MEMBER UPDATE
AUGUST 2020 | AUGUST 2020 PAGE | 02
CHRIS SHIRLING-ROOKE REFLECTS
Mersey Maritime is delighted to present the August edition of our Ezine. It is fair to say that it is a slightly slimmer version than last month but there is still plenty going on to report about from across the maritime industry in the Liverpool City Region. After a tumultuous few months dealing with the COVID-19 pandemic, it also possibly means colleagues have been enjoying some much needed relaxation and family time as we all look forward to the Autumn and the challenges and opportunities that are before us. And looking forward is very much the theme of many of the articles in our publication this month, both amongst the range of members that we showcase and in terms of our own activities.
We are delighted to shine a light on O’Connors Law who are our ‘Member of the Month’ this time around. O’Connors is an award-winning firm of lawyers and business advisers that blends corporate, commercial, insurance and regulatory expertise to help clients manage risks and opportunities – wherever in the world they are doing business. Another illustration of the dynamism of the maritime business services sector that we have in our region.
E Elsewhere in the publication we have our regular thought leadership piece from Western Union Business Solutions, this month focusing around the power of partnerships in business and featuring comments around a very C familiar face from the ‘Dragon’s Den’ TV series. It is particularly good to see news of new team appointments for Roxtec UK and Bathgate Business
E Finance and many opportunities within the sector around extra capacity for
I Stena Line on their busy Birkenhead-Belfast ferry route and the possibility of autonomous vessels in our waters in the near future. We hope that has whetted your appetite to read on! P
Mersey Maritime is committed to delivering a strong programme of events and activities in the run up to the end of the year. In recognition of the ongoing uncertainties that we face and the reality that many businesses are T not wholly ‘back in the office’, these events will be a hybrid of in person (socially distanced, of course!) and virtual. We think there is an appropriate
H and sensible balance to be struck between the two. Here are just a few highlights for you to be able to look forward to, attend and get involved with. For more details and registration for all these events, please visit the Mersey
G Maritime website here: https://merseymaritime.co.uk/mm-events/
Digital Face-2-Face: Tuesday 01 September, 9am to 10am (note the
U slightly different time to usual). We will be joined by Simon Reid, Head of Advanced Manufacturing at the Liverpool Growth Hub. During the session Simon will provide an update from the Growth Platform and O activity across the Liverpool City Region Combined Authority including
the Building Back Better economic recovery plan. Simon will also
discuss the development of a new Maritime & Logistics Board for the
H region, which is being led collaboratively by Mersey Maritime and the Growth Platform. T Third Global Trade Outlook Series: Wednesday 09 September, 8.30am to 10am. This is the final of our webinar events in partnership with Western Union Business Solutions and Maritime UK. I am sure members will agree that they have provided fascinating insights into the state of and prospects for international trade. This time we are fortunate to have a presentation by the Australian High Commissioner to the United Kingdom, His Excellency The Hon. George Brandis QC, together with a Q&A session with Steve Dietz the First Secretary (Trade) at the Australian Commission plus another excellent panel line up and the opportunity for a further deep dive into the state of the UK economy from Oxford Economics.
Technology and Innovation Forum: Wednesday 23 September. The latest in our series of specialist and focused forums, the TIF was launched in July 2020 and aims to explore technology advancements, opportunities and the potential for innovation across the maritime industry. This event will be a practical workshop and more details can be obtained by emailing: [email protected]
Hybrid Face-2-Face: first Tuesday in October. We expect to return our core ‘Face-2-Face’ event to a monthly feature in our calendar from October. The details of what this will look like are still being determined but there will be the option for a small number of colleagues to attend in person at the Maritime Knowledge Hub and also virtually. Watch this space!
** Hold the date! ** Second Maritime Exchange Conference: Thursday 15 October. During Maritime UK week, it is our intention to hold our second major thought leadership conference. Again, it won’t be possible to hold this event in the same way as last year, but we are looking at an innovative option for a hybrid of in person and virtual at a COVID-19 safe venue in Liverpool. Our focus will be on all the big topical issues in the maritime industry both locally and nationally at the present time and members can be assured of a typically interesting line up of speakers. More details will be announced very soon!
We are also looking to arrange a number of focused events for our Sponsor, Partner and Executive Club members with key personnel in the industry, including prominent parliamentarians. These will be by invitation only but will provide an opportunity for engagement and discussion in an environment that allows members at this level to maximise the opportunities that Mersey Maritime is able to provide. If you are interested in upgrading your membership so you can enjoy this level of engagement, please contact Ruth or Stacey in the Mersey Maritime team.
As you can see, we are robustly focused on starting to return our business back to something like the normal we had before the pandemic lockdown came into being. As you will read in a later article in this publication, Mersey Maritime is very conscious of the circumstances that its members find themselves in at the present time. The unprecedented and seismic shock that the economy has faced in recent months is bound to have an impact on us all, nobody is immune from it. But we firmly believe that our dynamic and exceptional maritime industry here in the Liverpool City Region and wider north west, can weather this storm and the uncertainty that it brings. The fundamentals of the British economy remain strong and we look forward to a steady return to growth and optimism over the Autumn months. And we have a major opportunity, particularly through the Autumn Comprehensive Spending Review, to secure major and transformational investment support into the industry here in our region. We are razor focused on that objective.
Whatever happens, members can be assured that Mersey Maritime will be ready and available to support them in any way possible. Have a fantastic September and Autumn and the whole team look forward to seeing you soon at one of our planned events, physically or in the virtual realm! | AUGUST 2020 PAGE | 04
WE MUST REMAIN OPTIMISTIC DURING CHALLENGING TIMES
There is no doubt that the last few months have seen unprecedented challenges presented and responded to in our country and across the world. The start of 2020 saw many reasons for optimism. On Brexit, the political turmoil that had gripped the country since mid-2016 appeared to be coming to an end as the UK formally withdrew from the European Union and began to chart a stable path to finding its new place in the world. Locally we celebrated all that is good about the maritime sector in the region with the biggest and most high profile Mersey Maritime Industry Awards to date. They followed the ‘Third UK-US Maritime Nations Forum’ in Liverpool which focused on one aspect of a outward looking, globally focused country in the years' ahead. And then COVID-19 struck.
The extent of the economic shock and beating that the economy took in March and April in particular, has been laid bare in graphic and stark detail. We have seen unprecedented drops in output and a retraction in the capacity of the economy not seen since the greatest depressions of the last century and, in effect, two lost years of economic activity. The latest economic analysis officially records that the UK is in recession and the first waves of substantial redundancies are beginning to be felt with unemployment rising rapidly, albeit the true extent not yet fully realised with the official statistics not necessarily reflecting the complete picture on the ground.
Doom and gloom you might say! However, this cannot and must not be the approach and mindset that we adopt. It is Mersey Maritime’s conviction that the fundamentals of the UK economy are sound, not least if you analyse the origins of the recession and consider how it is different to those which have gone before. For this recession is in effect a state sanctioned and initiated one. As Martin Beck reminded us at our second joint Western Union Businesses Solutions, Mersey Maritime and Maritime UK ‘Global Trade Outlook Series’ webinar in July, ‘There is nothing fundamentally wrong with many businesses. It was just that they had to temporarily shut down. Household finances have also held up quite well and the Government has injected a hell of a lot of money into the economy.’ PAGE | 05 | AUGUST 2020
Each of us has a responsibility to aid the economic recovery we need to see. To an extent this has already started to happen with retail sales on the rebound in strong terms and the boost this is already having beginning to be felt. This feeds naturally into a sense of optimism that is so necessary after such a seismic shock. We must get back into a position where people are wholly confident to go out and spend again and support our move back to where we were before the pandemic. The first phase of the economic response to COVID-19 was about safeguarding employment as far as possible in spite of the lockdown. The next phase, which is also a cause of optimism of itself, must seek to protect, create, support jobs and drive consumer confidence. It may take time for recovery to happen but it is a must and our sector has a crucial role to play.
Mersey Maritime: championing and supporting our industry
Mersey Maritime has a duty, indeed it is our very reason for existing, to champion, support and shout about all that is positive and possible within the maritime industry here in the Liverpool City Region and the greater north west. We have worked exceptionally hard to maintain the membership offer that we have as an organisation locally, from our largest to our smallest businesses and organisations, our presence has continued to be felt and we are proud to have done so. From the maritime business survey work we led on across the country which did a deep dive into the impact of the pandemic on local businesses, to the follow up work via the Maritime UK Maritime Business Continuity Taskforce, our region has been represented when and where it mattered most.
But there remains more to be done locally too. Recently the government confirmed £900 million of support through the new ‘Getting Building Fund’ (GBF) for investment in local, shovel-ready infrastructure projects to stimulate jobs and support economic recovery across the country. This investment is being targeted in areas facing the biggest economic challenges as a result of the pandemic. Individual allocations are awarded via Local Enterprise Partnership (LEP) organisations around the nation for a wide-ranging package of projects that will deliver a much-needed boost to the local economy. LEPs are expected to deliver the agreed projects but will have flexibility to deliver the greatest economic benefits to the area.
In total, eighteen maritime projects were supported across England but regrettably such sector specific schemes were conspicuous by their absence on that list for Merseyside, apart from early infrastructure works related to Port Salford which will allow the acceleration of a rail terminal project in that vicinity. An indirect output of this work is the accelerated delivery of commercial floorspace, jobs and the ability to link international markets through the Manchester Ship Canal which we all know is a key sustainable gateway to and from the Port of Liverpool.
