinent?

“We now have highlyinter-connected internationaleconomies.

“China is over-heating andwants to slow down. But, ifgrowth occurs, then the oil pricesgo up – which underminesgrowth!”

The rise in oil prices could helpthe renaissance of Liverpool, hethinks, if the port positions itself

to take advantage of this changingworld.

“Lots of goods are taken by airand some inevitably will switch tosea transport.

“The cost to carry an item bysea from eastern US to Liverpoolis no more than the cost to thentruck it 200 miles across thiscountry.

“Transportation fuel is a hugecost. Therefore, the chances ofmore goods coming by sea into theUK are greater, and Liverpoolneeds to capitalise on this.

“Overall, I believe we are in atransitional period which is scaryand we will be in this state for thenext 20 years.

“As I say, companies do not likeinstability and will work tominimise that.

“Growth will come as wereconfigure our economy to moveaway from oil. Even food

production and the petro-chemicals we put on it is adependent on oil.

“As oil dependence comes down,so will its cost.

“However, people don’t acceptthis or the fact that we’re at peakoil production.

“There is a lot of smoke andmirrors in this area that thecollapse of our economies isnothing to do with oil, but it is.”

Saudi Arabian crude oil costs$5 to get to market and Iraniancrude is $70-80.

“The price inevitably has to goup,” he said.

“This is why nations are busilyputting their flags onto the ArcticOcean floor. Maybe we weren’t sodaft in hanging on to the FalklandIslands?

“Protecting oil interests is whatdictates the US using its carrierfleet in a geo-strategic way.

“After all, the First World Warwas won when Churchillconverted the Royal Navy fromcoal to oil power, increasing itsavailability and range to defeatthe U-boat threat to our supplies.

“In present times, I think thatthe riots in particular sections ofsociety show they have no stakein British society when things getmore and more uncertain.”

Leading economist Peter Stoneyalso agrees that companies arenot simply profiteering bysurcharging, but are correctlyreacting to market forces.

“I would rather doubt that thereis price manipulation to thedisbenefit of the customer I wouldrather doubt,” said Mr Stoney,who is director of LiverpoolResearch Group inMacroeconomics and an honorarysenior fellow at LiverpoolUniversity Management School.


BW Bauhinia, the biggest oiltanker to dock at Tranmere OilTerminal, on the River Mersey,passes HMS Ark Royal atLiverpool Cruise Terminal. Theaircraft carrier has been withdrawnin Royal Navy cuts which arguablycould be traced back to the oilcrisis


13

“For example, the petrolmarkets would not be foolishenough to ignore how prices areseen by customer and media, asthey will be so open to criticism.

“However, from myobservations, the prices on petrolforecourts do seem to be stableand not yet reflecting the drop inoil prices.

“I guess it depends on reactiontime to price change and how thatis assessed and perceived.”

The Road Haulage Association(RHA) closely monitors therelationship between the barrelprice of oil and the correspondingpump price of diesel.

While oil prices have fallen by13% since the end of July, itappears that forecourt prices havehardly changed at all, said theRHA.

The national websitePetrolprices.com quotes the

national average pump price fordiesel as at August 9, 2010, to be140.60pence per litre.

However, market data indicatesthat this should be a penny lower,said the RHA monitoring service.

Geoff Dunning, RHA chiefexecutive, said: “When the barrelprice goes down, it takesapproximately two weeks for thedrop to be reflected at the pump.

“On that basis, we expect to seethe pump price drop by 5 penceper litre within the next week.

“If this does not happen, we willwant to know why. This situationis hurting UK hauliers and theircustomers; it’s also hurting everymember of society. High fuelprices mean high food prices. Youcan’t have one without the other.”

NWF Group, based atNantwich, Cheshire, is aspecialist agricultural distributorof food, feed and fuel.

Richard Whiting, NWF Groupchief executive, said: “Intransport work (and we distributefood around the UK) in all ourcontracts we have fuel priceescalators.

“The impact of fuel prices istwo-fold. The overall demand ispretty stable, but people aretending to buy less and buy moreoften.

“People tend to put less fuel intheir car, but fill up more often.

“So we are delivering moreoften to the same customers withless fuel. On the other hand,people tend to run out more often.

“Because we focus on service,people will value the fact that wewill get to them if they run out.

“The overall message is thatdemand is pretty stable.”

Lack of surcharging in thecurrent climate depends on thelevel of pricing of a product in

some cost-sensitive markets, suchas the budget airlines. “It’s allpart of the marketing scene wherethe economics of competition arein play,” said Mr Stoney. “But itgets more complicated dependingon the economic package beingpresented.”

Surcharging at the last minuteon the cost, say, of a cruise is more“acceptable” in such a high pricepurchase as nobody would wish tojeopardise their holiday.

In contrast, surcharging on avery cheap flight could cause acustomer to refuse purchase.

“Criticism of companies usingsurcharges to hike up prices and‘getting away with it’ can also beclassed as normal competitivebehaviour,” said Mr Stoney.

“The description ‘costadjustment’ is probably a betterterm than surcharge.

“If the market will bear a

higher price, then a company willbe motivated to charge that.

“The market will determine ifthis price is sustainable. Anyextra charges by so-called costadjustment or profit maintenancewill be judged in the longer termas being either prudent or not.

“Customer responses will senda signal as to whether a companyis charging a lot.

“What goes up may need tocome down. That’s the way themarket should work.”

“These features of economicbehaviour show the differencebetween a functioning market, saythose of the West, and plannedeconomies, such as Communiststates, where these fluctuations donot happen.

“Hopefully there will be anequilibrium. Price movement isone of the benefits of living in afree democracy.”

Airline surchargesgenerate hot airBudget airlineswill not passon fuel supplementsTHE main budget airlinesusing Liverpool JohnLennon Airport (JLA)eschew surcharging theircustomers, in spite ofrecent spiralling fuel costs.

Presumably, in such aprice-sensitive market,customers have no brandloyalty and are cost-driven.

One of the largestoperators at JLA, Easyjet,does not add asupplement to air fares forits passengers.

This means the recentincreases are notimpacting on itspassengers.

Ali Gayward, Easyjet’scommercial manager, said:“Easyjet wants to maketravel easy and affordable.

“Passengers who flywith Easyjet fromLiverpool Airport can beassured that we will nevercharge a fuel levy.”

However, from theairport’s perspective, therehas been a noticeableincrease in the numbers ofvehicles using the on-sitecar parks, said RobinTudor, for JLA.

“One of the possiblereasons is that passengerssave money by leavingtheir car at the airport,which involves just twojourneys (ie, to and fromthe airport) compared to afriend/relative dropping offand picking up again (ortaxi) which involves fourjourneys.

“With parking on sitecosting as little as £2.89per day, this is provingattractive.

“In particular, we havenoticed groups of

passengers using the carpark and car sharing. Aparty of 10 may park twovehicles in the car parknow, compared to perhapsfive vehicles being used inthe past to park or to dropoff passengers.”

Public transport remainspopular, too, withpassengers now able toaccess JLA by rail viaLiverpool South Parkwayfrom much farther afield,after the introduction ofdirect services from areassuch as Blackpool,Preston, Wigan, St Helens,West Yorkshire and

beyond, said Mr Tudor. In atypically bullish statement,JLA’s other top budgetcarrier, Ryanair, promotedits permanent surcharge-free strategy while at thesame time taking apot-shot at rival airlineBritish Airways.

“Ryanair will leave thehigh fares and the high fuelsurcharges to BritishAirways,” said StephenMacNamara, for Ryanair,“while we continue toattract more and more oftheir passengers with ourlow fares and guarantee ofno fuel surcharges ever.”

Ryanair boss Michael O’Leary, at JLA, is anti-surcharge


14

Fuel a large costPublic transport operators susceptible to fuel risesAS FUEL costs rise,public transportoperators grapplewith what is the bestway to absorb theimpact on theirbudgets in suchtough times.

Arriva group,which is owned byDeutsche Bahn, isone of the leadingEuropean publictransport operatorswith around 1.5bnpassenger journeysannually across 12countries.

Phil Stone, ArrivaNorth Westmanaging director,said: "Fuel is our

second highest cost,after wages.

“From 2005 to 2011our fuel costs havemore than doubled,and during 2012 anadditional £6,500,000will be added to ourfuel bill.

“We are looking atways to manage ourfuel costs, includingdriver trainingprogrammes such asthe award-winningEcoManager.

“We are alsocontinually lookingat new technologiesto help reduce ourfuel consumption.

“Other costs

include wages,property, insuranceand power, all ofwhich also have tobe managedcarefully.

“But atapproximately 16%of our cost base, fuelis a significant - andgrowing - part of ouroperating costs.

“While we are de-livering efficienciesto offset the impactsof the economicdownturn and risingfuel costs, it is inev-itable that higherfuel costs ultimatelypass through to faresto some degree."

“The significantincreases in fuelprices we have seenover recent monthsand years, has a bigimpact on ourbusiness planning.”

Northern Railtakes a similarstance on fuel rises.

“As with similarorganisations andhouseholds, wecarefully monitorour use of fuel tomake it as efficientas possible,” saidCarolyn Watson,Northern Railspokeswoman.

“This includes arange of measures

including reviewingdriving techniquesand looking atdifferent types offuel available.”

She added trainoperators mightexperience two sidesof the fuel rises.

While payingmore for diesel andother fuels, risingprices also meanpeople who wouldnormally travel bycar are re-evaluatingtheir options, too.

They may beturning to train orother forms ofpublic transport as acheaper option.

Arriva North West MD Phil Stone – fuel is our second-highest cost, after wages


CENTRALVIEW

With Ged Gibbons,chief executive ofCity Central B.I.D

IT’S good to talk!I WAS once asked in aninterview how to define“communication”. Not aneasy one to answer.

The best response I haveever heard to this questionis: It’s about getting the rightmessage, to the right person,at the right time.

This sounds really simple,but how often do we adhereto this basic principle?

Having recently spent anentire week working withkey city centre stakeholdersresponding to the civildisorder earlier this month, Ihave first-hand experience ofjust how well Liverpoolcommunicates!

Events nationally over thelast few weeks would suggestthat, while much of thecountry’s major city centreshave been in the grips ofwantonvandalism,destruction andlooting,Liverpool citycentre stood tallwith pride andresilience to thisunacceptablebehaviour.

But why didLiverpoolmanage toensure thedisorderwitnessed inoutlyingcommunitiesdid not spread into thecentre, when other majorcities teetered on the brink ofcollapse? The answer is quitesimple – communication.

Merseyside Policeco-ordinated the most robustcity centre plan Liverpooland the wider city region hasseen in many a year. Addedto the strengthened policepresence, there was a cast ofthousands – far too many tomention individually –ensuring that the heart ofLiverpool remained “open forbusiness”.

Retailers showed greatflexibility in altering openinghours in order to allowMerseyside Police andpartners to go about theirbusiness unhindered.

While the rumour millrumbled along, often fuelledby those most modern formsof communication, Twitterand Facebook, city centreretailers continued to trade,

safe in the knowledge thatthe first-class informationand intelligence they weresupplying, was going out tomore than 1,000 partnerorganisations andbusinesses, including theemergency services,hospitals, local authorities,local communities and localbusinesses.

Liverpool showed greatmaturity in dealing with thispotential nightmare. Some ofus are of an age that wereadily remember the socialanarchy of 30 years ago. Notthis time! Liverpool united,joined forces, and refused tocontemplate a return to thoseformer, ugly years. There wasno place for complacency;rather a degree of assuranceand confidence was shown byall partners who wereworking together for the

greater good ofthe city.

The footballclubs andreligious leadersspoke with thesame voice, andLiverpoolremained openfor business,unlike someother majorcities.

And amid thetension andnerve-janglingwhich we haveall endured,

Liverpool humour shonethrough. Upon hearing viaTwitter of a congregation ofsome hundreds of youths atSt Luke’s (the bombed-outchurch) – ostensiblypreparing for an assault onthe city centre, closerinspection of the CCTVcalmed our nerves inidentifying a group of seniorcitizens meeting up to carryout a community clean-up inthe church grounds!

