IoD West Midlands Spring 2020

West Midlands
www.iod.com
May 2020
Autumn date set
for Director of
Year Awards
IoD Spotlight:
Business response
to the pandemic
• Cashflow is king
• Beating stress
• Supporting staff
Investment
needed now
Mayor Andy Street on
societal and economic
impact of Covid-19

This is a crisis beyond the
imagination – and it will
take real leadership to solve
Brian Hall
Chair,
IoD West Midlands
One of the secrets of life is being prepared for
the unexpected.
With that in mind, when I took on the role as
IoD West Midlands Chairman, I had a list of
critical issues that I knew I would have to
respond to.
Brexit was an obvious example, and the
Commonwealth Games an exciting plus. The
fate of HS2 was another high-profile project
that would be important to the region’s
members.
I guessed there would be a General Election
during my time in office… but I never expected
to be leading IoD West Midlands through a
global pandemic, to see swathes of British
businesses forced to close their doors and the
Government – a Conservative Government at
that – agree to pay the wages of half the
country’s workers.
I never expected to tell the 300 employees at
BHSF that they were working from home – or
that my home would be the summit of my
geographical travels for seven weeks.
No, I can honestly say, I never imagined this!
But here we are, in the midst of the most
stressful period most of us could ever
remember, trying to get ourselves, our families
and our businesses through the Covid-19
pandemic. So where are we, from a business
and economic point of view – and how are we
faring?
I would say that we are coping – but only
just. The response of the NHS and key workers
has been heroic, and we should be thankful
that, despite the worrying death toll, the NHS
was never overwhelmed as some feared. It has
been good to see the Government grasp the
nettle of the economic impact of the pandemic
and lockdown and provide support for
businesses and workers – though inevitably,
some have slipped through the safety net.
But now we have reached ‘the end of the
beginning’, my thoughts have increasingly
IoD West Midlands Patrons
turned to the landscape post-virus and from
where I am standing, it’s a chilling view. I fear
we face the most hostile commercial
environment imaginable, for a host of reasons.
While the Government was applauded for
offering loans to tide businesses over, it
appears that few directors and business
owners accepted the offer. Who can blame
them: facing an uncertain future as far as sales
and turnover are concerned, why take on a
debt you may struggle to service?
If you are the owner of a profitable business
with one eye on a sale in two-three years, is it
worth effectively mortgaging your retirement
now by taking on a large loan? Rather, just
wind down the company and accept it has
been beaten by coronavirus.
That’s the dilemma many IoD members will
be facing: good business people who stand to
lose profitable enterprises through no fault of
their own – while good employees lose their
livelihoods as a result.
So how can the IoD help? All members have
“Good business people who
stand to lose profitable
enterprises through no fault
of their own – while good
employees lose their
livelihoods as a result...”
to know that we are there to offer advice and
fight their corner: you are not in this alone,
though it may feel like you are at times.
It is also the IoD’s job to keep honest those
institutions and organisations tasked with
helping businesses get through these
challenging times. All members can recount a
story where the banks, for instance, have been
less than helpful when a business gets into
trouble. Once the spotlight of Covid-19 has
faded I hope all banks will remember they have
a responsibility to the overall economic health
of the country, and that means keeping as
many businesses as possible operating.
Continued on page 4
CONTACTS
IoD West Midlands:
iHub, Colmore Gate,
2-6 Colmore Row,
Birmingham B3 2QD
T: 0121 643 1868
Chair: Brian Hall
e: chair.westmidlands@iod.net
t: 0121 629 1210
Regional Director/Editor:
Calum Nisbet
e: Calum.Nisbet@iod.com
t: 0121 643 7801
Regional Events and
Community Manager:
Jo Dukes
e: Jo.dukes@iod.com
t: 0121 516 3155 / 07718 584205
The Institute of Directors West
Midlands membership
magazine is published on
behalf of the IoD by:
Chamber Media Services,
4 Hilton Road, Bramhall,
Stockport, Cheshire SK7 3AG.
Advertising sales:
Colin Regan
t: 01942 537959 / 07871 444922
e: colinregan001@yahoo.co.uk
Production enquiries:
Rob Beswick,
t: 0161 426 7957
e: rob@chambermedia
services.co.uk
Please note...
Although every effort is made to
ensure the accuracy of material
contained within this magazine,
neither the IoD nor Chamber Media
Services can accept any
responsibility for omissions or
inaccuracies in its editorial or
advertising content.
The views expressed in this
publication are not necessarily
those of the IoD. The carriage of
adverts in this publication does not
constitute an endorsement of the
products or services advertised.
All articles within this publication
are copyright IoD West Midlands.
Editorial consent must be obtained
before any are reproduced either in
printed form or electronically.
Cover picture: Prime Minister Boris
Johnson must commit to major
investments in the region, including
HS2 and the Commonwealth Games.