We must do better than this for an industry that is worth on the very latest figures available some £4.2 billion to the local economy and supports over 52,000 jobs and that’s even before you take into account the importance of logistics which is inextricably linked to the maritime sector. Mersey Maritime will make it a priority in the months ahead, through whatever means it can, to ensure the industry on which our city and our region was built upon historically reaches its maximum potential for the future. And we have a significant opportunity for that to be the case on the immediate horizon.
Spending Review: an opportunity to bounce back
The government is embarking on its latest Comprehensive Spending Review which will be published in the Autumn. Such reviews set out the government’s spending plans for the course of a parliament and are a significant opportunity as departmental resource and capital budgets are set for a given period of time. We believe, working with our partners at a national level, that there is a strong likelihood that maritime related priorities will be looked upon favourably. After all, as one of the most significant industries in the United Kingdom and the facilitator of 95% of all trade via seaborne means, we know we have a significant role to play in post COVID-19 economic recovery. | AUGUST 2020 PAGE | 06
Encouragingly many of the themes being prioritised by the government are easily aligned to our priorities too such as:
Maximising jobs and skills to drive economic growth Levelling up economic opportunity across all nations and regions of the country by investing in infrastructure, innovation and people Closing the gap with our competitors by spreading opportunity, maximising productivity and improving the value add of each hour worked Making the UK a scientific superpower, including leading in the development of technologies that will support the government’s ambition to reach net zero carbon emissions by 2050 Strengthening the UK’s place in the world.
It is not hard to see how these themes align with what we want to see for the maritime industry in the Liverpool City Region. The Maritime Knowledge Hub project that we have long championed is all about jobs, skills and investment in people and innovation locally. We also know we have some of the most productive workers in the country; leading advanced manufacturing expertise; expanding ports which have seen major investment and modernisation in recent years; innovation thought leadership companies who are heavily involved in existing clean maritime and energy projects – people working now to be the progressive and innovative drivers of the need to deal with the climate crisis we face through the green economy which can and should see job opportunities too. And finally, as we were reminded earlier this year with the presence of HMS Prince of Wales in our historic and internationally significant city and riverfront, Liverpool is strategically placed to be THE country’s gateway for transatlantic trade as we work towards a comprehensive trade deal with our US allies.
Putting our region at the heart of recovery
The opportunities and possibilities are immense. Let’s seize this moment to chart a path through challenging economic realities, the problems that an economic retraction of unprecedented levels presents but also the chance to maximise new investment, new ideas and new innovations which have long been the hallmark of maritime dynamism and ability in our region. Mersey Maritime is ready to do all it can with that opportunity and we call upon all our partners to help us be the maritime northern powerhouse coastal community that leads the way in the wider country too. PAGE | 7 | AUGUST 2020
MERSEY MARITIME CEO HAILS ‘RESILIENCE’ OF ITS MEMBERS Article first published on 18 August 2020
Mersey Maritime chief executive Chris Shirling-Rooke has paid tribute to the “resilience” of Liverpool city region’s powerhouse maritime sector during the COVID-19 crisis.
In an online Face-2-Face webinar with dozens of the industry body’s members, Chris said Mersey Maritime had been proud to provide critical support to companies across Merseyside during the past few months.
“It has been an incredibly challenging time for everybody – not just in a business context, but on a personal and emotional level,” he said. “We recognised early on how tough things were going to be and that we were going to have to engage with our members quickly, pastoral support was the biggest thing for me.”
During the lockdown period Mersey Maritime offered a number of Face-2-Face sessions and guest speakers included industry leaders and both local and national politicians.
Mersey Maritime also played a leading role in establishing the Maritime UK ‘Maritime Business Continuity Taskforce’, which didn’t just open up lines of communication with other UK maritime clusters, but also with senior Government ministers and civil servants.
Chris said there were clear signs that Merseyside’s £4.2bn maritime sector, spread across 38 sub-sectors, was now in a position to drive recovery, adding the lines of communication now opened with Government offered the region a “once-in-a-lifetime opportunity”.
He added: “We know that the UK maritime sector is going to be a key priority for Government in the forthcoming Spending Review process, perhaps more so than ever before. Our involvement from the outset in the taskforce meant we were offered a conduit to Government and now we have to maximise this opportunity further if we want to see an influx of Government support into our city region. | AUGUST 2020 PAGE | 8
“We have to tell them clearly where we want the investment to go. And we are talking about billions of pounds. We believe there will be around a billion pounds alone invested into maritime innovation. They want to hear about specific turnkey projects. This is all about jobs and skills and the levelling up agenda.”
High on Mersey Maritime’s agenda is the Maritime Knowledge Hub, a £25m project that was first launched at London International Shipping Week six years ago. Located in Wirral Waters, it will provide a national base for marine engineering research and development as well as skills training and business accelerator space.
Chris said he was confident the project would “break ground” by the end of this year, adding: “This project is so important and it has to happen. There have been a number of setbacks and delays that were out of our control but I would like to see the facility up and running by autumn 2022.”
He told members the global maritime sector was currently worth around $2 trillion to the global economy and that this was projected to rise to $3 trillion by 2030. In the Liverpool city region it already supports more than 52,000 jobs and Chris said Merseyside was “perfectly placed” to take advantage of the projected growth. “In the last few months we have demonstrated the collective strength of the ecosystem we have created here. Currently 95% of global trade – all the stuff we use and consume every day – comes by boat so the maritime sector is only going to grow,” he said.
“I think Brexit will offer us the opportunities to trade even more with the rest of the world. We were previously worried about a Brexit wipeout but I think the impact of the COVID-19 epidemic has put that into perspective.” Chris also promised ongoing support for members as they emerged from the crisis of the pandemic. In particular, he talked about specific support around innovation from October, helping members improve their systems and processes and help them increase productivity and profitability.
“The strength of the ecosystem we have created here is now being recognised in Westminster. They now have a clear understanding of how important we are,” he said. “I believe that by working together we can really bounce forward as a sector.” PAGE | 9 | AUGUST 2020
MEMBER OF THE MONTH - O’CONNORS LEGAL SERVICES
Every now and again a business comes along that seeks to break the mould of what has gone before. This was what O’Connors sought to do in 2003.
Josh Bates, an insurance lawyer with O’Connors, explains:
O’Connors was founded by a group of senior lawyers from leading law firms who were becoming disillusioned with the traditional law firm model. The vision of brothers, Mark and Paul O’Connor, was to set up a niche law firm providing ‘best in-class’ legal advice specifically in their specialist areas - corporate, commercial, regulatory and insurance law – and when required help clients access wider legal support from other specialist lawyers.”
Josh continues, “This is very different to the full service law firm model, which by its very nature retains and distributes all work internally.”
This has been the ethos of O’Connors since its foundation in 2003. Based in The Plaza, in the heart of Liverpool’s commercial district, O’Connors’ clients include owner managed businesses who are buying, selling, or restructuring; large corporates who need legal advice relating to their insurance arrangements; and legal sector businesses who operate in a highly regulated industry and need advice in relation to their own firm’s corporate transactions or structure.
O’Connors is a highly entrepreneurial business. “Over 60% of our senior management team have interests in other businesses”, says Josh. “It is this commercial and entrepreneurial mindset that makes this team of lawyers different to most. We work with entrepreneurial and innovative businesses who are often trying to do things that haven’t been done before or that they haven’t done before.
“Our clients need to work with business-people who understand the law, not legal-people who don’t understand business.”
“We are as much business advisers as we are lawyers. We tend to have long-term partnerships with our clients. We stick by them through thick and thin. This has been central to our culture and, although it has cost us dearly at times, seeing clients successfully come through financial crashes, deep recessions and global pandemics is what floats our boat.” | AUGUST 2020 PAGE | 10
Josh continues, “In the early days of the firm, my colleague Mark O’Connor was privileged to support the founders of Mersey Maritime in setting up the organisation and we have advised on a number of the organisation’s key strategic projects since then. We are not maritime lawyers, but we deliver our services to many of those working within the maritime sector, including a number of Mersey Maritime members.”
Josh said the way the firm responded to the COVID-19 crisis and subsequent lockdown was illustrative of its general ‘be prepared’ ethos. Even before the full lockdown was imposed, O’Connors was already reorganising to make sure it was fully functioning with people working from home.
From the day you start working at O’Connors you are handed a laptop and a phone and offered that flexibility to be able to work effectively off-site. So as lockdown was beginning in March, we had already hit the ground running,” he added.
“We have all kept in touch using Microsoft Teams and I think it has actually greatly improved how we collaborate and communicate with each other. In the office there was a tendency for people to sometimes just put their heads down and get on with it. I think our communications have grown exponentially during this period.
Communication and collaboration, both internally and externally, are critical to our continued growth as a firm. Growth is, of course, important, but we have to grow in the right way. It is all about maintaining and evolving those relationships we already have and making sure we forge new relationships. The pandemic has also made us reassess our recruitment process. We no longer believe that living locally is an essential, in fact, we are currently recruiting nationally.”
Read more about O’Connors here - https://oconnors.law/ PAGE | 11 | AUGUST 2020
WESTERN UNION BUSINESS SOLUTIONS MONTHLY ARTICLE: BUILDING A BUSINESS THROUGH PARTNERSHIPS
At Western Union Business Solutions, we recognise that partnerships play a key role in allowing businesses to connect and expand their network. That is why we work closely with our partners to build relationships and achieve mutual success. The last few years one of our significant partnerships has been with Mersey Maritime.