It shows great confidencewhen you can laugh atyourself, so we all had a bellylaugh and cracked on withthe important business of theday – serving shoppers andvisitors, many from out oftown, and so many warm intheir appreciation of a citycentre where they felt safe.

They say that talk is cheap– over the last few weeks, ithas proven to be awonderfully preciouscommodity!

‘Liverpoolshowedmaturity indealing withthe recentdisorder’

15

INTERNATIONAL TRADE

Data showssurge in interest in business, study and leisure opportunities fromwithinChinaSOME firms participating inLiverpool’s six-month ShanghaiWorld Expo sojourn saw animmediate return on investment –but new data points to longer-term benefits for the regionaleconomy.

Liverpool was the only UK citywith a presence at the 2010 Expo.

Its twin city recognisedLiverpool’s commitment to theevent with a clutch of awards forits pavilion, which sold the regionas a resurgent trading area verymuch open for business.

Its sporting and musical assetsalso reinforced the image of a newLiverpool, featuring input fromboth Everton and Liverpoolfootball clubs and a welcomemessage from Sir Paul McCartney.

But, almost a year after Expo’sconclusion, new research backsregeneration agency LiverpoolVision’s assertion that Liverpool“over-achieved” in Shanghai.

It insists the 770,000-plusvisitors to its pavilion, equal tomore than 1% of the 73.08m people

who toured Expo, was animpressive return on the £3moutlay, split between NorthwestDevelopment Agency funding,Liverpool council support andalmost £1m of financial backingfrom private sector partners.

Figures released months afterthe return from Shanghairevealed sponsors’ delight.

They showed 30% of the 60+organisations participating saidthey would not have consideredany international businessactivity in 2010 without the city’sinvolvement in Expo 2010.

After their return, 75% saidChina would figure in theirbusiness plans for the followingyear.

Moreover, 12% of sponsors hadsecured sales or ordersimmediately after Expo, rangingin value from £10,000 to £500,000,while 70% believed theirinvolvement will generate futuresales or orders, some predictingbusiness worth more than £1m.

However, further data has now

revealed that the Liverpoolpavilion excited strong interestamong Chinese visitors to visit,study, or do business with theregion.

Among more than 60 eventsstaged in the pavilion outliningbusiness and investmentopportunities was one explaininghow to list a company on theAlternative Investment Market, aswell as maritime-focusedpresentations.

A “How to do Business” deskassisted visitors with theirenquiries, and received a total of1,616 queries.

More than 1,000 came fromyoung people keen to look atLiverpool and the region as aplace to study in the future; morethan 200 were from peopleinterested in visiting the city forleisure or holiday purposes; andmore than 180 were from peopleexpressing an interest in tradingwith the region, or looking formore information about businessopportunities.

Others wanted to learn fromthe city’s regeneration strategy.

It is estimated that this “slowburn” return on Chinese interestcould be worth anything between£5.5m to £47.5m to the localeconomy over the next decade,through an increase in Chinesetourists and students coming toLiverpool, along with an uplift inexports and direct foreigninvestment into the city region.

Other benefits includedcoverage that generated morethan £2.6m of editorial value,reaching a potential audience of27m people.

Liverpool at Expo also attractedalmost 6,000 YouTube views andmore than 3m website hits.

During the Expo, the pavilionemployed more than 100 studentsfrom local Chinese universities,and a number of these haveapplied to educational bodies inthe city and the UK to furthertheir studies.

Mike Taylor, Liverpool Visiondeputy chief executive, said:

“Liverpool is now particularlynoted by its sister city for the‘practical initiatives that wejointly undertake’, and therelationship is held in highesteem by Shanghai.”

He said Expo had put Liverpoolon the map as a future investmentdestination: “It is expected thatinvestment outcomes will berealised over the medium to longterm, but we are already seeingevidence of an increased level ofinbound Chinese businessdelegations requesting to visitLiverpool.

“The Expo has also given us thebelief that we can add to ourinternational portfolio.”

Recent trade missions to thecity include visits from Boston,Massachusetts and Indonesia.

Mr Taylor added: “Exhibiting atWorld Expo has helped Liverpoolon so many levels, and arguablyone of the most important isintangible – the perception ofLiverpool as an international,outward-looking city.”

‘Slow burn’ return begins to emergefrom city’s Shanghai Expo investment

Liverpool’s pavilion, inset, right, at last year’s World Expo in Shanghai, above. Regenerationagency Liverpool Vision says Merseyside’s presence at the Expo will pay dividends in themedium to long term

16

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Call 0151 650 6915Visitwww.investwirral.com

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813DEC09PJ

17

BY ALISTAIR HOUGHTON

Juicing the Lime

From Hollyoaks to Essex, Sean Marleyand the Lime Pictures team are findingnew ways to make money from some of

television’s greatest hits.

THE BIG INTERVIEW▲▲

18

LOOK beyond the flashyfacades of LimePictures’ hit televisionshows, and you can seethe future of the creative

industries.Childwall-based Lime has

grown into Britain’s biggestindependent television producer,with hits including teen soapHollyoaks.

Its past is glittering – in itsprevious incarnation as MerseyTV, Lime produced Brookside andGrange Hill.

Its present is just as exciting,thanks to Hollyoaks and thesuccess of youth reality showsThe Only Way is Essex (TOWIE)and Geordie Shore.

And, says managing directorSean Marley, its future is just asbright as it pioneers new ways ofmaking television – and new waysof making money from thoseprogrammes.

Hollyoaks is no longer justabout the half-hour televisionshow itself – the show boastsspin-offs online and on-screen.

TOWIE, which has made starsof the Essex boys and girls whoseglamorous lives it follows, is set tospawn all manner of merchandise.

Traditionally, televisionproducers have got on withmaking the shows and letbroadcasters commercialise them.But under Marley, a formeradvertising sales rep, Lime hasstarted working with broadcastersto help find those sponsors andcommercial partners.

Lime’s commercial nous willbecome even more important nowproduct placement is allowed onUK television, meaningcompanies can pay to have theirproducts shown on screen.

Lime is deep in talks withcompanies that want theirproducts seen on itsyouth-oriented shows.

Marley is also looking towardsInternet Protocol TV (IPTV), thenew technology that will seecontent delivered to people’stelevisions through the internet.

Lime has teamed up with theBBC to start the Digital FictionFactory, which will develop ideasthat link television programmeswith online content, includingvideos and social media websites.

Marley, an enthusiastic host, isproud that Lime is leading theway into a new age of television.

He said: “What’s intriguing forme is we’re on the verge ofmoving into a new commercialworld with the whole idea ofproduct placement and IPTV.People will be engaging with theirtelevision in a very different wayover the next decade or so.

“We’re trying to prepare theway through Hollyoaks, testingideas out and starting to think ofthe ways these things may work.

“Hopefully, this is an areawhere we’re one step ahead. Wemight not succeed witheverything, but we’ll be trying itbefore anybody else.”

Lime was founded in 1982 byPhil Redmond to produceBrookside, the Mersey soap thatran until 2003. The companymoved to its current home, aformer school in Childwall, in1990.

Mersey TV also produced thelast six series of Grange Hill, thechildren’s drama that Redmondcreated before founding his owncompany.

In 1995, Redmond launched

Hollyoaks, the Chester-set youthsoap that remains the company’score production.

In 2005, Redmond sold MerseyTV to London-based groupAll3Media, and Marley becamemanaging director. It wasrenamed Lime Pictures – with thename Lime coming from the firsttwo letters of the words Liverpooland Merseyside.

Lime employs an average of 350people at any one time, with manyfreelancers also working on site.But that number can risedepending on what is going on –when I visited, as Hollyoaksfilming was reaching a crescendo,there were at least another 200people on site.

The Childwall campus may behome to some of Hollyoaks’sbest-loved locations, but it’s aworking studio and not aDisneyland.

As you walk through the site,

your eyes are distracted byscenery straight out of Chesterand of evidence of the site’seducational past.

Not far from the entrance, thereis a medieval ruin that has onlyjust been built.

Lime’s reception is a stylish,white-walled space – completewith giant glittery letters spellingout ESSEX. But the marble-effectstairs leading to the upstairsoffice suite are unmistakablythose of a former school.

If you sneak through a glassdoor behind the reception desk,you find yourself outside the Dogin the Pond – the pub that is oneof Hollyoaks’s most familiarlocations. But, if you look closelyat the pub, there is no welcomingbar inside – just more offices.

There are also town walls andshops, lighting rigs a-plenty andcrew members escorting actorsaround the set.

Marley doesn’t get involved inwhat he calls the “creativeexecution” of Hollyoaks, butunsurprisingly takes a keeninterest in its plotlines. And, asthe feverish activity on setshowed, there are potboilersgalore set to boil over in comingweeks.

Marley said: “There’s so muchhappening and gearing up to areal crescendo at the end of theyear. From September toChristmas, it will be a prettyexciting time for us.”

Marley is, however, heavilyinvolved in developing theHollyoaks brand.

“One of the key changes in ourindustry over the last five to sixyears has been looking beyond theshow,” he said.

“Hollyoaks would be well upthere in terms of shows thatprovide opportunities for brandextension.

“Firstly, we’re repeat-ledanyway. It’s a show you can watchmore than ten times a week onyour television.

“We have a huge onlinecommunity, with 1.2m people whointeract with our Facebook site.

“We have the Hollyoaks MusicShow, which is onto its thirdseries.

“Then we have our ‘guiltypleasure’ late-night version,Hollyoaks Later.It caters both forthe current audience and for anew audience on late-nightChannel 4.

“Over the last five years, it’sspawned an interactive spin-off,The Morning After The NightBefore, following some of the castthrough special episodes andonline-only content.”

The full title of the music showgives another hint about how TVmay develop in the future.

Viewers have become used to

THE BIG INTERVIEW . . . SEAN MARLEY

CONTINUED FROM PAGE 17Sean Marley onthe Hollyoaksset at LimePictures, inChildwall

Picture:ANDREW TEEBAY

19

shows and prime-time slots beingsponsored, but this Lime showtakes it further – it is called TheHollyoaks Music Show withMatalan.co.uk

Producers are even having tofind ways to fund programmes toget them on air whenbroadcasters are unable to stumpup the full sum. That leads topartnerships such as Lime’s workwith Skelmersdale-based Matalan.

“As an indie, that makes us farmore commercially-minded thanwe have been in the past,” saidMarley.

“The worlds of broadcasters,producers and advertisingagencies and their clients arecoming closer and closer together.

“Agencies and their clientswant to be involved in the wholecreative thought process.

“Broadcasters have identifiedthe strength of working alongsideproducers, when perhaps in the

past they’ve been two veryseparate entities.

“With Channel 4, and now withITV, we’re sitting round a tablewith broadcaster and producertogether talking about potentialopportunities, advertising, andproduct placement. That’s apowerful combination.”

Marley regularly travels toLondon to work with Channel 4and ITV on such joint projects.

He said: “It’s been brilliant tosee that Channel Four has reallyopened itself up to us. I almostfeel part of their commercialteam. It’s quite an alien thing fora producer to say.”

Lime’s two recent smashes areTOWIE and Geordie Shore – bothreality shows about the lives ofyoung people, but very differentin their execution.

Geordie Shore, based on theAmerican MTV show JerseyShore, followed “some of

Newcastle’s finest lads and lasses”on a summer of partying in theNorth East – complete with sex,swearing and fighting.

TOWIE, however, is a muchmore tightly-structured show,modelled on US “structuredreality” predecessors such as TheHills.

The show, filmed close totransmission, is produced like adrama – but one featuring realpeople in their everyday lives inEssex, nudged by producers.

“Geordie Shore is very muchobservation-based,” said Marley.

“We follow the lives of thesepeople by sitting cameras in frontof them and following where theygo. It’s very entertaining.

“In TOWIE, we use a lot moredrama techniques. It’s a hugelycomplex process. It’s filmed veryclose to transmission, whichproves hugely challenging.