This page, and pg 6
www.iod.com/westmids/events
03

News
‘The 2022
Commonwealth
Games is an
exciting plus to
look forward to...’
Continued from page 3
It is crucial that the wheels of commerce
keep turning. In 2008 what turned the
financial crisis into a punishing recession
was that money stopped moving around the
system; the engine of capitalism stalled as
liquidity failed.
My fear is that the current health crisis,
with all the tragedy and grief that is causing,
will precipitate a second deadly crisis –
though this time an economic one as
business activity is crippled and financial
fluidity stops.
We will be facing a re-run of 2008’s
recession but on a far more savage scale.
We all have a role in making sure the
system keeps moving. I would ask all
members to be ethical, and be brave. If you
have money earmarked previously for
investment – spend it. If you owe a supplier
– pay them. If you have 60 days credit – pay
it earlier if you can.
Can you give your suppliers some slack?
Can a narrow margin be loosened? Let’s
keep that liquidity in the system.
Your business is part of a delicate
eco-system that needs everyone to flourish
for it to be a success. If too many businesses
flounder, inevitably they will drag the entire
business community down with them. How
you respond will be crucial if we are to
emerge from this health crisis with anything
like the economy we need to fund public
services in the future.
Are there any rays of light breaking
through the gloom? The community
response to the pandemic has been
cheering; the way so many people came
together to build the Nightingale Hospitals,
including the one at the NEC, was
inspirational, even though the NHS
managed to cope without them in the end.
We must accentuate other positives. We
have a green light on HS2; come on Boris,
what are you waiting for? Let’s get going; we
need boots on the ground. It is a muchneeded
infrastructure project that will
generate billions for local businesses.
Without sounding blasé about the debt,
the money the Government was planning to
borrow is needed now. This column is being
written hours before the start of vE Day
anniversary celebrations, and we have to
think about Covid-19 and its repercussions
as a war. No one said in the Second World
War that we wouldn’t afford more tanks,
more planes, more ships… the enemy had
to be defeated. We have to take the same
approach to fighting the virus and restarting
the economy.
A final hint of hope for those fearing the
loss of their jobs is that I envisage an
increase in reshoring of supply chains,
particularly in manufacturing and the
service sector, and that could play to our
‘The way so many people came
together to build the Nightingale
Hospitals, including the one at
the NEC, was inspirational.’
region’s strengths – which are many, as you
well know. I believe firmly that with the
right conditions, the West Midlands is better
placed than any other region outside
London to come out of this economic crisis
quickly.
But if we are to turn this crisis round, it
will be a success built on the shoulders of
our leaders: from the world of politics, and
from business, too. It will need directors and
business leaders to absorb a huge amount
of pressure and stress, to communicate
clearly with stakeholders what their
intentions are and to show consistency in
care, approach and message.
And if it’s your shoulders the burden falls
on, one request: accept that you’re not
Superman or Superwoman. You cannot do
it alone. The IoD is full of experienced
people whose counsel you can turn to: use
them. Accept help. The IoD can be the
crucial sounding board you need, the place
you can go for open, constructive nonjudgemental
advice.
Now, more than ever, trust the IoD to be
your in-built support group.
04
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SLC Rail helps deliver Worcestershire’s
first new station a century
Worcestershire County Council’s aspiration
for a new transport centre became reality
earlier this year with the opening of
Worcestershire Parkway. This has been an
ambition for the county for over 30 years,
and now SLC Rail, specialists in making
third party rail schemes happen, has
supported the council to deliver the station.
The station provides Worcestershire with
new, direct services to Cheltenham,
Gloucester, Cardiff, Nottingham, faster
journeys to Birmingham, new London
Paddington services, and the option for
additional routes to be added. Its opening
was a key goal of the council’s transport
infrastructure plan.
Worcestershire County Council’s Cabinet
Member for Economy and Infrastructure,
Councillor Ken Pollock, said: “Worcestershire
Parkway is a culmination of years of hard
work.
“This is an excellent example of improving
connectivity to benefit the community, while
reducing congestion through investment in
new rail infrastructure.”
Ian Walters, Managing Director of SLC
Rail said: “We’re proud to have worked with
the council on this project, which is making
a positive difference to the region’s
connectivity and economic prosperity.
“This has been a complex project but the
effort and skill that has gone into every part
of the station clearly demonstrates what is
possible with third party investment.”
The station itself is designed in a way that
is in keeping with the rural location. The
lightweight, see-through structure provides
views across the countryside, keeping the
rural feel. It includes a ticket office,
passenger facilities and a café, and staff
accommodation in two brick-clad singlestorey
structures.
It is built with the future in mind and
includes a 500 space car park – with plenty
of electric car charging points – and facilities
for buses, motorcycles, bicycles and
pedestrians, making the station highly
accessible to all residents of Worcestershire.