Our collaboration with Mersey Maritime, the regional cluster organisation for the maritime industry in the Liverpool City Region and the greater North West, has been key. As businesses strive to steer towards growth in uncertain times, Mersey Maritime sits at the heart of its membership, listening to its worries and attuned to its needs. They benefit from knowledge which they share to provide deep dive empirical understanding of the sector at a regional level. With their national profile, they have also facilitated conversations between us and other players across the UK and have introduced us to many of their contacts as a trusted partner, which drives credibility and ease of working.
In addition to Mersey Maritime, Western Union have also worked quite closely with the Theo Paphitis Retail Group (TPRG) for the last several years, offering Western Union’s cross-border cross-currency services to customers of the TPRG network. This began with the Ryman group, through nearly two hundred stores and later added a further ninety Robert Dyas stores to Western Union’s family of Agents. On the B2B side, Western Union Business Solutions has a long-standing partnership with MB Partners, where it offers business FX and international payments to organisations within the MB Partners network. This partnership allows WUBS to expand its business network to likeminded organisations, especially in sports and specifically motor racing.
With Theo Paphitis being such a successful business entrepreneur and Chairman of the TPRG and MB Partners, Western Union Business Solutions decided to catch up with him in an interview to talk about partnerships and how they have played a key role for his businesses. PAGE | 12 | AUGUST 2020
The strength of partnership – Theo Paphitis’ perspective
We asked Theo what role partnerships play in his business and how important they are for him. He tells us: ‘Partnerships have always been key in all my businesses. If you look at Ryman or Robert Dyas, they are full of brands. And while we have some own-brand products, they are a tiny proportion of the business. The rest is working with brands in a partnership, for mutual benefit. We give them exposure on the High Street, put them in front of the customer, and they lend us their brilliant brands. It's very much a partnership, which means both parties benefiting. I've owned Ryman for over 25 years and I still have the same partnerships, I had when I bought the business. I have some new ones as well, but those original ones are so strong, that it's allowed us to see through recessions and still be a strong force in the High Street.’ He laughs: ‘We've got Western Union branded sneeze screens in front of all our tills, so there you are, you're in pride of place.’
To watch the full interview with business mogul and Dragon Den’s star, Theo Paphitis click here!
Achieving success through partnerships during uncertain times
As Theo Paphitis has said ‘Partnerships have always been key in all my businesses’. In recent months, this statement remained even more at the forefront as businesses navigate how to communicate and network with potential customers. With networking event and face-to-face meetings being put on hold the last few months, our partners have been the main driving factor to help initiate introduction and establish new digital communication methods. In the last few months, Western Union has been able to work closely with Mersey Maritime to arrange a three-part Global Trade Outlook Webinar Series. This has allowed us to keep consumers up to date on the current events and market outlooks through government officials, senior leaders and leading economists. This has also allowed us to support businesses with navigating currency volatility and cross-border payments. PAGE | 13 | AUGUST 2020
To attend the third and final webinar in the Global Trade Outlook Series featuring trading with Australia and the Commonwealth on the 9th September at 8:30 BST click here to reserve your place. Alternatively, check out the previous Global Trade Outlook Series here:
Click here to watch the Global Trade Webinar Click here to watch the Transatlantic Trade Webinar
These are just some of the many activities that have helped us achieve success in the recent months and have highlighted the importance of partnerships here at Western Union! To hear more about our partnerships and their benefits contact us at [email protected]
Services in the UK are provided by Western Union International Bank GmbH, UK Branch and Custom House Financial (UK) Limited (which does business under the trade name of Western Union Business Solutions. Western Union International Bank GmbH, UK Branch (WUIB) (Branch Address: 131 Finsbury Pavement, London, EC2A 1NT) is a branch of Western Union International Bank GmbH (registered in Austria, company number FN256184t, VAT Number ATU61347377, with its registered office at The Icon Vienna (Turm 24), Wiedner Gürtel 13, 1100 Vienna, Austria), which is licensed by the Austria Financial Market Authority (Finanzmarktaufsicht). Custom House Financial (UK) Limited (registered in England, Company Number 04380026, Registered Office Address: 200 Hammersmith Road, London W6 7DL) is authorised by the Financial Conduct Authority under the Payment Services Regulations 2017 (Register Reference: 517165) for the provision of payment services and is registered as a Money Service Business with HM Revenue & Customs (Registered No: 12140130). PAGE | 14 | AUGUST 2020
DEBTS AND DISPUTES IN A TIME OF CRISIS Article first published on 04 August 2020
Cashflow problems and business disputes are part of the everyday world of commerce in the best of times. In the current COVID crisis such issues are manifold.
A trio of legal experts from Liverpool law firm Hill Dickinson offered an invaluable insight into navigating your way through these uncertain times during a Mersey Maritime Face-2-Face webinar.
Legal directors, Colin Lavelle and Julie Agnew, were joined by colleague Michael French, an associate at the firm, each offering a clear and concise presentation with both a general and specific maritime focus.
Terms and conditions
Michael French opened with a presentation on minimising the risk of business disputes by ensuring clear terms and conditions formed part of any contractual agreement between a business and a customer.
“In these uncertain times business continuity can be difficult,” he said. “This is why terms and conditions are important in legal contracts between businesses and their customers… and it is important to keep them under regular review. “They can be particularly important in the maritime sector as businesses are often dealing with customers in other parts of the world and in different legal jurisdictions. Deals are frequently done via phone calls and email.”
He added that a common problem was when terms and conditions are introduced later and not part of the initial contact…”They need to be agreed at the point the contract is formed,” said Michael.
Terms and conditions, he concluded, must be “clear and robust” and there was a responsibility to highlight any potential “onerous”, whilst excluding or any “unfair” terms if dealing with consumers. He said: “Ensure your business uses a consistent process to incorporate terms.” | AUGUST 2020 PAGE | 15
Insolvency
The global pandemic has placed many businesses in a precarious position and this can be an issue both for your own business and for those who owe you money.
According to Julie Agnew, insolvency is defined in two ways – balance sheet and cashflow. The first concerns the balance between assets and liabilities but said the second, cashflow, was the more commonly used.
She explained: “The question is are bills being paid when they are due? Is your customer paying you late and is this a usual thing? If they often pay late then that may be just the way they are.”
What to look out for, added Julie, was customers who may usually pay on time are suddenly late with their payments. If the debt is large, they may approach you to ask to stretch the terms of payment over a longer period.
Key advice here from Julie is to stay on top of credit control. As soon as potential problems with customers arise, get on top of them quickly and find out what the situation is before it becomes more difficult to resolve. The aim being to minimise any impact your customers financial difficulties may have on your business.
She also talked about cash-flow problems you may be having with your own business. Once insolvency becomes an issue for your business, Julie explained, then your legal responsibilities as a director switch from growing your company to ensuring to look after the interests of your individual creditors.
“Can your company avoid insolvent liquidation – looking at this reasonably and objectively it is about not worsening the position of your creditors,” she said.
Protective measures
Taking more of a specific maritime focus, Colin Lavelle talked about how you can best protect your business interests in the event of disputes. In particular, he looked at the use of ‘liens’ and ‘ship arrest’ as means of taking security. A lien is the right to retain an item of property belonging to someone else in order to secure the payment of a debt. Colin said: “For the lien to be effective you must take possession of a property lawfully and that possession must continue to be lawful.”
Failure to ensure the possession is legal, he added, may expose you to the risk of a claim in conversion, essentially a civil action for theft of that item. A common law lien can be used to detain specific goods arising from a particular transaction; whilst a contractual lien can be used more broadly depending on the terms of the contract. For example, the item may be sold to pay the debt if this is agreed in the contract.
Pitfalls to bear in mind, said Colin include possible third-party ownership of the goods or the depreciation of the goods. Ship arrest is where you may take control of a vessel in order to secure a payment of a debt by its owner. Colin advises to explore commercial options to maximise the chances of recovery and be aware of possible expenses that may arise such as maintenance of the vessel or ensuring the welfare of the crew.
An important overall message of the webinar was that it was important to act quickly in cases of disputes or unpaid debts and that it was often better to seek consensus and agreement rather than confrontation.
Read more about Hill Dickinson LLP here: https://www.hilldickinson.com/ | AUGUAT 2020 PAGE | 16
BROOKES BELL GIVES GO AHEAD FOR DEDICATED METALLURGY, FUEL TESTING AND PAINT ANALYSIS LABORATORY
Brookes Bell – the global technical and scientific consultancy – have announced plans to develop a high-end laboratory to deliver comprehensive metallurgy, fuel testing, paint analysis and non-destructive testing facilities.
Aimed at delivering a more comprehensive service to its maritime clients - and to support entry into new markets - the new 8,000 sq. ft facility will be commissioned in the northwest of the UK (near Liverpool) and will come on-line in October 2020. It will house an inspection and testing facility, a light industrial/engineering space and offices.
Ray Luukas, Chief Technical Officer at Brookes Bell, explains the rationale behind today’s announcement:
“For many years we have enjoyed a widespread reputation for delivering high quality maritime consultancy delivered by our team of master mariners, naval architects and marine engineers. More recently, we expanded our offer to include a range of associated scientific and technical services including metallurgy consultancy. Today, our in-house metallurgists work alongside other team members to provide our clients with more comprehensive advice on issues such as wire rope failure, container collapses, welding defects or failure of engine components. We are seeing an ever-growing demand across a wide range of industries – both on and off shore – for more technical and complex metallurgy and related services and the creation of our new laboratory will allow us to deliver that”.