“It’s constructed and planned,

which we openly admit. We don’tmake anybody do what theywouldn’t naturally be doing intheir lives. We just make sure ithappens in a way that means wecan tell a story – and that it makesbeautiful television.

“The story-telling bit is the bitthat’s hidden in mystery, but it’sreally important.

“You cannot make real life asdramatic as a soap. The key for us isgetting to know these charactersso well that you know what they’dnaturally do, and make sure ithappens in a way that allows us tomake a television show that has anarrative running through it.

“We don’t make them ascharacters for the show. They’realready characters. That’s whythe skill is finding those people.

“If you find the right people,you don’t need to make them intosomething different. They’refascinating anyway.”

Structured reality started inthe US, but was pioneered byLime in the UK. The companymade two series of Cheshire-setLiving On The Edge for MTVbefore creating The Season, whichfollowed young people in a Frenchski resort, for the BBC.

The success of Living On TheEdge and The Season led Lime toexplore ideas for similar series.And that search eventually led thecompany to the Thames estuary,and TOWIE.

TOWIE’s stars, includingbeautician Amy Childs andnightclub promoter Mark Wright,have become tabloid staples.

TOWIE’s lasting cultural legacymay prove to be introducing theword “vajazzling” into commonparlance. That practice, as oursister paper the Echo once wrote,is “the decorating of femalenether regions with Swarovskicrystals”.

The show is not to everyone’staste, with some criticising itsportrayal of Essex and otherssimply disliking the whole idea ofsuch reality television.

It has, however, proved a smashhit with its target youth audience– so much so that, this year, it wonthe Bafta YouTube audienceaward after topping an onlinepoll. It beat critically-acclaimedshows including ITV costumedrama Downton Abbey and theBBC’s Sherlock.

The despair of Middle Englandwas perhaps best summed up –inevitably – by a Daily Mailonline headline – “How did ashow whose cast have the IQ ofplankton beat Downton to aBafta?”

Marley admits he was assurprised as anyone by the show’striumph.

“Unfortunately, it was capturedon TV for the world to see,” hesmiled. “I think my surpriseshowed itself when I jumped upout of my chair and hugged AmyChilds, when the camera had beenlooking to see her reaction.”

And Marley is unfazed by thedisdain shown towards the showby some critics.

“The BAFTA win showed thatthis type of TV format is enjoyedby people who watch telly,” hesaid. “Industry people will havetheir own view on whether thiskind of show is their cup of tea.That makes the world go round.

“What has been amazing aboutTOWIE is not just how popularthe show and the cast have been,but how the industry is nowfollowing it up and people wanttheir own versions.

“It’s also fascinating to see howthe audience is interacting withthe show. The online audience isbigger than the televisionaudience. They cannot get enoughof that brand.

“We’re in a fantastic position.We’ve got two huge youth brandsthat are leading the way.”

As with Hollyoaks, there aremany opportunities for Lime tomake money from TOWIE.

“What has been amazing hasbeen the desire of differentsectors and industries to ride onthe back of brand TOWIE,” saidMarley.

“When the show first started,we did the standard deals – we dida book, a DVD. When I did thelatest deals, we started gettinginundated with requests from amyriad of other sectors.

“We’ve teamed up with a



The cast of MTV reality show Geordie Shore, on location in Tyneside

Lime Pictures has pioneered reality TV programmes such as The Only Way IsEssex

20



licensing agent, CPLG, andthey’re now representing TOWIE.

“We’ve already got deals forapparel – T-shirts, etc, nightwear,underwear, et cetera – giftwear,mugs, beauty products, electricalgoods. There are other ideas beingnegotiated.”

But there are limits to themerchandising bonanza. Productswill only be approved if they areappropriate for the TOWIE brand.

Marley said: “Everything we’vedone has been approved by theexecutive producer of the show tomake sure that nothing hits theshops that goes against the brandwe’ve spent so much money on.”

The third series of TOWIE willair next year.

Lime, meanwhile, is in talkswith ITV4 about making moreseries, more often.

“We’re in conversations withthem about our transmissionpattern for 2012,” says Sean,dropping into cautious corporatemode.

Lime is talking to MTV aboutproducing more Geordie Shore –the channel’s top-rated show.

There have also been mediareports that the company islooking to produce a Liverpool-based version of Jersey Shore,called Mersey Shore. Marley,however, remains tight-lipped.

“There have been reports,” hesmiled, again becoming cautious.

“But I can only say that, afterJersey Shore, MTV is looking atpossible new ventures with us.”

Marley, who is originally fromHeswall, went to York Universitybefore moving into radio.

He joined the advertising andsales team at Metro Radio inNewcastle before, after two yearsin the North East, he returnedhome to Radio City’s sales team.

But three years later hereturned to Metro Radio tobecome the youngest programmedirector in the UK.

Six years later, in 1999, homecalled once more as he returnedto Radio City as managingdirector.

“That had been my ambition asa kid,” he smiled. “I was always abig commercial radio fan.”

Marley was invited to joinMersey TV in 2003 by PhilRedmond, and became managingdirector in 2005. He, along withchief executive Carolyn Reynoldsand creative director Tony Wood,are masterminding the company’sgrowth plans.

Lime’s Grange Hill legacymeans it remains well-known as aproducer of children’s television.

It may not hit the tabloids asoften as TOWIE or Hollyoaksdoes, but House of Anubis isanother of Lime’s great successstories.

Lime is now making a secondseries of the mystery drama,which has been a huge hit for USchannel Nickelodeon and is thetop-rated show on Nickelodeon inthe UK and Australia.

With the BBC’s children’sdepartment moving to MediaCity,in Salford, and with its strongrelationships with Nickelodeon,Marley sees children’s televisionas a growth area for Lime.

Marley said: “What House ofAnubis has done is told USbroadcasters such as Nickelodeonthat there is a company inEngland than can make telly aswell, if not better, than they can,but also a bit cheaper. That’s areal competitive advantage for us.

“I would like to think House of

Anubis has opened doors for usfor future business in the US. It’sa fairly unusual thing for anEnglish-based drama producer tohave a direct link to USbroadcasters.”

Lime’s international successhas also been good news forLiverpool, as Marley has beenable to show senior US televisionexecutives around the city.

“The fact that we must havehad about 20 really top-levelexecutives from Nickelodeon inthe US come to visit Liverpool isbrilliant for the city,” said Marley.

“Yes, they have to come here tosee their hit show being made andto show they’re supporting theshow. But you can feel theenthusiasm from them for a citythat doesn’t necessarily get thereputation it deserves. There’s areal romance to this city.”

Lime’s multimedia divisionConker Media, led by LeeHardman, specialises in creatinginteractive online content thatcomplements television showsand means viewers can getinvolved with their favouriteprogrammes.

It has worked alongside itsparent on spin-off shows such asHollyoaks: Freshers, which wasshown on the website of digitalTV channel E4 and backed by asocial media campaign.

Conker has also created its ownprojects such as thriller The Well,a “digital fiction event”, writtenby novelist Melvin Burgess.

The Well had four weeklytelevision shows, with the ghoststory continuing online where theaudience could unlock hiddencontent.

Conker recently announced itwas teaming up with the BBC tolaunch the Digital Fiction Factory(DFF) at MediaCity to “developthe concept of multi-layered

fiction: telling stories across twoor more platforms.”

Marley said: “They’re going todevelop at least four prototypeseach year. Whether they go to fullcommission depends on thestrength of each project, butbecause it’s developing within theBBC they’re quite positive abouttheir chances of success.

The DFF is good news for Lime,but Marley also wants it to benefitthe region’s small creative firmsand help them win work with theBBC.

He said: “A BBC departmentwill work alongside the DigitalFiction Factory and at least oneSME , who will bring in theirexpertise for that particularprototype.

“Whoever is involved with thisprototype will stay on thatproject.

“Equally importantly, this willprovide the SME with apotentially direct route into theBBC that they wouldn’t have hadif they hadn’t been brought intothe fold by us.

“The Well was pre-DFF, but it’sa great example of this type ofproject. Milky Tea and Splinter,both based in Liverpool, came into help us with areas of expertisethat we didn’t have in-house.

“Milky Tea has a directrelationship with the BBC now.”

Marley has long urgedMerseyside firms to seeMediaCity as an opportunity,rather than a threat. Small firmsin the digital and creative sector,he said, should take advantage ofthe fact that BBC commissioningeditors are now nearby, ratherthan in London.

He also believes that the BBC

should ensure MediaCity becomesa hub for multimedia productionalong the lines of the DFF.

“The BBC in Salford shouldcarve itself out to be the BBCbeyond the first screen,” he said.

“If I was a graduate involved inthe kind of project that DFF willspawn – combining the creativeworld with the technical world –then I would want to work up herebecause this is where theexpertise is.”

And Marley does not believethat Mersey firms will necessarilybe tempted to up sticks and moveto Salford.

“It’s half an hour door to doorfrom here to MediaCity,” he said.“It’s close enough to do businessthere. I don’t see why there wouldbe a need to move.

“I just think it’s going to bringmore people to our doorstep.”

HOLLYOAKS TO PIONEER PRODUCT PLACEMENT ON UK TELEVISION

LIME Pictures haspioneered “brandextension” throughits Hollyoaksspin-offs – now it isset to lead the way inthe brave new worldof productplacement.

Lime is alreadylining up placementdeals that will seewell-known brandspay to appear in theshow.

Product placementwas banned in theUK, but was allowedby regulator Ofcomearlier this year. Theletter “P” will be usedat the start and end

of shows that use thepractice.

Sean Marley said:“We’ve been activelypreparing for thisworld for a long, longtime. Channel 4 hasidentified Hollyoaksas a perfect vehiclefor this.

“Because of its all-year-round market, itlends itself very wellto long partnerships.And because it’smade quite close totransmission so itcan be on-trend withwhatever productyou like.

“We are talking to anumber of parties

and we are quiteclose to doing dealsthat the audience willsee as a very naturalfit to Hollyoaks.”

Product placementis, says Marley, anobvious move forHollyoaks. Until now,it has not been ableto show real brandsthat viewers know.

“The producers ofHollyoaks and thewardrobe team wantto reflect the realworld, but we cannotreflect real productsproperly,” saidMarley. “This allowsus to reflect that.”

But Lime will now

have to pick the rightpartners to ensurethat any productplacement is not tooincongruous.

“Our job now is tomake sure that it fitscreatively with ourshow,” said Marley,“and that it doesn’tbecome a story initself.

“You can tell ifsomething’s going towork. If you’rewatching a show andthere’s a productthere and you get a‘shiver down yourspine moment’, you’llknow they’ve gonetoo far.”

Teen soap Hollyoaks, above, remains Lime Pictures’ core business, with spin-offs including Hollyoaks Later and a music show

21

Hard hitting dealson industrial units

Lumina

For more information on these sites pleasecontact us on 01925 273000 or visit our websitewww.langtreegroupplc.co.uk

To LetIndustrial units from4,500 - 9,000 sq ftWirral International Business Park, Bromborough

www.langtreegroupplc.co.uk/luminabusinesspark www.langtreegroupplc.co.uk/apexcourt

22

COMMERCIAL PROPERTY

Business park with a real international flavourFlourishingWirral International BusinessPark’s occupiers range fromsmall industrial enterprises tomajor companieswith amassiveglobal reachAS CHAIR of the WirralInternational Business Park(WIBP) cluster group, you wouldexpect Frank Rogers to bebursting with enthusiasm aboutits attributes – and he doesn’tdisappoint.

“It is not until you drive aroundWIBP that you fully appreciatethe scale of the place,” he said.

“And, as the name suggests, itdoes have a real internationalnature to it.”

WIBP isn’t a single businesspark as such. It incorporatesentities such as the RiversidePark office scheme at one end and

The Croft business and retail parkat the other.

In between can be found arange of companies across anumber of sectors includingdistribution, food production,pharmaceuticals, biomedical, lowcarbon and engineering.

The 336 hectare site is situatedbetween Liverpool and Chester,just off Junction 5 of the M53.Current national andinternational occupiers includeMeyer, CPUK, Stiebel Eltron, FMCCorporation, CSM, Qualitek, BPI,Adviser Plus, SAFC Hitech,Hagelin UK, Biofortuna, Osiris

Projects, Tracerie Emilanie, andTulip.

The 117-room Village Hotel andLeisure Club is situated at thenorthern gateway to the park,providing conference and seminarfacilities. There is also a 60-bedTravelodge hotel on the oppositeside of the road.

Mr Rogers added: “If you look,for example, at Hagelin UK, theyhave less than 10 people workingin the food science sector and ithas links across the world.

“It is an example of a smalloperation that is very niche andkey.

“The park has a greatconcentration of firmsspecialising in cutting-edgetechnology.

“The cluster group was set upin 2008 at the request of the chiefexecutive of Wirral Council, whowanted there to be a directdialogue between the businessesin the park and the localauthority.

“What we have tried to do inthe last three years is unify thebusiness voice and keep both localand national politicians in touchwith what is going on here.”

One of the North West’s biggest

commercial developers – Langtree– owns two smaller industrialparks within WIBP – Lumina,which has 13 units totalling 75,008sq ft, with one still available, andApex Court, which has nine unitstotalling 59,434 sq ft, with twoavailable.

Langtree has recentlyrefurbished the properties whichare aimed at the small businessmarket.

Chester-based commercialagency Legat Owen works both inand around the WIBP area.

The firm’s Patrick Hughes saysthat, although the area has been

23

COMMERCIAL PROPERTY

Business park with a real international flavourall industrial enterprises tomajor companieswith amassiveglobal reach

Heat pump firm sings thepraises of BromboroughSPECIALIST heat pumpmanufacturer anddistributor Stiebel Eltronset up its UK base atWirral InternationalBusiness Park in 2008.

And Mark McManus,the firm’s UK managingdirector, says the choiceof location was definitelythe right one.

Stiebel Eltron is amajor global brand witha turnover of more than500m euros, and withcompanies in 72 differentcountries. The UKdivision neededsomewhere with anexcellent infrastructureand opportunities forexpansion.

Mr McManus said:“Bromborough is a greatlocation forinfrastructure and we areclose to Liverpool,Manchester, Chester andNorth Wales.

“We have been able togrow strong links acrossthe North West andWales, and our salesteam can get to clientsand business meetingswith ease.

“As we are alsoresponsible for Ireland,we can service thatmarket from here veryquickly and efficientlywith excellent sea andair links.

“Wirral InvestmentNetwork (WIN) played abig part in us moving tothe region.

“They found thelocation for our headoffices in Bromborough,and helped set us upwith networking groups,potential clients andsuppliers.

“We looked at variousestablished businessparks across the NorthWest, includingManchester, Runcornand Warrington.

“However, we foundthat, at BromboroughBusiness Park, we getmuch more for ourmoney per square foot.

“Having offices withplenty of space and atgreat value has furtherenabled us to launch theGreen Energy TrainingCentre (GETC) here inBromborough.”

affected by the downturn, thereare still deals being done.

He added: “Legat Owen wereinvolved in one of the largestwarehouse deals this year in theNorth West, which has takenplace in Bromborough with thedevelopment and letting of a170,000 sq ft warehouse to GreatBear Distribution.

“This has also been followed upwith the news that RegalWholesale, currently based inBirkenhead, will be relocating to anew 45,500 sq ft purpose builtwarehouse and office at RiverBusiness Park which is currently

under construction. Althoughempty property rates havedefinitely had a negative impacton the speculative investor anddeveloper, we have seen furtherspeculative development withinBromborough, at Tebay Road,with the development of over40,000 sq ft of industrialaccommodation which has seengood levels of interest.

“There is still a good level ofstock available within therefurbished industrial sectoralthough the majority of landlordsare taking a pragmatic view interms of deals which is starting to

see new lettings taking place.”Just along the river, Peel has putforward plans for its massiveWirral Waters development. MrRogers believes the scheme canonly further enhance theattractiveness of the Peninsula topotential investors.

He said: “I think Wirral Watersis a very exciting project.Anything that adds to theregeneration of Wirral can onlybe a good thing.

“Both WIBP and Wirral Waterswill offer potential investors agreat combination which willreally enhance Wirral’s offer.”

An office building at Riverside Park, part ofWirral International Business Park

Mark McManus, MD of the UK arm of Stiebel Eltron

24

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25

ECONOMICDEVELOPMENT

in association with

The new £25m St Helens Rugby Club ‘Saints’ Stadium complex (including a Tesco store), under construction on the former United Glass works site

St Helens – a touch of glassBusinesses in famousglass-making townviewa rose-tinted future – in spite of recessionLOOKING over the rooftops of StHelens, it seems as if time hasstood still.

The landmark buildings whichhave defined this gritty,blue-collar borough appear intact.

The Pilkington chimneys, theBeecham clock tower, Tyrer’sdepartment store, RomanCatholicism defined by the huge,verdigris domed Lowe HouseChurch and, of course, rows ofVictorian terrace houses.

But, in reality, the economiclandscape has changed out of allrecognition for the population of100,000 residents.

Beecham’s, like so manycompanies and industries whichwere synonymous with the town,has long gone. It disappeared

through merger intoGlaxoSmithKline. The once-massive coal mining industry hasbeen obliterated and othernationally famous big names aredimming: Gamble’s Alkali,Ravenhead Glass (bought out byDurobor, of Belgium), UnitedGlass Bottles (UGB), Triplex glass(a Pilkington subsidiary now inIndia) and beer giant Greenall's,which retreated to Warrington.

Pilkington itself became asubsidiary of the Japanese NSGGroup, in 2006, and remains inmuch reduced form.

Yet Mark Parish, GPWRecruitment managing director,like most business leaders in StHelens, is resolutely upbeat aboutthe town and its prospects.

The most visible sign of thisoptimism is the £25m new StHelens “Saints” Rugby League18,000-seater stadium, due to befinished this autumn, on theformer UGB site.

“I’m a locally born and bredguy,” said Mr Parish, who is 38.

“I’m also one of those peoplewho thought I would never stayhere and wanted to get out.

“Looking back 30 or 40 yearsago, St Helens was a run-downplace with not a lot of investment.

“But I got a chance to join GPWRecruitment aged 23 years (afterfirst being rejected!), but within afew weeks found my feet.

“Back then, we only had five orsix staff, but I got involved withlocal businesses and got to know

their personnel and my viewschanged over time.

“This is an honest, hard-working, no-nonsense town.

“We now have 40 staff with aturnover of £20m a year, which Iaim to take to £200m in 10 years.

“We focus on the North Westregion, rather than nationally andworldwide as previously.”

Thanks to his lobbying, GPW isa member of the EngineeringConstruction IndustryAssociation, which puts it into ahighly select group of about 15agencies.

This took it to a new level inbidding for lucrative contracts.

“The last few years have beentough, but I think the worst isbehind us,” said Mr Parish.

“Our kind of company is aneconomic barometer, as we are thefirst call for companies wanting torecruiting new staff and that isnow happening.

“Manufacturing, engineeringand construction recruitmenthave all picked up in the last fewmonths.

“The commercial side is muchslower. We recruit for GetragFord’s transmission plant atHalewood, and the automotiveindustry was one of the hardest-hit, but it is also picking up.

“There has been lots of crucialinvestment by St Helens BoroughCouncil, which is very impressive.

“St Helens Chamber of


26

Commerce is fantastic and as aresult companies are coming in.

“The Chamber is recognised asthe UK’s best and it shows withtheir lobbying for local businessinterests. We do our apprenticeschemes through the Chamber.”

The town’s infrastructure haschanged beyond recognition overthe years.

The St Helens linkway to theM62, the Widnes bypass toCheshire and the M62, withLiverpool John Lennon Airportnow only 20 minutes away, and therebuilding of St Helens Centralrailway station, all now place thetown at the heart of the NorthWest, said Mr Parish.

“My old schools at CowleyHigh, Carmel College and StHelens college have beentransformed by facelifts.

“This gives a higher class view,appropriate to the modern age.

“I’ve given lectures at thecollege about employability skills.

“You can see how business isimproving by looking atPilkington.

“The company shed staff overthe last 15 years, but is asking usto recruit again.”

Last April, NSG Groupannounced a £36m investment inan off-line coating facility atPilkington Park, by its CowleyHill site in St Helens.

It also received a £5m RegionalGrowth Fund grant.

The expansion, opening inOctober, 2012, will create 50skilled jobs and expand itsapprenticeship scheme.

The facility will makehigh-performance, low-emissivityglazing products, complementingthe established Pilkington K Glassand solar control glass.

David Pinder, Pilkingtonmanaging director buildingproducts, said: “The new line willallow us to widen our range ofhigh-performance coated glasses,exceeding UK buildingenergy-saving regulations.

“Local UK manufacture of someproducts we currently importfrom our plants elsewhere inEurope will help reduce transportcosts and environmental impact.”

Bob Hepworth, St Helens

Council director of UrbanRegeneration, said: “Theinvestment strengthens thelong-term future of float glassproduction in St Helens.

“This very significant amountof funding is a tremendous boostboth to the company and to theeconomy of the town.”

Pilkington also reopened itsUK5 float-line at Greengate Works,St Helens, in January.

It received a multi-millionpound upgrade to enable coatedglass to be manufactured.

The plant produces glass forsolar energy applications,creating around 130 jobs in thelocal area.

It takes NSG Group into a newmarket for glass, plus expandingAsian exports.

Sara Williams, St HelensChamber of Commerce director ofenterprise development, says sheis also very positive about theborough’s business future.

The Chamber’s quarterlyeconomic survey reports that,while confidence is down,members are positive about thefuture.


Tried and crusted: Arthur Bevan, of Pimmies Pies

It’s the recurringnature of pie . . .THE humble meat pie is a StHelens institution.

So the town’s collectiveconsciousness plunged intoself-doubt and anguishwhen Pimblett’s Piescrumbled intoadministration in late 2008.

Sixty people were maderedundant from the87-year-old firm when itsCollege St Bakery closed.

However, out of its oven’sashes arose the pie-shapedphoenix of a new firm totake its place.

And, to use the localvernacular, the town’sresidents are “mad for it”.

St Helens expats fromacross the UK, Singaporeand Texas have also beatena pathway to Pimmies Pies.

Arthur Bevan, a butcher,runs Pimmies Pies from itsbakery on West SideIndustrial Estate, JacksonStreet, St Helens.

“I started up two yearsago when Pimblett’sfinished. I supplied themwith meat and was owed£30,000,” said Mr Bevan.

“It seemed the best wayto get my money back.”

Initially, he teamed upwith former Pimblett’sbakers Tony Myers andClive Matthews, who have

since retired. Co-directorPatrick Lavin is a sleepingpartner.

Interestingly, the namePimmies, which is seen as anickname or colloquialism,is not regarded as aninfringement of “intellectualproperty rights”, saidPimblett administratorsKPMG Restructuring.

“It’s been a completechange of career for meand a steep learning curve,”said Mr Bevan, whoemploys five staff.

“St Helens Chamber ofCommerce gave us usefuladvice to get going.”

“But, from the start, it wasso easy, it was untrue. Thisis a ready-made trade andpeople wanted the product.

“After the incredible initialrush when we launched, ourproduction has now settledat about 2,000 pies weekly.

“We take orders the daybefore and it’s made freshwith no preservatives.”

Unlike Pimbletts, PimmiesPies have no shops, butsupplies to cafes,restaurants and businesses.

“Business rates, rentsand shop staff wages arethe big killer,” he said.

Nearby AM Fine Foodssell the pies on the estate.

Tyrer’s boss, Ali Tyrer, on the shop-floor ofthe famous St Helens family-owned store

ECONOMIC DEVELOPMENT . . . ST HELENS IN ASSOCIATION WITH

27

“Our ‘100 Apprentices in 100Days’ initiative resulted in 107apprentices being placed, which ispretty impressive,” said MsWilliams.

“We’ve been stunned by thenumbers and quality of youngpeople.”