Metallurgy testing plays an important role in understanding how materials behave in certain environments and, as such, is not specific to the maritime industry. With increasing demand coming from within and outside maritime, Brookes Bell sees scope for using the new testing facility to help develop business in several market segments including traditional maritime, superyachts, and the energy sector more generally. PAGE | 17 | AUGUST 2020
The laboratory will also house a new fuel-testing facility reflecting the increase Brookes Bell is seeing in fuel-related investigations and claims. Poor quality fuel often leads to extensive and expensive machinery damage. The new facility will test fuel to ISO 8217 standards to highlight substandard samples and to help identify the causes and origins of fuel- related problems.
Paint analysis to investigate causes of tank and hull coating failures will also be conducted using state-of-the-art digital microscopes and software. Coating flakes can be inspected and analysed to determine causes for a range of faults including blistering, detachment, cracking, rust formation and inadequate antifouling protection. Brookes Bell’s in-house experts will provide independent, comprehensive and accurate advice.
Ray Luukas comments further:
“As our new laboratory comes on-line, we will create a high-end metallurgical consultancy and technical unit which will include non-destructive testing as well as paint analysis and fuel testing. This type of facility is rare and we will use it to deliver value-added services to our clients as well as a driver to help us achieve our expansion ambitions”.
Brookes Bell’s new laboratory will be built in Bidston, Wirral, UK and will comprise:
enhanced metallurgy inspection and testing facilities; a modern laboratory; offices and training facilities; space for complementary services including fuel testing, non-destructive testing and paint analysis.
Read more about the work of Brookes Bell here: http://www.brookesbell.com/ | AUGUST 2020 PAGE | 18
UM TERMINALS SETS OUT AMBITIOUS GROWTH PLANS AFTER NAME CHANGE
One of the UK’s leading bulk liquid storage companies is setting its sights on significant growth over the coming years.
UM Storage has changed its name to UM Terminals, rebranded and launched a new company website. It has also put in place a strategic growth plan to build on the substantial investment the business has made into upgrading its facilities and operations.
UM Terminals operates out of 8 terminals, strategically located across the UK, handling over 40 different products.
It currently has a capacity of over 300,000 cubic metres of bulk liquid storage, but the plan is to grow this to over 400,000 cubic metres.
Product solutions include vegetable oils, industrial, food and feed, chemical, fertiliser, fuels, biofuels and base oils.
UM Terminals is headquartered in Liverpool and employs 63 staff. It is a key part of the UM Group which has a distinguished history stretching back almost 100 years.
UM’s founder, Michael Kroyer-Keilberg, was involved in bulk liquid storage even earlier than this – he constructed his first tank for the storage of bulk molasses in 1911 at Victoria Dock in Hull.
The new strategic growth plan includes three main elements: Maximising its UK capability which may include expanding existing terminals or building new ones subject to demand; Harnessing the assets of the wider UM Group which has a network of facilities in Europe and other parts of the world storing molasses but which could be used to store other products to meet the needs of existing and new UM Terminals’ customers; Looking for acquisition targets that would be a good fit with the UM Terminals business. PAGE | 19 | AUGUST 2020
The company has been working round the clock during the coronavirus crisis, meeting the urgent needs of its customers. This included partnering with INEOS to create a hand sanitiser product to meet consumer demand during the pandemic.
Bryan Davies, UM Terminals’ Managing Director, said: “While we are hugely proud of our history, we want to ensure that we still have a successful business in 50- or 100-years’ time.
“The new strategic growth plan offers an exciting future for UM Terminals with its three core elements of maximising our footprint at our existing UK terminals, looking at ways to harness Group assets in Europe and elsewhere and looking for the right acquisition opportunities.
“Alongside this, we will continue to invest year-on-year in our facilities ensuring they provide our customers with flexible and innovative bulk liquid storage solutions underpinned by the highest quality, health and safety and environmental standards.”
Bryan added: “We felt that UM Terminals and the strapline ‘Bulk Liquid Solutions’ better described the services we offer. The range of services we provide our customers with goes so much further than storage.”
More information about UM Terminals is available here: www.umterminals.co.uk | AUGUST 2020 PAGE | 20
THOUGHT LEADERSHIP PIECE FROM PADDOCK JOHNSON PARTNERSHIP ‘CREATING WORLD CLASS HOUSING’
Sometimes a disruptor is needed to transform opinion, change attitudes, and for society to truly embrace innovation. Whilst it may feel too soon to start looking at what we have learnt from the COVID-19 pandemic and too raw to look for positives that can be salvaged from the devastation left behind; those of us working in the design and delivery of accommodation for older people, can’t help but consider the ramifications Coronavirus is likely to have for the sector, and how we approach the design of projects in the future. Has the COVID-19 pandemic been the disruptor needed to change the way we look at housing our ageing population?
The current pandemic has highlighted the importance of communities across the globe. Nationally hundreds of thousands of volunteers are proactively supporting our shielded and elderly population who remain either in their own homes, care homes or other specialised elderly accommodation shut off from the outside world in a way not seen before. Whilst issues surrounding isolation, loneliness and depression amongst our elderly population were well documented before, COVID-19 has magnified the issue in a way that no one could have predicted.
Care homes which look after some of our most vulnerable elderly have been affected catastrophically whilst they balance the need to provide one to one personal care with government guidelines on social distancing, PPE supplies and additional cleaning regimes. In extra care and supported living schemes non-essential visitors were banned, communal areas closed, and external provider activities suspended, all the things designed to maintain the health and well being of residents. As the period of lockdown eases for our most vulnerable age group one cannot help but feel the casualties of COVID-19 will extend far beyond those who contracted the virus.
In May 2020, 6 weeks after the Prime Minister announced the country was in lockdown, Paddock Johnson Partnership invited a number of specialists in the field to join a virtual round table discussion, to openly share their thoughts on what is and isn’t working with the current models for elderly accommodation and how things might change in light of the current pandemic.
One Size Fits All
Since the emergence of the first nursing homes close to a century ago the essential ingredients of most elderly care homes remains relatively unchanged: residents rent a room or a bed space within a shared room and meals, care and support are provided communally. What has changed significantly in this period is the size of the elderly population and life expectancy rates. Close to a century ago the average life expectancy for a man was 60 years, today it is just over 85.6 an increase of more than 20 years. Similarly, the population of the UK has almost doubled in the last century and by 2050 it is projected that 1 in 4 people will be over 65, making the elderly a huge proportion of the housing market. | AUGUST 2020 PAGE | 21
Despite life expectancy rates increasing, the definition of ‘elderly’ has been somewhat surprisingly redefined as 55, in part due to pressures in the housing market for family homes and down sizers being seen as part of the solution. The result has been the pigeon holing of a huge section of society, with everyone over 55 being lumped in together in an approach which assumes the needs and aspirations of someone aged 55 are the same as someone age 105.
This simplistic categorization of a whole section of society is misguided and short sighted and yet it remains the predominant approach in this country. Graham Flynn from Box Clever Consulting added ‘Even within city centre PRS schemes people don’t want to be Pigeon holed by a group or demographic’ so why would people over 55 want to be.
Choice
Within the over 55’s market options remain very limited with a proliferation of low key, high cost, uninteresting new build apartment and bungalow schemes alongside tired, outdated and under maintained housing stock. Whilst there have been positive changes in the sector with new models such as extra care; ‘extra care was a game changer from traditional sheltered housing’ commented Sarah Houghton Grimshaw, Supported Housing Commissioning Manager at Torus, the full potential of these schemes is often difficult to realise through current procurement models. The size of communities created and the numbers of apartments in extra care is largely driven by the viability appraisal not what works from a social, community perspective. Similarly, hugely beneficial shared amenities such as bistro’s and cafes, which offer some of the best opportunities for increasing social interaction are often very hard to sustain and maintain as viable businesses. As Sarah highlighted ‘what commonly drives demand and style and size of extra care is cost’.
It’s not just a lack of choice of type of property but also location, again all too often assumptions about where people will want to live for the last 30 years of their lives is made by planners and developers with no real understanding or connection to the end user. There may be many people in their 60’s who would welcome the opportunity to live right in the centre of our towns and cities, to be closer to restaurants, theatres, shops and museums now they have more time to enjoy what they have to offer, and yet the presumption is that accommodation for older people should be located in suburbia or on the fringes of settlements. Manchester City Council have a policy off ageing in place but as Pam Flynn, Manchester Urban Co-housing Group, commented, ‘ageing in place policies are a good idea but retrofitting brings considerable expense.’