There was also growing interestin local people wanting to starttheir own businesses.

Ms Williams confirmed thatthere was a steady rise in thetown’s manufacturing,engineering and constructionexports over the last year.

“Also, new markets are openingup and coming forward,” she said.

The organisation has won UKChamber of the Year for thesecond time.

“Our success is down to apartnership model between theChamber and St Helens Councilwhich works very well,” said MsWilliams.

“About a decade ago, the localpoliticians and officers handedover economic strategy to theChamber and business.

“As a result, the council has asmall team of expert officers with

which we work closely. We knowthe private sector and can actmuch more fleet-of- foot than alocal authority.

“I would describe us as ‘criticalfriends’. We’re not in anybody’spocket, but do represent theinterests of business.

“The council is pro-businessand everyone recognises that weneed a strong business base andwhich has to be supported.

“We see ourselves as enablers,and aim to be the single point ofcontact for business peoplewanting help, support andadvice.”

The Chamber’s current officeshouse 120 staff and opened 18months ago in a smart newbuilding in Salisbury Street,tucked in by St Helens station.

It has incubation units on theground floor, IT facilities, cafe andmeeting rooms on the first floorand offices on the top floor.

The Chamber and St HelensCouncil joined forces back inApril to launch the campaign togenerate 100 apprenticeships.

The young people recruited tofill the final 107 apprenticeships

vacancies identified through thecampaign are aged 16-24 years,unemployed and from St Helens.

Steve Gange, Chamberchairman, said: “We workedclosely with local businesses, tosupport them in recognising thebenefits recruiting apprenticescan bring to their workforce.

“Businesses identified anyvacancies they had and we helpedrecruit apprentices for them.”

Brown’s Short Break RespiteServices, of Blackbrook, StHelens, pledged its commitmentto the campaign to fill vacancieswith local apprentices.

Marie Brown, managingdirector, said: “This campaignsounded ideal for us.

“Our business is expanding andemploying enthusiastic youngpeople, which allows us to instilour company values in them.”

Pam Case is the director of ThePC Support Group, based inRainhill, which began in 2008.

“It’s worrying that theChamber’s quarterly economicsurvey shows that employers are


IN ASSOCIATION WITH

ANDY LEACHAndy Leach is the ChiefExecutive Officer of NorthWest Business Finance,the private, not-for-profitcompany that was set upto oversee the delivery ofThe North West Fund

PLUGGING THEMERSEYSIDEFUNDING GAP

When The North West Fund openedfor applications just before Christmas2010, it put an end to two years ofanticipation and speculation aboutthe UK’s largest JEREMIE fund.

Funded jointly by the EuropeanRegional Development Fund and theEuropean Investment Bank, The NorthWest Fund is the largest of its typein the UK and amongst the largest inEurope – a £185m pot to be investedby the end of 2015 in growingNorth West businesses, with 40 percent earmarked for Merseyside.

By the end of July 2011, we hadreceived over 1,000 applications forfunding – a figure that reflects thefunding gap that exists across the NorthWest for investment of £50k to £2m.

So with a successful first eightmonths under our belts, what doesthe remainder of 2011 hold instore for The North West Fund?

All three of our sector funds –biomedical, energy and environmental,and digital and creative – are performingstrongly. And of our non-sector specificfunds, the business loans and venturefunds are the busiest, with severalinvestments apiece already completed.

But the objectives of The NorthWest Fund are not focused solelyon supporting young, early stagebusinesses. We want to build a diverseportfolio that represents a true cross-section of the North West economy.

One of the ways in which we hopeto achieve this is by working moreclosely with the banks. Where a bankis unable or unwilling to fund an entireproposition, we can step in to fill thegap. At the more mature end of themarket in particular, this represents anattractive financial solution for a growingbusiness, and we hope to completemore of these types of transactions.

So if you are a long-establishedMerseyside business and are lookingfor funding to support your growthambitions, or a banker or adviserthat would like us to look at aproposition, find out more and getin touch with our fund managers atwww.thenorthwestfund.co.uk.

28

The reopened and refurbished UK5 float-line, inside Pilkington’s Greengate Works, St Helens

Mark Parish, of GPW Recruitment

■ Continued from PageCONTINUED FROM P27

ECONOMIC DEVELOPMENT . . . ST HELENS IN ASSOCIATION WITH

going for temporary placements,rather than full-time staff.

“However, we started in theservice sector in the recessionand have done very well.

“The Chamber has a goodprogramme of training events andrunning network breakfasts.

“The service sector is alsoacting, with initiatives like thesetting up of St Helens Women inBusiness by Karen Maloney, ofRenaissance beauty.”

Ms Case startedJunction7Networking for localbusinesses to connect with eachother at monthly meetings and forcharity fund-raising.

The St Helens Business Clubhas started a linked-in group, andthere is a proposal to co-fund amagazine promoting inter-tradingand boost local residents using StHelens retailers.

“St Helens has shown retail

resilience. It’s a small town centrewith a massive suburban sprawl.

“We don’t attract big retailers,but we’ve avoided losing ourretailing, as Prescot High Streetdid with Cables Retail Park.”

Like Mark Parish, Ali Tyrernever expected to return topursue her career back home.

She is the fourth generation tocarry the department store’sname as managing director.

“I love this town and refusedopportunities to work in Londonin fashion and textile design.”

Ms Tyrer, 39, is St HelensBusiness Ambassador of the Year2011 and a very vocal member ofthe Town Centre Working Group.

Although the “least likely” offour sisters to run the business,her father, John ChristopherTyrer, thought otherwise.

“He taught me all he could, buthad a fatal heart attack in 2002.

“It’s been very hard for the lasttwo years and we’re not having agood time.

“We think we’ll get through likeprevious generations did, butthese are the toughest times.

“We’re also up against theinternet and chain storediscounting, which we can’t do.

“We also miss a critical mass inSt Helens of our kind ofbusinesses to draw people in.”

Luckily, the town is too smallfor the likes of Debenham’s, whichMs Tyrer admits would spelldoom for her business.

Tyrer’s employs 80 staff and hasan annual turnover of £3.3m.

But, after several years ofnon-growth, sales are down 1% onlast year.

“However, I’m determined notto be the Tyrer who closes thestore. We excel in customerservice hard to find elsewhere.

“Our fantastic staff are sosupportive and we’ve got a goodfinancial team. Every possiblecost is controlled, but we’ve had toreschedule bank loans.

“I’ve learned so much in this

recession, with our backs to thewall. I don’t dislike the challenge,it’s disciplining me.”

The store windows are about tobe refurbished, advertising isbeing increased and a website wasbegun three years ago.

To increase morning footfall, itsrestaurant starts a new breakfastdeal at the end of August.

Ironically, many retailers worryabout Tesco relocating from thetown centre to the new Saintsstadium, as its very handy carpark will disappear.

A decade ago, the idea of StHelens attracting tourists wouldhave been a big joke.

Less than that, in fact, thinksGary Maddock, of St HelensCouncil events team.

“Who would have thought fiveyears ago that Tom Jones, JLSand the Scissor Sisters wouldhave ever played here?” he asks.

“Haydock Park should beroundly thanked for the vision ofbecoming much more than a race

course with these big events. Theraces also are attracting thebiggest crowds in 20 years.”

The St Helens show is being“rested” so the council canfinance more town centre events

Seasonal themes are used, likespring dance events, and summerfor music and performance.

29

CONTACT US:[email protected] 100 2434

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* Liverpool Daily Post Business Awards - Green Business Award (2010)and Environmental Business of the Year Award (2003, 2005 and 2008)

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Waste ManagementExpertise

30

HOW GREEN IS YOUR BUSINESS?IN ASSOCIATION WITH

Cheshire firm helps create combined energy farmBRITAIN’S first combinedgreen energy zone has beencompleted after a Cheshirecompany connected the UK’slargest solar farm to thenational grid.

Power from the adjoiningsolar and wind farms on thesite will now supply theequivalent of at least 4,000homes for at least the next25 years.

The renewable energyfarm became possible after

Cheshire-based firm BlueEnergy agreed a deal tocover the equivalent of eightfootball pitches withphotovoltaic panels.

Power from the 23,000solar panels – more than anyother UK solar farminstallation – begansupplying electricity lastmonth, in advance ofgovernment changes tofeed-in tariffs.

The photovoltaic plates at

Westmill Solar Farm, inOxfordshire, mounted at aheight of three metres on68km of steel, supply anoutput of nearly 5 MWp ofenergy.

Installed at a cost of £12m,they are capable of powering1,500 homes, beforeaccounting for electricitygenerated by the fiveadjacent wind turbines,erected in 2008.

Chris Dean, managing

director of Blue Energy,said: “To complete the UK’slargest solar energy farm insuch a short period of timeis a tremendousachievement.

“We have workedsuccessfully with severalother partners around theclock to finish this uniquesolar project, before theGovernment’s deadline putsan end to projects of thisscale.”

St Paul’s designed to cut energy costsLiverpool’s newest commercial schemecomesout on top in20-year comparisonLIVERPOOL’S latest officedevelopment – No 4 St Paul’sSquare – is much more energy-efficient than other commercialbuilding from just 20 years ago, astudy has shown.

Developer English Cities Fund(ECf) commissioned the researchwhich compared the energysavings of the scheme to that of atypical 1990s commercialdevelopment.

It showed that the savings over10 years on a typical floorplatewould total £244,815 – a saving of57% on the older property.

St Paul’s Square offers more

than 100,000 sq ft of Grade A officespace in the heart of the city’scentral business district.

Sustainability features at thebuilding include the distinctiveglass fin, which has been designedboth as an architectural featurebut also to provide solar shade tothe building.

The building also incorporatesan air-sourced variablerefrigerant flow heating andcooling system, which providesmore than 15% of the energyrequirements.

The combination ofsustainability and low-energy

technologies included within thedesign and construction of thebuilding has recorded a 22%improvement over the targetemission rate set by the 2006Building Regulations.

No 4 has also become the firstbuilding in Liverpool’s centralbusiness district to be fitted witha sedum roof, with the 213 sq mmatting absorbing rainwater,boosting the insulation propertiesand helping filter out pollutants.

Other features in the waterconservation strategy include thefitting of water-efficient taps, lowflush toilets, leak detection and

monitoring systems. ECf is a jointventure between MuseDevelopments, Legal and Generaland the Homes and CommunitiesAgency.

Darran Lawess, developmentdirector for Muse Developments,said: “No 4 St Paul’s Square hasset new standards in terms ofarchitecture, design and quality.

“The recent study proves thatthe building also offers occupiersa whole host of sustainablefeatures that are cost-effective inthe long term.

“The building, which will offer57% return in energy costs

compared to the 1990s, is the onlybuilding in the North West to doso.

“No 4 St Paul’s also overlooksthe stunning granite landscape ofSt Paul’s Square, which provides afamily of four buildings that areall sympathetic to Liverpool’sarchitectural past and create adistrict that has transformedLiverpool city centre and put it ona level playing field with othercities in the North West.”

ECf ’s portfolio has broughtforward regeneration schemes inLiverpool, Salford, Wakefield,Canning Town and Plymouth.

One of the floorplates inside No4 St Paul’s Square, in Liverpool – developer ECf claims the building offers huge energy efficiency savings

Blue Energy installing the panels at the site

31

HOW GREEN IS YOUR BUSINESS?IN ASSOCIATION WITH

Red tape gets in way of going green, say small firmsSMALL businesses believegoing green can boost theirbottom line – but see taxand red tape as majorbarriers to becoming moreenvironmentally friendly,according to Forum ofPrivate Business research.

Just 10% of businessowners responding to theFPB’s latest environmentalpanel survey have done

nothing to reduce steeputilities costs, while 41%have streamlined businessprocesses, 28% havereduced energy usage andthe same number haveembraced more energy-efficient equipment.

While 77% ofrespondents disagree thatbeing green is impossible inthe present economic

climate, 52% argue thatgreen taxes inhibit theirability to invest in reducingenergy use and 75% believethat environmentallegislation focuses on theneeds of larger businesses,rather than small firms.

In all, 52% of the smallbusinesses surveyedbelieve they cannot becomemore environmentally

friendly until they are ableto be more profitable.

The FPB’s chiefexecutive, Phil Orford,said: “We need betterinformation about thechoice of support andequipment that isavailable, and incentivesto help business ownersembrace environmentalprocesses.”

Phil Orford,chief executiveof the FPB

Entire building is recycledTheHeath reuses97%of demolished former scienceblock as rubble saved from landfill

THE Heath Business andTechnical Park, in Runcorn, hassucceeded in recycling almost anentire demolished building.

As part of the ongoingdevelopment of the park, a former50,000 sq ft science block – a50-year old survivor of the ICI era– has been knocked down.

And The Heath has managed torecycle 96.5% of the rubble.

The three-storey Block 7 hasdisappeared from the landscapeafter a mammoth effort that sawthe entire concrete structurecrushed and reused on site.

In addition, thousands oftonnes of metal and wood havebeen saved from landfill by beingearmarked for recycling.

And the entire demolitionprocess was carried out without asingle accident or environmentalincident being reported.

In total, 1,962 man days werecompleted without a single healthand safety issue.

The challenging assignmenthas been overseen by the onlywoman involved in the project –Helen Schoelzel, safety, health andenvironment manager of SOG, thebusiness park’s owner andmanager.

Helen, a corporate member ofthe Institution of OccupationalSafety and Health (IOSH), hastaken charge of the SOG team, aswell as all specialistsub-contractors involved in thework.

She said: “We set a number oftargets when we began thisproject, including a 100% recordon health and safety, andminimising the amount ofmaterial that would need to go tolandfill.

“We’re really proud to haveachieved success on both fronts.The Health and Safety Executivehas been informed of ourincident-free record as a positiveexample of a successfully runproject.

“We’re also pleased with thelevel of recycling that we haveachieved in this process. It feelslike Block 7 is still on site – justnot as we knew it.”

In recent years, the block hadserved as part of The Heath’sresearch and technologydepartment, providingaccommodation for as many as 10of the 175 companies andorganisations based on site.Helen Schoelzel, safety, health and environment manager of SOG, pictured during the demolition process

32

PROFESSIONAL SECTORS IN ASSOCIATION WITH

Combined teamLiverpool law firm’s corporate financedivision looksWHEN Liverpool law firmBrabners Chaffe Streetestablished a dedicated in-housecorporate finance team in 2002, itraised a few eyebrows in theprofessional community – andprobably still does.

The idea of having a team ofaccountants within a law firmwas certainly unusual, and hasstill not been copied elsewhere inthe city.

However, the firm has stuckwith the team even during therecession and late last year it setup a separate division –Brabners Stuart – following amerger with long-establishedLiverpool corporate financefirm, the Steve StuartPartnership.

And, in July, the firmsuccessfully poached one of the

city region’s biggest corporatefinance hitters – Paula McGrath– from accountancy firm PKF tobecome a partner.

The economic environmentcontinues to be tough, but so farthis year the team has alreadyoverseen the completion of sevendeals worth a total of £21m.

This included the sale of aWidnes-based specialist metalcoatings business – MerseysideCoatings (MCL) – which hasworked on many high profilestructures such as the O2 Arena,Ascot and Aintree Racecourse.

A combination of the recessionand a significant bad debt meantthat the business was faced withadministration.

Brabners Stuart and BrabnersChaffe Street were approached toassist the management team to

acquire the business assets in apre-pack administration so thatthe business could continuetrading.

The deal was completedquickly and 44 jobs were saved.

Brabners Stuart partner, JonElse, said: “That was a deal wewere very proud of.

“We are finding the market ismuch better this year than it waslast year.

“It is still not easy findingfinance. That is particularly truefor sub-£2m deals.

“However, there is money outthere if the structure of the dealis right. It is still possible to getbank finance.

“There is the new North WestFund, but it won’t fund MBOs oracquisitions.”

Both Mr Else and Ms McGrath

Brabners Stuart partner Jon Else says the law, manufacturingand healthcare sectors have the potential for deals

THE SHARPERINVESTOR

Nigel Hibbert,Partner at CheviotAsset Management,Liverpool

Spend or cut? NIGELHIBBERT reflects on US andEuropean reactions to the debtcrisis.

IT’S almost four years sincethe downturn began, andpredicting when the world’stroubled economies will shiftinto some sort of sustainedrecovery continues to vex thebrightest minds and the mostpowerful boardrooms.

Forecasting the end ofanything can be a big call,and we are talking aboutarguably the deepest globalrecession since the 1930s.

For the hasty and unwary,it comes with the risk ofmaking the prophet soundlike Harold Camping, thereligious broadcaster whotold his 200m followers thatan apocalypse would occuron May 21 thisyear (I’mafraid we’renot out of thewoods hereeither – he’sapparentlyrevised hisforecast toOctober 21).

It’s been acuriousrecession,marked by thecollapse ofmajorfinancialinstitutionsand numerous high-profileretailers.

Yet, until quite recently,when inflation started to bite,for those in employment ithas broadly been business asusual and there have evenbeen upsides, such as lowermortgage costs.

Anyone trying to predict aresolution to the turmoil inEurope and the United Statesis presented with twodifferent approaches tobeating the downturn.

In Europe, the reaction hasbeen led by severe austeritymeasures.

The US, meanwhile, hasstruggled to agree a go-for-growth rescue package that’sended up looking like a fudgeof spending and tax cuts.

Big recessions can havestaying power: it took the UK

about seven years to make afull recovery from the GreatDepression.

The pessimists point to theglobal nature of the presentdownturn and the factEurope is mired withproblems, not the least ofwhich is a sovereign debtcrisis.

What will recovery looklike?

The modest upturn thathad begun in 2009 did notreach take-off velocity.

That’s certainly related tothe unresolved problems inthe banking sector – a lot ofnon-performing assets thatare bringing down bankbalance sheets. This couldtake years to play out.

There's also the sizeableissue of Britain's householdconsumer debt problem

which, in relativeterms, is thesecond worst inthe developedworld.

The assumptionof some growth iskey to theausteritymeasuresachieving theirgoal – without it,we won’t get fardown RecoveryRoad.

So it’s a concernthat thesignificant

number of tools alreadydeployed have done little toboost output.

That said, there arereasons for optimism.

A weak pound has madeBritish products cheaper,helping exporters, andunemployment rises havebeen smaller than forecast.

The Libor rate (notionallya measure of bank trust) hasalso fallen back to pre-crunchlevels, and there’s no doubtthe markets haveacknowledged the Coalition’sefforts to tackle the deficit.

One is left to deduce thatthe market has alreadypriced in a return torecession, but, as HaroldCamping might wellappreciate, predictions ofdoom and gloom are notalways borne out in reality.

‘Growth iskey to theausteritymeasuresachievingtheir goal’

33

PROFESSIONAL SECTORSIN ASSOCIATION WITH

is the real dealtomaintainmomentumwith£50mpipelineare confident that the deal-making momentum of the firsthalf of the year can be continuedin the months ahead.

Over the next couple of years,the firm has identified potentialdeals with a total value of up to£50m.

Ms McGrath said: “Thelonger-term pipeline is lookingvery strong. Up until recently,there was a lack of activity in themarket, but we carried ontalking to people.”

Mr Else added: “A new lawcomes into force in October thatwill allow non-lawyers to ownlaw firms, and we think thatcould lead to some deals.

“We also see potential in themanufacturing and healthcaresectors.”

Mr Else was promoted to

partner at the practice at thesame time as the hiring of MsMcGrath.

The 34-year-old qualified as achartered accountant withPricewaterhouseCoopers beforejoining The Steve StuartPartnership in May, 2003.

He has worked with clientsacross a number of sectorsincluding logistics, food,professional services, supportservices, manufacturing andengineering.

At the time of his promotion,he said: “Today is a landmarkday in my career and I amabsolutely delighted to bepromoted to partner at a veryexciting time for BrabnersStuart.

“The benefits of the mergerwith Brabners Chaffe Street are

really now starting to show andthis, coupled with the recentupturn in market activity, shouldmean that the team advises on anumber of significanttransactions over the next 12months.”

Ms McGrath, 42, spent fiveyears at PKF. She had previouslyworked for Ernst & Young andBDO Stoy Hayward, andestablished herself as one of theleading players in the NorthWest corporate finance market.

She said: “Brabners Stuartbrings together the best in theregion’s corporate finance andlegal advisory experts.

“I have worked with Steve(Stuart) and other members ofthe team before, and know thatthey really do have good peoplethere.”

BrabnersStuart partnersJon Else, PaulMcGrath andSteve Stuart

LEGALLYSPEAKING

With Jonathan Berkson,Commercial LitigationPartner at Hill Dickinson

QI READ that there

was a major rulingrelating toarbitrations recently,but am unsure of the

details. What do I need to beaware of as a business personwho is interested inalternative disputeresolution?

AHILL Dickinson

recently won a majorcase in the SupremeCourt, resulting in alandmark legal

decision that will allowfreedom of choice when itcomes to the selection ofarbitrators and will assist inattracting more disputes tobe dealt with, in England, byway of arbitration, in thefuture.

Arbitration provides analternative form of disputeresolution and avoids theneed for courtaction.

It isbecoming amore popularmethod ofdisputeresolution inthe commercialworld,appealing toeveryone fromlargecompanies tosmall businessowners whowish to havetheir disputes dealt with inprivate and on their terms.

The selection ofindependent arbitrators –individuals freely chosen bythe contracting parties tohelp settle a dispute outsideof the courtroom, is key to asuccessful arbitrationprocess.

Last year, the Court ofAppeal, controversially ruledin the Jivraj v Hashwanicase, that a clause stipulatingthe need for arbitrators tohave a specific religion, wasinvalid on the grounds ofdiscrimination.

The arbitration agreementbetween the two partiesinvolved contained a clausewhich specified that theappointed arbitrators berespected members of theIsmaili (a denomination ofIslam) community andholders of high office withinthat community.

It is this clause that theCourt of Appeal renderedvoid.

Hill Dickinson challengedthis decision, on behalf oftheir client, Nurdin Jivraj,by taking the case to theSupreme Court.

Taking a case to theSupreme Court was apleasure, where the staff andfacilities are second to none.

Here, in the highest Courtin the country, it wasunanimously decided thatthe Court of Appeal decisionwas wrong in ruling theclause invalid, and as such,the decision was overturned.

The Supreme Court rulingbrought a collective sigh ofrelief from the internationalarbitration community,which had fully supportedHill Dickinson’s appeal.

There was a fear that, ifthe decision was not

overruled,numerousexistingarbitrationagreements andappointmentswould be calledinto question.

It would alsohave had asignificant impactupon the draftingof futurearbitrationclauses andbusinesses mayhave thought

twice about arbitrating inEngland.

The Supreme Courtdecision, ultimately meansthat, if you are involved in anarbitration, as a disputingparty, you will have freedomof choice when deciding whoyou want to appoint asarbitrators.

This will be welcome newsto businesses and individualsalike, as it not onlysafeguards arbitrationagreements that you mayhave already entered into,but also ensures thatarbitration remains a fairand viable method ofalternative disputeresolution.

The decision of theSupreme Court has restoredthe legal landscape for thebetter and safeguardedEngland’s position as aninternational leader in thepractice of arbitration.

‘Arbitrationprovides analternativeform ofdisputeresolution’

34

KNOWLEDGE ECONOMY

Microwave breakthroughLiverpool JohnMooresUniversity is piloting a systemcapable of producing fuel fromwaste

ANEW system

developed by a team atLiverpool John MooresUniversity (LJMU)could commercialise

technology that can makebiodiesel from used oil and whichis quicker, cleaner and cheaperthan conventional technologies.

Using simple microwave power,even highly degraded, previouslyunusable waste feedstocks will becapable of treatment, includingwaste from the kitchen sink.

The system could be exportedaround the world and benefiteveryone from householders andbusinesses who could sell theirused oil products for conversionto biodiesel, to farmers in remoteareas who could make their ownprecious fuel at a fraction of thecost.