As a society we want people to give up their large family homes, properties they have spent years personalising and adapting and move into uninspiring featureless alternatives, often away from the place they have spent most of their lives, and we wonder why people are resistant. There are also many people who live in more modest homes who are keen to move, seeking more attractive or accessible accommodation. Asking people to shrink their horizons and narrow their expectations is unfair; we all deserve better. PAGE | 22 | AUGUST 2020
Learning from our European neighbours
You don’t have to look very far to see how things can be done differently, many of our European neighbours have a more creative approach to looking after their ageing population, whether that be through multigenerational housing, innovative schemes such Humanitas in Deventer, Netherlands where students live rent free alongside elderly residents in return for providing help to their neighbours or the design led Orestad Retirement Home in Copenhagen which is focused on providing a safe, healthy, non-clinical environment whilst at the same time being of the highest design quality. ‘Where our European colleagues do well is in designing residential above high street shops and restaurants, we need to be much more imaginative. We could reawaken our high streets and fill them during the day by having more sociallyconnected vibrant high streets’ commented Sara McKee from Evermore. Perhaps it’s a freedom from the UK’s obsession with home ownership or a more respectful attitude towards their elders, one thing is certain there is room for improvement in the UK’s approach.
Change
So, what needs to change? Firstly, we need to build better housing, not better housing for the elderly, just better housing in general, ‘By just designing for older people we are missing the trick, we need to design for everybody’, Steve Wood from Alpha Living highlighted, many of the issues faced by individuals which forces them into specialist accommodation arise out of the properties they live in not being fit for purpose as they age. An obvious example being space standards; apartment and houses sizes have been driven down by developers and house builders, with schemes frequently delivering properties below the NDSS, the result is a proliferation of homes which have insufficient space to adapt if someone needs to start using a wheelchair or requires carer visits. With the size of the ageing population increasing it will not be feasible to have everyone that develops mobility issues move into specialist accommodation, we therefore need to build housing suitable for a lifetime.
Secondly, we need to give greater consideration to the communities we are creating. Whilst it can be argued that there are economies to be had from grouping the most vulnerable elderly together, creating more diverse communities which offer different lifestyle choices and natural support networks has the potential to offer greater benefits. There will always be a place for specialist accommodation but there needs to be more options in between.
We also need to think more creatively about the locations deemed suitable for over 55’s and elderly housing. If we are to provide people with the option of growing old in the communities they know, perhaps we need to look beyond allocated housing sites and consider edge of greenbelt, town centre and change of use sites.
Thirdly, more pressure needs to be applied at a planning policy level to ensure diversity within new developments, Tracy Gordon from Liverpool City Region Combined Authority commented ‘We need to convince mainstream developers the right things to build and be specific through the planning system about what is needed’. Incorporating standards like Lifetime Homes and HAPPI principles into planning policy is the only way to ensure developers deliver housing which is suitable for all not just those in the first 50 years of their life. Diana Martin, Manchester Urban Co- housing Group added, ‘Not enough consideration is given at planning to the mix of rented and owned homes. Its very difficult to move into a neighbourhood that has been planned with a mix of rental and owned homes and this exacerbates inequalities in society.’
Some Local Authorities have started to introduce requirements for a proportion of new homes to be Part M4(3) complaint (wheelchair accessible) however this is applied as an arbitrary % of new homes across all new sites, a superficial target nothing more than tokenism. When it comes to design Ian Copeman from housing LIN commented ‘there is no excuse for poor design. There are masses of examples of good quality design providing different lifestyle options but we are lacking the government policy in England [to insist upon it]. People will move [out of their large family homes] if the right product is put on offer’. Two such examples are New Ground Cohousing, High Barnet and the Courtyard Housing Project, Barking both in London.
New Ground is the realisation of OWCH’s (Older Womens CoHousing) vision to create a small community where people can live independently but together with the aim of promoting neighbourliness, combating isolation and | AUGUST 2020 PAGE | 23 offering mutual support to enable residents to remain in their own homes as long as possible. A unique and inspiring design of light filled apartments arranged around an enclosed communal garden, New Ground has proved hugely successful and the group are inundated with enquiries from people who would like to move in.
The Courtyard Housing project for the London Borough of Barking and Dagenham is a collection of 27 L-shaped single storey dwellings arranged around communal gardens, in addition each has its own private courtyard orientated to take advantage of the sun. Designed as a contemporary take on the traditional almshouse, the use of high-quality traditional materials and forms, combined with contemporary details and large windows make the scheme unrecognisable as a local authority social housing scheme.
The Impact of Technology
If COVID-19 has taught us anything it’s how slow, we had all been to embrace the technologies available to us. Video calls were reserved for communicating with family living abroad and Microsoft Teams was an app that sat on your desktop that you never opened. Now within the space of 8 weeks Zoom has gone from 10million users to 300million and even our most tech phobic older relatives are getting online to stay in contact with children and grandchildren.
Tech in the elderly care sector has advanced rapidly in recent years but as with the other technologies, uptake has been relatively slow. Advances in sensor technology, where by heart rate, movement, temperature amongst other metrics can be detected via wireless sensors and uploaded in real time to software which will automatically alert a nominated person or organisation should an issue be detected, offer huge potential for allowing people to remain in their own homes for longer.
Similarly, the mainstreaming of video communication systems which can be used through the TV or large easy to use touch screens is already proving beneficial in models such as extra care, allowing staff and residents to stay in contact more readily and providing another way to encourage social interaction for less confident and introverted neighbours. ‘Digital can be a great means of connecting neighbours particularly in the darker winter months.’ Commented Carol Rodgers, National Museums Liverpool – House of Memories. Perhaps the current pandemic will expediate the acceptance and application of new technologies in the sector.
Post Pandemic Communities
In times of crisis we pull together, we put aside differences and we remember to look beyond our own lives and consider those in greater need. The current pandemic has shown the extent to which we are willing to go the extra mile and help those around us. If we can harness this underlying desire and willingness to be part of a something beyond our own household and combine this with a variety of high quality, well designed housing types, the communities created will allow people to remain in their own homes for longer and not be forced to move away from the places they feel connected to. Choice, social inclusion and diversity must be the focus.
We need to learn from successful projects both in the UK and overseas, embrace technology, re imagine our communities and importantly reform our planning system to support a more inclusive approach. Victoria Alderton, Director - Paddock Johnson Partnership Creating world class housing for an ageing population is the 2nd in a series of Round Table Discussions hosted by PJP, held via Zoom during lockdown. The event was attended by; Carol Rogers, National Museums Liverpool – House of Memories Diana Martin, Manchester Urban Co-housing Group Graham Flynn, Box Clever Consulting Ian Copeman, Housing LIN Pam Flynn, Manchester Urban Co-housing Group Sara McKee, Evermore Sarah Houghton Grimshaw, Torus Simon Halliwell, Paddock Johnson Partnership Steve Wood, Alpha Living Tracy Gordon, Liverpool City Region Combined Authority Victoria Alderton, Paddock Johnson Partnership Read more about Paddock Johnson Partnership by visiting https://www.paddockjohnson.com/ | AUGUST 2020 PAGE | 24
STENA ADDS EXTRA VESSEL ON BIRKENHEAD-BELFAST ROUTE
Stena Line is to increase freight capacity on its Birkenhead to Belfast route from September to meet growing demand.
Freight volumes fell significantly during the COVID-19 crisis which saw Stena reduce capacity in the Irish Sea. But the easing of lockdowns has seen volumes rise again and so the company is to introduce Stena Panorama on the Birkenhead-Belfast route on September 2. It will also call at Heysham.
Stena operates the service out of the Twelve Quays terminal in Birkenhead where currently Stena Edda and Stena Mersey make twice-daily sailings to Belfast. While those two vessels carry freight and passengers, Stena Panorama is a freight-only vessel.
Sweden-based Stena has also confirmed that in January 2021 Stena Mersey will be replaced by the larger Stena Embla on the route. Earlier this year Stena Edda replaced Stena Lagan on the Birkenhead to Belfast service.
During the summer months, Stena Line has seen an increase in freight demand and anticipates that extra capacity is required for the traditionally busy autumn period as well as the expected increase in pre-Brexit trade activity.
Paul Grant, Stena Line trade director (Irish Sea), said: “Adding a seventh ship to our Belfast operations will help us increase frequency, capacity and give us greater operational flexibility.
“This extra ship will be capable of operating to Liverpool and Heysham thus ensuring that we can better match demand and the needs of customers.
“It has been a very challenging time for the freight industry, but we are confident that having additional capacity available on these important trading routes between England and Northern Ireland will help us provide an enhanced sailing schedule for our customers.”
Read more about Stena Line here: https://www.stenaline.co.uk/ PAGE | 25 | AUGUST 2020
ROXTEC STRENGTHENS MARINE AND OFFSHORE ARM WITH NEW APPOINTMENT
Pipe and cable seal manufacturer Roxtec UK has expanded its marine and offshore team with the appointment of a new Business Development Manager.
Jordan McNelly joins the company as marine and offshore Manager (North). His experience covers the manufacturing, distribution and contracting sectors, and in his new role at Roxtec he will be responsible for supporting customers in the north of England and North Wales.
Roxtec supplies the maritime industry with a wide range of pipe and cable transits that protect people and assets from multiple hazards including fire, flooding, the risk of explosion and electromagnetic disturbances.
Designed to withstand harsh ocean environments, Roxtec safety seals are used aboard carriers and cargo ships, superyachts, cruise liners, ferries and naval vessels. Its seals are also an industry standard within the offshore oil and gas sector, found on jack-up and semi-submersible rigs, and aboard FPSOs, drill ships and offshore support vessels.
Mr McNelly said: “Roxtec is the global leader in pipe and cable safety seals, with a strong reputation and a lot of extremely innovative products that have proved to be game changers.
“This is a highly technical marketplace and I’m looking forward to working with customers, their designers and contractors to find sealing solutions that best fit project requirements – whether that be off-the-shelf products or bespoke solutions.”