The biodiesel created could beused in a variety of applications,from road transport to combined

heat and power facilities infactories, hospitals and futuresustainable houses.

It is estimated the process couldsave 20,000 tonnes of oil each year,equal to about 80GWh ofrenewable electricity, worth £8m.

LJMU’s team at the BuiltEnvironment and SustainableTechnologies (BEST) ResearchInstitute, led by Prof AhmedAl-Shamma’a, is working withLongma Clean Energy andXpertRule. BEST director ProfAl-Shamma’a said: “Biofuels forroad transport and combined heatand power applications are animportant component in themitigation of climate change.

“Feedstock is a limitedresource, so it is essential that weuse waste materials whereverpossible.

“Our niche microwavetechnology will have wideapplication both with directly

related bio-refining reactions, andwithin the wider chemicalprocessing market. It can also beretrofitted into current systems.”

A prototype system has beendesigned, built and evaluated byindustrial partners, and ProfAl-Shamma’a said: “The mainadvantages of this system is itslow use input of energy, it has nowaste by-product and is a fractionof the size and capital cost incomparison with currenttechnologies.”

He explained currenttechnologies need new oil to makebiodiesel, which has contributedto increases in the price of foodcrops as an alternative source forbiodiesel.

The main elements ofproducing biodiesel require oil,which must be broken downthrough the use of solvents, and aheating process which currentlyuses a great deal of energy, adds to

the expense of the whole process,and is also time consuming.

Prof Al-Shamma’a explained:“You have to heat it up and thenlet it settle.

“In the university, we focus onthe main elements, but we usewaste vegetable oil from cooking,or restaurant waste.”

He also revealed that the LJMUprocess can vastly reduce the useof solvents.

“The current ratio is from 10-,to 30-to-one. Our ratio is one-to-one, solvent:oil.”

His team has devised a“reactor” which uses normalmicrowave oven power to treat theingredients.

He said: “The process can becontinuous, or batched, asrequired by the industry.

“The main innovation is theuse of the microwave reactorwhich can heat both oil andsolvent much quicker than the

conventional methods. Forexample, normal heating wouldneed 1,000 watts of power, but withthe microwave you need just 100watts, so it is a lot cheaper thanconventional biodieselproduction.

“Also, the output is muchcleaner and available at a lowercost.”

He said the reactors his teamhave developed could easilyproduce anything between 10,000litres and 50,000 litres of biodiesela week.

“For example, a farmer putswaste oil into the reactor, and itlooks after itself.”

The system would also enablehouseholds or businesses, such asrestaurants or chip shops, to selltheir waste oil.

“We could take away waste oiland pay households for it.Households could sell old oil andwaste oil and, just like the council

Research at Liverpool JohnMoores University to turn dirtyoil into biofuels – AlexStavrinides works with the oils

35

KNOWLEDGE ECONOMY

drives biodiesel productionoil and feedstocksusing a fractionof thepower and resources,writesNeil Hodgsonpicks up waste bins, householderscould leave oil out in specialcontainers.”

Another big cost benefit wouldbe cleaner water and wastewatersystems with less cooking fats andused oil clogging up pipes.

Prof Al-Shamma’a said:“Currently, it can cost £100 perlitre to clean water.”

Figures produced by his teamon the system’s environmentalbenefits claim that, in the GreaterLondon area alone, £5m is spenteach year on cleaning fats fromsewers.

A reduction would also cutlevels of CO² gas from fats thatdegrade into methane in thesewer system.

The project could provide awide range of environmental andeconomic benefits, includingcutting UK petrol and dieselimports which would reduce CO²emissions from transportation.

Prof Al-Shamma’a saysincreasing production of bio-fuelswill result in a decrease ingreenhouse gas emissions fromtransport, enhance fuel securityfor the UK, and offset rising highoil prices by substituting, orblending petrol or diesel withsolvents such as ethanol.

In addition, far lessagricultural land will be requiredto grow feed crops for conversionto biodiesel,

Fast-growing perennial crops,like short rotation woody cropsand tall grass crops, could beused.

These can also be grown in avariety of soils and, due to theirextensive root systems, canprevent erosion and increasecarbon storage in the soil.

The team believes this willfurther help avoid conflicts ofland use for food and feedproduction.

Realisation of the project isalmost tangible after aninvestment group of WestMidlands venture capitalists,known as Green Frog, raised up to£15m to build a prototype systemwhich is being tested andevaluated both in the laboratoryand at a small business in theMidlands.

Prof Al-Shamma’a believes thiscould take two years, followingwhich a spin-out company wouldbe formed by the university.

He said: “We will stay with theuniversity and keep the sameteam, but the knowledge of theuniversity will be transferred intothe company.

“It could involve a bigconsortium. But we will have thepool of knowledge in one pot.”

He said the project is ideal forexport and one model involvesselling a reactor to a group offarmers, or a single farmer, who

could take energy crops fromfarms within a 50 kilometresrange and produce “a substantialamount of additional income tofarmers”.

Employment in rural areascould also benefit.

A study by Germany’sWuppertal Institute for Climate,Environment and Energy claimsthat when biofuels reach 1% ofthe fuel supply in Europe, theindustry is expected to havecreated between 45,000 and 75,000jobs, mostly in agriculture.

Prof Al-Shamma’a said theproposed technology is expectedto generate sales of about £100mby 2015.

The university is already intalks with a range of localmanufacturers who could helpbring the technology to market.

Ellesmere Port-based metalscompany Stopford Projects couldbuild the reactors.

It provides design and projectmanagement services to industrythroughout the UK and across theglobe, and boasts specialist skillsin a range of market sectorsincluding petrochemical and bulkchemical, fuel storage anddistribution, fine chemicals andpharmaceutical, biotechnology,and renewable energy.

Prof Al-Shamma’a added:“LJMU School of Engineering hasa strong link with a company inBirkenhead, Heap & Partners,who have links with Americancrops giant Cargill, who we couldtalk with at a later date.”

Heap & Partners says it is oneof the “UK’s leadingmanufacturers and distributors offluid control equipment”.

Its links with Cargill, one of theworld’s biggest private companiesand which has an office atSeaforth Grain Terminal, wouldbring access to feedstock sources.

Professor Ahmed Al-Shamma'a checks an oil sample as part of his research

36

THE NETWORKER

THE BUSINESS LISTTUESDAY, SEPTEMBER 6 MUSEUM OF LIVERPOOL, PIER HEAD, LIVERPOOL

Liverpool city region businesses will be urged to consider more export opportunities at a free Chamber and UKTI seminar

Chester Racecourse

Wednesday, August 31Downtown Liverpool in Businessis holding a debate called TheBeautiful Game – the Business ofFootball, on whether or notfootball is now toomoney-dominated and has losttouch with its roots. On the panelwill be Liverpool FC managingdirector Ian Ayre and Everton FCchief executive Robert Elstone,as well as Andy Anson, the chiefexecutive of Kitbag, and LorraineRogers, non-executive directorof Tranmere Rovers FC.

The venue for the debate isthe Hilton Hotel, in Liverpool citycentre, from 8.30am to 10.30am.

Wednesday, Sept 7Marketing Research forExporters is a course designedto encourage the development ofa structured, objective approachto international businessdevelopment, emphasising theimportance of effective researchin achieving export success.

The workshop, hosted byLiverpool Chamber ofCommerce, includes how toselect the next export market,field research, and using theinternet as a research tool.

The venue is the chamber’sOld Hall Street offices, from 9amto 5pm. Chamber members pay£200 and non-members £250. Tobook visit Liverpoolchamber.org.uk

Friday, September 9The latest 60 Really UsefulMinutes session is to helpbusinesses understand Controlof Substances Hazardous toHealth Regulations, Provisionand Use of Workplace Equip-ment Regulations and Reportingof Injuries, Diseases and Danger-ous Occurrences Regulations.

Held at Liverpool Chamber ofCommerce, between 9-10am, itis free to members and priced at£5 for non-members. Book on-line at Liverpoolchamber.org. uk

Fri-Sat, Sept 16-17More than 40 seminars havebeen arranged by Marketing

Cheshire as part of the CelebrateCheshire event aimed at localbusinesses, students andresidents. Participants

include the NationalApprenticeships Service and theManufacturing Institute lookingat subjects such as ExploitingInternational Markets, Improvingthe Manufacturing bottom lineand Investment opportunities inChester and Cheshire.

The seminar programme on“Business Friday” is supportedby a host of activities on the“Opportunity Saturday”, whichis specifically designed toshowcase the leisure andemployment opportunities thatCheshire has to offer andincludes a “Giant ScrapheapChallenge” where attendeeswill have the opportunity tobuild and parade theirnewly-created Giant aroundthe racecourse. Team

members for this will be

recruited on the day fromattendees.

The venue is ChesterRacecourse, and organisers areencouraging people to register

for this free programme online atwww.celebratecheshire.co.uk asnumbers are limited and placesare allocated on a first come firstserved basis.

Tuesday, September 20Meet and East @ Hotel Indigo’sMarco Pierre White Steakhouse.Liverpool Chamber ofCommerce’s Platform lunch hasa new name and a new format.Those who attend for a tastylunch and energetic networkingsession are guaranteed tointroduce themselves and theirbusiness to 16 other businessowners and managers.

Venue, Hotel Indigo, ChapelStreet, 12.15-2.30pm. Members£25, non-members £30. Book atLiverpoolchamber.org.uk

A FREE seminar toencourage morecompanies to exporthas been organised byLiverpool Chamber ofCommerce and UKTrade and Investment(UKTI).

Elena Encisco,chamber international

trade executive, said:“Exports are rising, butnot at the pace weneed for a rebalancingof the UK economy.

“Net exports need tobecome the mainengine of Britain’seconomic recovery.While low interest rates

and a competitivepound help exportingcompanies, notenough companies areexporting.”

The event, at thenew Museum ofLiverpool, will examinethe benefits ofexporting and provide

solutions and casestudies.

Along with talks fromUKTI and localbusinesses, PhilBlything, of Glow NewMedia, will provide aninsight into reachinginternational marketswith digital marketing.

There’s also aquestion and answersession.

The event runs from8-10.30am. Book atwww.liverpoolchamber.org.uk, [email protected] or call0151-227 1234.

Marco Pierre White

SPONSORED BY MATCHDAY HOSPITALITY AT EVERTON0151 530 5300

37

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38

Venue: Blakes,Hard Day’s Night Hotel,Victoria Street,Liverpool L2 6RRTel: 0151 236 1964harddaysnighthotel.com

THE NETWORKER

BUSINESS LUNCH

DETAILS

Blakes, in the Beatles-themed Hard Day’s Night Hotel, in Liverpool city centre

TonyMcDonoughmeetsMarkChadwick,CEOof LiverpoolCityRegion:Business&Professionals

AFEW years

ago, whenLiverpool’sBeatles-themed HardDay’s NightHotel wasunder con-struction, I

interviewed the developer behindthe project.

He told me that during everystep of the design and buildprocess they were having toconsult closely with Apple Corps,The Beatles’ record label.

Apple has a reputation forfiercely protecting The Beatlesbrand.

So the developer had to ensurethe concept was understated andtasteful, rather than ostentatiousand tacky, lest the Fab Four’sm’learned friends sue them todeath.

There was also a goodcommercial reason for not hiringJohn Lennon-lookalike bellboys.

To succeed, the hotel had toappeal to a wider up-marketaudience and not just Beatlesdevotees. I had this in mind as Imade my first visit to the hotelsince it opened for lunch at itsin-house restaurant, Blakes.

Joining me was MarkChadwick, chief executive ofLiverpool City Region: Business &Professionals (LCR), a not-for-profit community interestcompany.

It has been set up as anorganisation to promote theinterests of the city region’sbusiness and professional andfinancial services sector.

It will directly rival thelonger-established ProfessionalLiverpool (PL), of which Markwas formerly chief executive.

Earlier this year he dismissedPL as a “part-time, pro bonogentlemen’s luncheon club run asa hobby”.