Clive Sharp, Managing Director of Roxtec UK, added: “Designing and manufacturing innovative sealing solutions is our passion. We work closely with shipbuilders to develop reliable pipe and cable transits that speed up installation time and reduce costs, while ensuring the safety of ships and crew.
“We have a great team in place to support our customers right across the UK and Jordan will play a pivotal role as we continue to increase our presence in the maritime sector.”
The Swedish-owned company first entered the marketplace in 1990 and is now active in more than 80 markets worldwide.
Read more about Roxtec UK here: https://www.roxtec.com/en/ | AUGUST 2020 PAGE | 26
ESSAR STRIKES GOLD WITH ROSPA HEALTH AND SAFETY AWARD
Essar Oil UK's Stanlow Manufacturing Complex has achieved Gold in the internationally-renowned RoSPA Health and Safety Awards, the longest-running industry awards scheme in the UK.
The scheme, which receives over 2,000 entries from organisations around the world, recognises achievement in health and safety management systems, including practices such as leadership and workforce involvement.
Established in 1956, The RoSPA Health & Safety Awards offer organisations a prime opportunity to benchmark safety performance year on year and ensure consistent performance between sites. They also provide an effective route to demonstrate an ongoing commitment to raising health and safety standards.
Julia Small, RoSPA’s Head of Qualifications, Awards and Events, said: “The RoSPA Awards scheme is the longest- running of its kind in the UK, but it receives entries from organisations around the world, making it one of the most sought-after global accolades in health and safety.
“RoSPA wants every employee, wherever they are, to work safe in the knowledge that they will be going home unharmed and healthy at the end of every day. The RoSPA Award winners are vital to help achieve this goal, as by entering they are driving up standards and setting new benchmarks for organisations everywhere. Currently, around seven million people are directly impacted by the RoSPA Awards, but the scheme’s influence is even wider.”
Jon Barden, Chief Operating Officer at Essar, commented: "Health and Safety is a continuous focus for everyone at Essar. We are pleased to once again receive the Gold RoSPA award, recognising our commitment to maintaining the highest health and safety standards and safe working environment which ensures our staff and Business Partners get home safely to their families at the end of every working day."
Due to the coronavirus pandemic, presentation of the Health and Safety Awards 2020 will be held via a virtual ceremony on 3rd September.
For more on the RoSPA Health and Safety Awards, click here: https://www.rospa.com/awards | AUGUST 2020 PAGE | 27
DEVELOPING REGIONAL MARITIME CLUSTERS TO SUPPORT THE COASTAL POWERHOUSE – A JOURNEY OVER THE LAST 12 MONTHS By Simon Eardley – Maritime UK, Regional Cluster Development Manager This article was originally published in The Chartered Institute of Logistics and Transport’s monthly membership magazine, Focus.
Developing, growing and building regional maritime clusters features heavily in the Department for Transport’s strategic document, Maritime 2050, which maps out the future of the maritime sector in the United Kingdom for the next 30 or so years. The recommendations put an emphasis on government and industry working together to maintain and enhance the attractiveness of the UK's regional maritime offer and its importance to the economy at both a regional and national level.
In a direct response, Maritime UK has embarked on a programme to drive forward this work, seeking to roll out a regional cluster development programme with in-depth support for the work of existing clusters and establishing links with partners to establish new clusters around the country. This programme is championed by leading cluster organisation, Mersey Maritime, who are at the forefront of the activity, utilising their long-established experience and best practice model to deliver the objectives of the overarching strategy. Maritime 2050 is clear in its ambition, to capitalise on the recognition that:
UK maritime strength lies in the power of maritime clusters, which are known to have a significant impact on the regional and national economy and on UK international attractiveness to foreign direct investment.
The work to develop these regional cluster organisations has picked up pace since last summer, following a series of engagement meetings on the south coast with visits to partners in the Cornwall Marine Network, the then South Coast Marine Cluster and Solent Local Enterprise Partnership (LEP). The breadth and diversity of these cluster organisations was clear to see with each team demonstrating their unique offer within their regional context.
The Cornwall Marine Network (CMN), a member owned organisation, works across the diverse range of marine industries in the county from leisure to manufacturing, specialising in improving the key skills and training of the local marine workforce. The skills agenda is CMN’s unique offer from drafting company training plans to the hands on and practical delivery of bespoke packages. The cluster development team were left in no doubt that the business support model that CMN has developed should be a key feature of its cluster development toolkit going forward. Next stop was Plymouth, ‘Britain’s ocean city,’ for discussions with the co-ordinator of what was then known as the South Coast Marine Cluster (SCMC). Again, diversity and breadth were the watch words within this vibrant industry cluster which boasts world-class universities and research institutions, and a highly-skilled workforce with particular centres of excellence around applied autonomy and robotics and marine environmental technologies and research to name just a few.
In early 2020, capitalising on the appetite to bring about closer working between CMN and SCMC, ‘Maritime UK South West’ was launched to create an overarching South West cluster for this strategically important coastal area which now stretches from Dorset to Cornwall and sweeps across the vast ‘Greater South West’ region.
Finally in this round, Portsmouth was the destination for discussions with the Solent LEP. Cluster development work here has been well advanced for some time, with Maritime UK Solent launched formally soon after at London International Shipping Week in September 2019. This cluster brings together the Solent’s maritime strengths and assets to champion the region as a globally significant maritime centre. Backed by the LEP, 'Maritime UK Solent' is helping its members to develop international links to grow their businesses and provide them with a direct route to Government with the help of Maritime UK. The significance of this venture was further demonstrated later in September 2019 as the Solent hosted the inaugural national Maritime UK Awards.
Building a model framework for clusters, broadly based on the Mersey Maritime model which has developed over the last twenty years, is the ultimate goal of this work. It requires an in depth understanding of the value and individuality of each cluster as each one is different. The formulation of template model structures, best practice examples and a comprehensive toolkit is nearing completion and will be published in July 2020. This will seek to emphasise the strength of what the UK has to offer and give practical guidance to our key personnel on the ground as they develop their cluster work on a region by region basis.
Priorities for the rollout programme
Current priorities for the rollout programme work include progressing activity in East Anglia to begin the establishment of a co-ordinated cluster organisation across Norfolk and Suffolk. A positive initial meeting was held in October 2019 and but for travel chaos on the rail network in early March, and then the inevitable impact of Covid-19, this activity would now be well advanced. Further up the east coast, Team Humber Marine Alliance, based around the significant ports of the Humber estuary and the vast offshore energy sector in the North Sea, move the scope of activity along another major coastline. Then even further north, the activity of the Scottish Maritime Cluster, which has been in evidence for some time, has really started to pick up pace this year with the appointment of new executive directors with the ambition to support the cross country work of this significant sector for the economy of Scotland. Further south, across the area broadly covered by the South East Local Enterprise Partnership, interest has been sparked with a range of partners to deliver a regional cluster organisation to support the industry along one of the longest coastline regions of the UK. And with the recent announcement of the largest single funding grant for maritime research and development in recent memory to Artemis Technologies in Northern Ireland, the prospects of a cluster organisation in that area of the country are clearly on the horizon.
Obvious gaps remain across the country such as the North East of England, Wales (north and south) and those areas not really touched by existing and nearby organisations such as Bristol. An interesting challenge will be how we involve the ‘middle’ or more land locked areas of the country which may not have immediate access to our coastline, yet nonetheless have industries that make direct contributions to the coastal powerhouse communities that make them up.
This work is ambitious and driven by an overarching and ultimate vision to strengthen the ties between government, industry and academia within the existing cluster network, as well as identifying opportunities for new clusters to emerge. But why do it at all? The answer to that is simple. As drivers for regional growth, so essential at this time of post- coronavirus recovery, and supporting national aims and objectives, cluster organisations: Increase the profile for the region, as champions for the maritime industry; Provide the region with a critical pathway of communication and intelligence to government and key industry stakeholders; Encourage intra-regional collaboration, creating the framework for collaboration and aligning activity across a given area; Drive export and foreign direct investment activity; Act as the conduit between industry, education and government; Provide networking/mentoring programmes, creating the ecosystem vital for growth; Support knowledge/best practice sharing regionally and in turn nationally; and Help deliver national programmes, regionally, e.g. career promotion / diversity initiatives. Watch this space as our exciting work in this field continues to develop.
The voice for the regions - the Maritime UK Regional Council
Established in 2018, the Maritime UK Regional Council is a key driver in the regional cluster development programme but also an important forum to feed directly from Maritime UK members into local and national maritime related policy. We know that the UK Government is looking to have a single conversation with the maritime sector which at a general level the regional council is able to facilitate, but this dialogue must also focus on specific objectives and priorities too. Recent work has included in depth discussions (and actions to implement engagement) between regional partners working up Local Industrial Strategy (LIS) documents, national trade association members of Maritime UK and the lead government departments including the Department for Business, Energy and Industrial Strategy; the Ministry for Housing, Communities and Local Government; the Department for International Trade and not forgetting the Department for Transport itself. Direct engagement with these departments is driven by a thematic approach but also responsive to events on the ground. As the network of regional cluster organisations expands, so the unique regional voice of the sector will increase in importance and profile at a national level. But our network of regional clusters is committed to the same national priorities of people, the environment, innovation, competitiveness and of course regional growth. These priorities see their practical implementation and delivery around the coastline of the UK.