However, today he prefers tofocus on the future of LCR, whichwill have its full launch in thenext few weeks following a “softlaunch” in the spring.

“There are five planks to ourstrategy,” said Mark. “They arebusiness, lobbying,networking, promotion andresearch.

“We have to be all things to alldifferent types of members. Smallmembers will be mainlyinterested in improving theirbottom line throughintroductions.

“Middle-sized members willalso have that requirement but

they will also want to buildrelationships with the largermembers.

“Our larger members will takea more longer-term strategic viewof the need for our sector to bemanaged by an independentbody.”

Until its grant was withdrawnlast year, PL was dependent on theNorthwest Development Agency(NWDA) for 80% of its funding.

Mark says it is “liberating” notto be tied to the public sector atLCR, but insisted the NWDA wasa force for good in the region.

“Most of my time can now bespent building the organisationbecause I am not having to reportregularly and rigorously to publicsector paymasters,” he added.

“On the other hand, the NWDAwas a real benefit to theprofessional and financialservices sector.

“They helped shape a strategyfor the whole region and ensuredthe Manchester agenda was notoverbearing.

“What I am trying to build hereis a micro-version of that NWDAmodel.”

The Liverpool city region doeshave strengths in the sector – inprivate wealth management, forexample – but Mark admits thereare challenges to overcome whentrying to attract blue-chipcorporates to the region.

He said: “I think The MerseyPartnership has done a great jobin difficult circumstances.

“One of the issues is when amajor investment opportunitypresents itself in the UK, it tendsto go up the spine of the country –London, Birmingham,Manchester, Leeds and Glasgowor Edinburgh.

“Liverpool can be at a dis-advantage because it is not onthat initial path. However, inrecent years, we have madetremendous progress in changing

that throughCapital of

Culture, theShanghaiExpo andthe

London Embassy which has beena great success. When people cometo Liverpool now for the firsttime, it really blows their minds.

“We were involved in a lunchheld at the Embassy forinvestment bankers and theyshowed a genuine interest incoming to have a look atLiverpool.

“However, it takes time and wehave to be patient. You cannot getGoldman Sachs to relocate 4,000jobs to Liverpool overnight.

“We have to be smart.”There are plenty of pictures of

The Beatles and other famouspeople on the walls on Blakes, butthe theme isn’t too much in yourface and after a while you feel like

you could be sat in anyup-market city centre

eaterie.The restaurant

offers an a la cartemenu and also the

set “All you need is Blakes” menu,which offers two courses for £9.95and three courses for £13.25.

We go for the two-course optionand both order exactly the samethings. For starter, we have thechicken and chorizo terrine, fruitchutney and crisp breads.

This was a wonderfully freshand tasty dish and the chickenand chorizo was a perfectcombination.

“The starter was fantastic,”said Mark. For main course, weboth had the pork steak, potatoLyonnais, sauteed cabbage andmustard sauce.

Added Mark: “The pork wasexcellent. The dish wasn’t toorich, which it can be in thesetypes of restaurants sometimes.

“It was tasty, fresh andbeautifully cooked.”

Blakes is not a cheap lunch ifyou’re dining from the a la cartemenu, so the set menu does offer

excellent value. Given its centrallocation, I was surprised not tosee a few more diners – onlyanother three or four tables wereoccupied while we were there.

But it was a nice day, so maybepeople were out enjoying thesunshine.

The service was excellent. Staffin some up-market restaurantscan sometimes be overbearing oreven fawning, but at Blakes it wasall done with quite and friendlyefficiency.


Mark Chadwick – fiveplanks to our strategy

39

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40

ALISTAIRHOUGHTON

THE NETWORKER

. . . in which our hero gets a sniff of agood story – as well as honeysuckle,lavender, and a gin with a ‘male bias’

IT WAS too early to drinkspirits, so we had to make dowith sniffing the bottles.

One day this month, Itravelled to the Greenall gindistillery in Warrington andto the Cains brewery inLiverpool – all for you, dearreader. And, despite what

you might think, I managedsuccessfully not to have a drink ateither business.

I started off at G&J Greenall, out inthe wilds of Birchwood.

For those who don’t know,Birchwood is a 1960s vision, a part ofWarrington New Town. It is a park citythat, unlike Skelmersdale, feels oddlyempty for a place where thousands ofpeople live.

Main roads buzz with cars, butpedestrians are sent on footpathslooping through woodlands and roundthe back of industrial estates, isolatedfrom traffic and from the fenced-offhomes and businesses. It feels like asci-fi universe where you’re wanderingthrough a city – and you know there’sa city there – but everything, always, isjust out of reach, and all you can hearare your own footsteps and the soundof distant traffic.

Unless you do what I did, and takethe bus.

And, after a twisting ride alongcircuitous roads, I faced a march alongsome damp verges to my welcomingdestination, Greenall.

Chief executive Christian Rose was awarm host, happy to talk at lengthabout the £7.5m management buyoutthat will help the company expand intothe US and Spain.

His walls were adorned with imagesof the botanicals that flavourGreenall’s gin, and bottles abounded.

“It’s probably too early in the day tohave gin,” he said. Unfortunately, hewas correct – it was lunchtime and weboth had work to do that day.

“But have a nose,” he added,unscrewing the top and inviting me tohave a sniff.

First was Greenall’s, a classic ginawaiting a tonic. Next came Bloom, theupscale brand on which Greenall’s ispinning so many hopes.

“What you get there,” he said, “ishoneysuckle, camomile, and melon.

“A lot of people get put off by juniper.“We wanted something which was

more subtle and delicate.”The sweet floral taste was glorious –

it’s a shame that, with its limiteddistribution in posh bars and shops,it’s not something I’m likely to try toooften.

Finally came Berkeley Square, a ginaimed at male drinkers.

“Nose that,” smiled Rose, noting thebasil, kaffir lime and lavender flavours.

“It’s got a deliberate but slight malebias.”

After waving goodbye to Rose, I tooka tour of the distillery. That included a

tour of the stillhouse, on the swelteringtop floor of which, accessed by steepmetal stairs, sat sacks of botanicalsused to flavour gin.

I was encouraged to taste the juniperberries, angelica, coriander, peels,orris and liquorice that are among theflavours used in Greenall's.

Separately, they were intriguingflavours. But, as the tour continued,past the hi-tech clinking of the bottlinglines, accompanied by anotherenthusiastic member of Greenall staff,the flavours merged in my mouth tobecome, well, gin.

So, for the rest of the afternoon, all Icould taste was gin – despite nothaving had a drop.

NEXT to Cains. And incontrast to the modernhi-tech Greenall plant,Cains is a Victorianredbrick landmark,

dominating the skyline of the southerncity centre.

I was there to meet Jim Kerr, thejolly head brewer, and to discuss hisplans to develop the Cains’ range.

There was no beer for us. That’s notsurprising – if Cains staff starteddrinking any of their ample supplies ofbeer during a working day, they’dnever get anything done.

So I prepared to sit with Kerr andCains joint MD Sudarghara Dusanj,drinking coffee and discussing thefuture of the historic brand.

But, first, we had to take photos – atask which created an unexpected rolefor Dusanj.

Standing in the brewery, Kerr lookedat the metal tops of the brewhousekettles, which get naturally dustywhen the nearby grain mills areworking. “They need to be hosed downbefore the photos,” he declared.

And so he rushed to turn on a tap,leaving Dusanj gamely holding thehose to soak the metal domes, leavingthem shining and ready for theirmoment in the spotlight. There can’tbe many big company bosses whoexpect to have to hose down theirfactory as part of their day’s work.

THE next evening, it was timefor some classic networking,with bottles of beer a-plentyat both the launch of theLiverpool Tourism Guide

App and the opening night of the EastZ East restaurant – complete withPunjabi music, a Scouse curry calledScurry, exotic dancers on stilts andexotic celebrities – hello, StanBoardman!

And yet nothing, somehow, couldcompete with the fascinating andenthusiastic characters I met on a dayin the local drinks industry thatinvolved no booze whatsoever.Must be something they put inthe water.Greenall’s gin – the pride of Warrington then and now


41

42

CAROLYNHUGHES

SOCIAL DIARY THE NETWORKER

BBC Radio Merseyside’s Roger Phillips with Lord Mayor Cllr Frank Prendergast, at theopening of East Z East

Comedian Stan Boardman, with Radio Merseyside presenter BillyButler, at the East Z East opening

East Z East owner Kabir Rayman, at the openingwith Chief Executive of the Echo Arena andConvention Centre, Bob Prattey

Miss Liverpool, Amy Jackson, joins Bollywood-style dancers at the East Z East opening

Sheena Marr and Anna Mellor, of the BlackhouseGrill, with tribute act performer Andy Ellison

Blackhouse Grill general manger Alex Jarrett, withMichael Bublé tribute act performer Andy Ellison, atthe launch of the Blackhouse’s series of Tribute Nights

Jonathan Quinn, of Bespoke Bathrooms andKitchens, with Laurie Spencer, of Flowerstyle byLaurie, and Paual Brown, of View Media, at theBespoke launch night, in West Kirby

Celebrity chef Aiden Byrne, of The Collingwood,West Kirby, shows off his culinary skills at theBespoke launch night

Alison Hunter, of View Media, and Daniel Rennox,of ZeroFour hairdressing, West Kirby, at theBespoke launch night

BOLLYWOOD glamourhas arrived in Liverpoolwith the launch of amulti-million pound Indianrestaurant.

East Z East, oppositethe Liverpool Echo Arenaand BT Convention Centre,brought the sights andsounds of Asia to Liver-pool’s King’s Dock in anevening filled with Indianjazz fusion music, Tabladrummers, a flautist andfire eaters. Bollywoodactress and last year’sMiss Liverpool, Amy Jack-son, 20, was among VIPguests at the opening night.■ ONE of Chester’s moststylish bars and restaur-ants, the BlackhouseGrill, hosted An Evening

with Michael Bublérecently, to launch aseries of Tribute Nightsthat they plan to hold toentertain their diners.■ JONATHAN QUINN,proprietor of FantasyBathrooms, in Liverpool,recently launched a brandnew showroom, BespokeBathrooms and Kitchens,in West Kirby. Whilestocking a wide range ofbathroom and kitchenbrands, Bespoke Bath-rooms is a Villeroy & Bochexclusive showroom. Atthe launch party, guestswere treated to canapesand a live cooking demofrom celebrity chef andlocal restaurant ownerAiden Byrne.


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151

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2011/12 Player ofthe Month Lunches

£50 each inc VAT£350 for 8 inc VAT

(A saving of £50)

The Player of the Month lunches which provedso successful last season will start again onThursday 22 September 2011, once again hostedat the Hilton Hotel in Liverpool city centre.

These fantastic events, which provide aperfect opportunity for networking and businessentertainment, are available to purchase now witha saving of £50 to be made if you book all eightlunches of the season.

For more information or to book your place, call0151 530 5300.

Remaining Player of the Month Lunches:Tues 18 October 2011 Tues 14 February 2012Tues 15 November 2011 Tues 13 March 2012Tues 13 December 2011 Tues 17 April 2012Thurs 19 January 2012

44

£16,000,000Committed Term Funding

Bank of IrelandSole ProviderMarch 2011

Comprehensive AssetBased LendingBank of IrelandSole Provider

April 2011

£11 millionRefinance Facility

Bank of IrelandMay 2011

Sole ProviderCare Home

Development FundingUndisclosed Sum

January 2011

Sole ProviderCare Home

Development FundingUndisclosed Sum

March 2011

RANDOLPHHILL

A selection of ourrecent facilities...

Bank of Ireland UK is a trading name of Bank of Ireland (UK) plc which is authorised and regulated by the Financial Services Authority. Bank of Ireland (UK) plc isregistered in England and Wales (no. 7022885), Bow Bells House, 1 Bread Street, London EC4M 9BE.

5510110715

Ciaran McGivernRegional Director NorthTel: 0161 828 3744Email: [email protected]

Ronnie WatsonDirector, NorthTel: 0151 235 8282Email: [email protected]

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