An optimistic start to 2020
Former Prime Minister Harold Wilson once said: ‘A week is a long time in politics.’ Well, a week is also a long time in the maritime sector it seems and indeed with current events as they are, a day is a long time in the life of all that is happening in our country. 2020 has seen a further acceleration of the regional cluster development activity and increased frequency of engagement in response to Covid-19.
When the Maritime UK Regional Council met at Anfield Football Stadium in February 2020, hosted by Mersey Maritime, members were almost universally optimistic about the opportunities and activity that lay before us. With an expanding group of regional cluster organisations in attendance, including prospective members in new areas where we are looking to build capacity, the agenda focused on five key areas:
Maximising the opportunity of the government’s Freeport agenda at the heart of where they will be delivered – the regions – with a briefing from HM Treasury officials; Building plans around the regional delivery of the national Maritime Careers campaign, which our cluster organisations challenged to deliver their own bespoke events at a local level; How our regional cluster organisations can showcase all that is great and dynamic about the maritime sector during Maritime UK week; An in-depth briefing from Department for Transport officials around the Clean Maritime Plan and the creation of Clean Maritime Clusters. This is an important focus for many of our cluster organisations, not least owing to their engagement across the country in offshore renewable energy but innovation to deliver zero carbon in manufacturing and leisure marine too; and Focusing more acutely on how regions deliver the priorities set out in Maritime 2050 with individuals taking ownership of involvement in specific areas.
From Cornwall to the east coast of England, the sense of collaboration on these key projects was tangible. Our regional cluster organisations are the grassroots drivers of activity and cross sector working at the coalface to see the ongoing spirit of engagement and enthusiasm to deliver on the ground is hugely encouraging for Maritime UK to see.
The visit of HMS Prince of Wales, berthed in one of her affiliated cites of Liverpool for the first time, followed hot on the heels of the Regional Council, in March. The third incarnation of the UK-US Maritime Nations Forum, aboard the 65,000 tonne vessel, in one of the UK’s most historic maritime cities with a strong recent track record of regeneration for the industry, was an invaluable opportunity to bring stakeholders together. The focus on international trade and the challenge and ambition to deliver as comprehensive a free trade agreement as possible between the UK and the United States was the priority of the day. No mean feat! In the context of sitting in the UK’s largest west-facing port, a strong flow of ideas and expertise dominated the afternoon hosted by the Royal Navy. This further underpinned the sense of regions, with several represented, being at the forefront of helping to drive forward the agenda in this important area for the future of the UK economy, not least in their ability to engage with and bring together a range of partners and key strategic businesses. From Western Union Business Solutions and Royal HaskoningDHV to major shipping lines such as ACL and Maersk, the range of discussions pointed to the vast possibilities that are available and the value of direct input from businesses already engaged in transatlantic markets on a daily basis. Responding to the unprecedented Coronavirus challenge
Fast forward to the period between April and now, months into the lockdown which is only now beginning to ease, and the picture couldn’t be more different. Yet one fact remains true: the vital role our regional cluster organisations have to play in representing and supporting the maritime ecosystem in their region at this most critical of times.
The coronavirus pandemic is an unprecedented challenge and the maritime sector is at the epicentre - our shipping companies, our logistics specialists, our freight forwarders keep the country supplied in everything from food to medicine to fuel. Our regional cluster organisations are once again part of the grassroots efforts to ensure we are #KeepingBritainSupplied.
The Maritime UK Regional Council has met remotely throughout the crisis and continues to do so. Whilst this is a valuable opportunity to offer moral support, it is a critical chance to exchange ideas and best practice at this time, rather than it just being a talking shop. Regional activity and growth will be critical to the economic recovery that will need to follow in rapid succession to the unprecedented hit in peace time on our nation’s finances.
This is why regional teams led on the deep dive survey work amongst their membership which helped to inform the Maritime UK Maritime Sector Recovery Plan, launched in June. Businesses from sole traders through to some of the largest shipping lines and ports in the country, thereby representing many thousands of employees, contributed to the survey responses and provided crucial insights into the state of the industry on the ground. This detail was fed into the risk register analysis of the MUK Maritime Business Continuity Taskforce and ultimately the action plan to provide solutions and a roadmap to recovery that the document represents. The network of regional ecosystems was vital to the success of this activity and ensuring a detailed and real-life, real-time degree of experience was reflected within its pages. Regional teams have committed to working together to inform what will need to be a dynamic document and plan of action for the long term.
The future
As the Covid-19 lockdown begins to ease across the country, and the industry focuses on recovery and renewal, now is an appropriate time to consider, ‘what next?’ How do we lock in the dynamic response of regional cluster organisations to supporting their local area as a result of the pandemic and secure the long term sustainability of the industry?
Regions have once again been at the heart of Maritime UK’s most recent call for a dedicated ‘Minister for the Coastal Powerhouse’ to sit within government and respond to the needs of our coastline communities and ensure they are able to maximise the economic recovery that is so vital in the months ahead.
Such a minister would be responsible for improving the lives of the three million people living on Britain’s coastlines, some of whom may be worst hit by the pandemic. A ministerial role would provide much-needed focus on revitalising coastal economies, boosting global trading capacity and the maritime industries of the future as the UK rebuilds its economy. The continued success of the maritime sector is vital for coastal communities and the government’s ‘levelling- up’ agenda, not least as it is a key source of well-paid and highly skilled jobs. With 50% of maritime jobs being outside London and the South East, the sector is uniquely placed to deliver on the government’s narrative in a practical and meaningful way; a dedicated minister would help focus and accelerate the effort.
The ‘Northern Powerhouse’ and ‘Midlands Engine’ drive from government have both benefited from a minister held accountable for the economic development of a certain region. With coastal communities being at the heart of massive new growth opportunities through increased global trade through our ports, new green maritime technologies, moving freight off the road and rail network to coastal and inland shipping, advanced manufacturing, modern shipbuilding and by encouraging more people to get on the water, a Coastal Powerhouse Minister could really turbo charge this priority.
And at the heart of that focus and accountability would be the very organisations that would implement much of the activity on the ground, amongst the member businesses that deliver the jobs, growth and innovation that the economy relies upon: our expanding network of maritime regional clusters. PAGE | 31 | AUGUST 2020
FINANCE FIRM BATHGATE APPOINTS LEASING SPECIALIST
Wirral business finance firm Bathgate Business Finance, has appointed leasing specialist, Rachel Berry, as a business development manager.
Ms Berry brings more than 13 years’ experience in the leasing industry to Bathgate’s growing team, garnered in her role as a new business and account manager for Lombard Vehicle Solutions and ALD Automotive.
In her previous role, Rachel worked with SMEs and large corporate organisations in the professional services sector to deliver fleet services. Her understanding of leisure and light commercial vehicle customers and specialism in asset finance brings new skills and connections to the Bathgate Business Finance team.
Despite challenging economic conditions, Ms Berry joins the West Kirby-based Bathgate team just a few months after the appointment of property specialist, Ben Humphreys. She said: “Bathgate Business Finance is a well-known, professional company with an outstanding family feel and I am excited to be joining the team.
“I hope to use my expertise in the leasing sector and key contacts within the financial industry to support the company’s growth and develop new funding offers, while also diversifying my skills into new sectors.”
Bathgate managing director, Gordon Andrews, added: “Rachel’s expertise and connections within the leasing industry and her understanding of leisure and automotive customers will further diversify our offer.”
More about Bathgate Business Finance here: https://bathgatebf.co.uk/ | AUGUST 2020 PAGE | 32
OIL GIANT ESSAR GIVE £3,000 TO LOCAL YOUTH CHARITY
A Oil giant Essar Oil (UK) has donated £3,000 to a charity in Ellesmere Port that organises h on-going projects, performances, workshops and creative activities for young people in the area.
Essar, which operates a large refinery at nearby Stanlow, raised the cash for the Boaty Theatre Company through its Let’s Give scheme, which links the company’s commitment to safety directly with charitable giving.
The business reached the milestone of one million hours without a recordable injury at the refinery, triggering the donation to the charity, which provides a safe and a supportive environment for local young people of all abilities to achieve their creative ambitions.
Boaty Theatre was quick to adapt to the COVID-19 pandemic, moving rehearsals online and social groups going virtual to ensure all their regular beneficiaries were safe and well during isolation.
In response to challenges facing the local community, the team devised and launched a free summer programme, which local young people could join in person or online. Comprising four hours of creative workshops every weekday throughout the holidays, the programme includes drama sessions, creative writing and music production, together with yoga, mindfulness and art therapy.
The team also created activity packs required to join in workshops from home. These were given to over 400 local children, helping families struggling with the cost of home schooling. The charity has also been able to provide in excess of 30 free lunches every day through external support.
Artistic Director for the Boaty Theatre Company and summer programme lead, Laura Harris, said: “We were delighted to discover that Essar knew of and wished to support our work.
“This surprising donation will really help us out and enable us to address differentiated provision for the remainder of the summer programme. It’s so encouraging to be recognised in such a manner and be supported by a company so intrinsically linked with the town.”
The Boaty Theatre Company will be performing an open-air production of Shakespeare’s The Tempest at Bridge Wellness Gardens on August 22 and 23. Its summer programme will run until August 29.
Essar Oil (UK) is a leading UK-focused downstream energy company that owns and operates the Stanlow refinery on the south side of the Mersey Estuary. Its produces 16% of UK road transport fuels, including 3bn litres of petrol a year.
More information about Essar Oil (UK) is available here: https://www.essaroil.co.uk/ | AUGUST 2020 PAGE | 33
CREWLESS ROBOT SHIPS HEADING FOR THE MERSEY?
British Ports Association launches new study into autonomous vessels which could be a reality in the Mersey in the next few years. Ports across the UK, including the Port of Liverpool, are being asked to start preparing for the arrival of autonomous ships.
Many people are now familiar with the development of autonomous vehicles, such as cars and even planes. But fewer are aware that the push for commercial shipping with minimal or no crew, controlled by computer or by remote pilots, is accelerating.
The idea of huge oil tankers and container ships moving up the Mersey without any crew on board may seem a scary prospect to some. But it is likely to be a reality in the next few years.
Autonomous vessel projects are already under way in parts of the world and the COVID-19 pandemic has pushed the development of the technology higher up the agenda. More than 90% of goods are moved by ship but fears that some crews might be positive for coronavirus has seen some vessels stranded at sea.
Now the British Ports Association (BPA), which represents 85% of UK ports activity, is asking for evidence from the UK maritime sector about what they think autonomous shipping could mean for British ports.
The implications for Liverpool city region’s £4.2bn maritime sector could be huge with some of the world’s biggest vessels coming in and out of the Mersey on a daily basis. Peel Ports £750m Liverpool2 terminal is looking to welcome even more shipping to the port following the UK’s exit from the European Union.
As part of the initiative the BPA is creating a new Autonomous Shipping in Ports Network and opening a call for evidence from the wider maritime community on what ports should consider to prepare for receiving autonomous ships in the future.
This will feed into the BPA’s own MASS (Maritime Autonomous Surface Ships) analysis as well as its discussion with industry partners through bodies such as the industry umbrella group Maritime UK.
Richard Ballantyne, chief executive of the BPA, said: “The prospect of seeing autonomous ships in UK ports is definitely on the horizon but there will be much to do to prepare ourselves. “This includes the consideration for port and marine operations, regulatory frameworks, infrastructure and receptions facilities, land to vessel communications and vessel safety. Although we are at the early stages, a lot of work is taking PplAacGe Eac |r o2s7s the maritime community.
“Many UK ports are now starting to ask what they should be considering as they develop their ports and recruit the next generation. This will be an ongoing initiative for the BPA but initially we are inviting evidence from a cross section of maritime sector organisations.
In Norway, the autonomous container vessel Yara Birkeland is being built. The all-electric ship will transport fertiliser from Yara’s factory at Herøya to the ports at Breivik and Larvik. It will hold up to 150 shipping containers. Initially, there will be a crew onboard. This will then switch to a remote crew and then, after a couple of years, the ship will be fully autonomous. It will navigate the fjords and sea using GPS, radar, cameras and sensors.
With no fuel or a crew, it is estimated Yara Birkeland will save up to 90% in annual operating costs compared to similar-sized conventional vessels. It is also estimated to replace 40 000 truck journeys a year.
The BPA says its study will also help it support and participate in various government initiatives in the UK such as Maritime 2050, the work of the Maritime Skills Commission and other innovation, sustainability and infrastructure projects.
For full details on the study, click here. | AUGUST 2020 PAGE | 35
MARITIME DIGITAL HUB – ‘WORKING COLLABORATIVELY IS THE FUTURE’
Maritime Digital Hub partner with Maritime UK
We are pleased to announce that we have been selected to work with Maritime UK as a careers campaign partner. In a sector which is set to double in size by 2030 it is imperative that opportunities are promoted to a wider, more diverse audience and that the definition of ‘employment in maritime’ is advocated as varied and rewarding, not simply reduced to the idea that it means working at sea.
As a not for profit organisation working to help deliver digital transformation to the maritime industry, we are excited to bring our knowledge of the information technology sector to current and future maritime career opportunities.
What does digitisation within the maritime sector look like?
Digitisation within the maritime industry has been a work in progress for some time, often seen as a 'traditional' sector which is averse to change in fact new technologies have been progressively implemented for some time.
Perhaps it is the sheer magnitude and diversity of the industry which fuels this legacy. In reality the sector, which includes shipping, ports, business services, engineering and leisure marine implements relevant digital changes individually and according to needs.
The global pandemic has had a huge impact on the speed and uptake of digital transformation and businesses have implemented technology, often overlooking perceived barriers, in order to survive. There is also a misconception that digitisation will mean the loss of jobs, this is not set to be the case just yet! Often these tools enhance safety, streamline processes and increase efficiency but they are no replacement for human presence.
Moving forward digital and transformative partnerships and collaborations have been championed as the future and give a sense of optimism and purpose. As an island nation the maritime sector is one of the most important industries both economically and for employment opportunities, watching technologies such as AI, 5G and internet of things help to support this is exciting and unmissable. | AUGUST 2020 PAGE | 38
Our partners
Our primary aim is to bridge the gap between expert technology providers and the maritime community, since our launch in April we have discovered that the critical components to this are collaboration and finding the right language which best describes the potential of digitisation in relation to your business.
Over the course of the last few months we have introduced our partners and showcased their unique and individual solutions which we at Maritime Digital Hub have carefully researched to ensure true value when diversifying into the maritime sector. We recognise that at this time the key focus is around data, web presence and engagement which is why we announced our experts in AI, data analytics, e-commerce and visualisation.
Scenegraph Studios - Our partner Scenegraph Studios are a Liverpool based company which specialises in providing creative consultancy, research, and development, bringing immersive technologies to a mainstream audience. Founded by Dr David Tully, Scenegraph Studios has experience in the maritime sector having created a real-time visualisation of a subsea services company using computer generated imagery (CGI). Scenegraph Studios utilises the latest in immersive technology and real-time rendering (the process involved in the generation of a 2D or 3D image from a model) in order to engage your clients to drive sales, increase brand awareness, and deliver results to your company, products and services.
To find out more visit the Scenegraph Studios partner page here
Webtrends Optimize - Our partner Webtrends Optimize understands the importance of your digital assets and are here to help you increase online conversions (e-commerce) iteratively, without having to rebuild from scratch, and most importantly without risk. Through AB testing, analysis and personalisation tools, or a combination of all of these, Webtrends Optimize look to find the right solutions based on the data, the industry, the brand, the website and the consumer.
Practical uses for this type of service and technology are far reaching and Webtrends Optimize have applied their vast skill set to support various clients across many sectors; Virgin Wines described how ‘having a trusted partnership was key’, Get The Label (part of JD Sports) were able to consolidate their technology tools and make huge savings, and airline Alitalia generated an uplift of €2m per quarter from AB testing.
Find out more about Webtrends Optimize here
Zizo – UK based Zizo was founded with a belief that any organisation can use data to drive operational and financial change within their business; and provide the tools and expertise to drive that change. Data is everywhere and is being generated at a phenomenal rate. But not all of that data is usable, and not all of that data is useful. Zizo enables business to see, analyse and take action on both the data they have and the data that is being created from other parties to create a wider view, improving performance across the business.
With experience in delivering business value at organisations across the retail, logistics, finance and media sectors, Zizo are bringing their knowledge and solutions into the maritime arena to build partnerships and new approaches to solving data focussed challenges.
Visit the Zizo partner page to find out more www.maritime.digital | AUGUST 2020 PAGE | 37
SUPPORTING YOUR BUSINESS TO STABILISE, ADAPT AND SUSTAIN
Applications are open for Sustain, the 6-week online course you need to stabilise, adapt and sustain your business.
You had a clear strategy for growth before Covid-19, but everything has changed:
Sales have dropped off Cashflow is tight Your people are feeling the strain Your customers are feeling the pinch Or, you’re learning to manage higher demand than ever
Sustain will provide you with the insight, support and tools you need to develop yourself and your business through change.
Two hours a week for six weeks
We know it is a really busy time, Sustain offers tangible impact for you and the team for just a 2-hour time commitment each week for 6 weeks. The course includes:
Instant access to other leaders facing the same challenges Online workshops with industry experts to accelerate your progress Resources and digital workbooks to keep you and your team on track
What's more, it's completely free
All course fees for Sustain are covered by the Liverpool City Region Metro Mayor’s Business Growth Package, elements of which are being redirected to support the local business community to recover from the negative impacts of the COVID-19 pandemic.
There are limited spaces available, visit https://growthplatform.org/sustain/ to book
JOB OPPORTUNITIES
Driver Vacancies
Working from locations nationwide, Denholm UK Logistics provides a truly flexible and cost-effective haulage service.To meet growing customer demand, we are currently recruiting the following:
LGV Class 1 Drivers
We have vacancies for LGV Class 1 qualified day trampers, based from our depots at Liverpool, Southampton, Felixstowe and Tilbury.
The benefits of working for Denholm UK Logistics include:
Competitive salary Night out allowance Paid driver breaks 30 days’ holiday per annum (inclusive of bank holidays)
More details: https://www.denholm-uklogistics.com/haulage-services/driver- vacancies/ Reality Driving Digital
The MTC’s flagship Digitalising Manufacturing Conference is back for 2020 and will be taking place virtually and for free for the first time ever, on Monday 5th and Tuesday 6th October. There’s a sense of responsibility to support the manufacturing industry during the current, and upcoming, challenging times so we’ve taken the decision to make this year’s conference free of charge for anybody wishing to attend.
More details: http://www.the-mtc.org/conference/digitalising-manufacturing-2020#