The station is managed by the Great
Western Railway (GWR).
www.iod.com/westmids/events
05

News
Investment needed now if region
is to recover from Covid-19
West Midlands Mayor Andy
Street discusses the societal
and economic impact of
Covid-19 on the region, and
how his office is looking to
help businesses recover
The West Midlands has been hit hard by
Covid-19. With the number of cases here
second only to London, it has left
thousands mourning loved ones.
Now, as the health service battles to
save lives, we must develop plans to save
the economy, too. In the West Midlands,
79 per cent of businesses in the area have
seen a drop in their income. A 35 per cent
drop to national GDP has been
predicted. This threatens to be the most
sudden and deep downturn we have seen
in generations.
When coronavirus hit, the West
Midlands economy was strong. The region
enjoyed record employment levels and the
best sustained growth outside London.
Government schemes have now put
much of that economy into hibernation to
protect our businesses. The latest
£600million pledge to support small firms
occupying shared spaces was a welcome
addition to the grants, loans, rate
deferments and furloughing schemes
already on offer. However, as we plan
ahead, we must learn the lessons of past
downturns. Right now, the West Midlands
is bringing together business, councils,
unions and politicians, just as we did
during the 2008 financial crisis. We are
working to create a plan which will be
specific to our needs, using detailed local
knowledge.
This ensures that we can focus attention
on the sectors that are so crucial to our
economy, such as the West Midlands
automotive cluster, which employs more
than 46,000 people.
The West Midlands Combined Authority
(WMCA), business groups and our seven
member councils in Birmingham,
Coventry, Dudley, Sandwell, Solihull,
Walsall and Wolverhampton are drawing
up this road map to recovery.
As the nation cautiously moves out of
lockdown, there will be some things that
need immediate attention. In the short
term, for instance, companies will need
“The West Midlands is bringing
together business, councils, unions
and politicians, just as we did
during the 2008 financial crisis. We
are working to create a plan which
will be specific to our needs, using
detailed local knowledge...”
Left, Andy Street
Photo: Annie
Benton
help and guidance with social distancing
measures.
But the West Midlands requires major
targeted schemes. We need an automotive
programme that will resume vehicle
manufacturing and retail safely.
Investment will be needed to press ahead
with the infrastructure required to make
our region a leader in electric vehicles,
including a Gigafactory to mass produce
the batteries needed.
We will need to support our SMEs too,
through the Government’s £1.3billion
fund for new firms, while locally we must
provide business accelerators that offer
training and advice.
And we will need to utilise opportunities
like the Commonwealth Games in 2022 to
showcase our region to the world.
As we begin to revive the economy and
relax the restrictions that people have
been living under, the personal impact of
the lockdown on local people will also
need to be assessed. From the youth job
market to life in rural communities and
“Major capital projects
such as HS2 and the
expansion of our Metro
network will kickstart
local growth...”
Left, an artist’s impression of
the proposed Curzon Street
Station in Birmingham
06
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the consequences of enforced isolation, it
will only be when lockdown is coming to
an end that we will really grasp how it has
affected individuals.
We will need employment and retraining
schemes for those who lost their
jobs, and support for social enterprises,
the arts, culture, sport, charities and
council services too.
But most urgently, major capital
projects such as HS2 and the expansion of
our Metro network will kickstart local
growth. For this reason I have urged the
Prime Minister to bring forward £4.2billion
of national transport funding, originally
earmarked for 2022. Locally, the WMCA is
forging ahead with major projects,
including reclaiming huge contaminated
industrial sites for housing development,
as part of our ‘Brownfield First’ policy.
This policy of building on former
industrial sites can be fast-tracked to give
us 200,000 new homes over the next 10
years, further stimulating growth.
Looking to the long-term, when the
virus is in retreat and personal restrictions
are relaxed, is more difficult. This will be
the stage at which global economic trends
that have emerged from the crisis – in
terms of things like technology – will
become apparent.
At a time of such human tragedy it is
“The West Midlands has
the local knowledge and
business experience to put
in place the strategies we
need to bounce back...”
difficult to think about economic strategy.
The Covid-19 outbreak will leave deep
personal scars for many. But I have also
seen how it has brought the best out of
local people, and how our communities
have been galvanised by its impact to
support each other.
I believe local people have the resilience
and fortitude to not only withstand this
crisis, but to bounce back afterwards, too. I
know that our business community can
provide the innovation and leadership
required to plot our way back to
prosperity. This is the place where the
Industrial Revolution began, where we
have overcome downturn, recession and
depression before, and re-invented
ourselves as the economic fortunes of the
country changed.
With the backing of Government, the
West Midlands has the local knowledge
and business experience to put in place
the specific strategies we need to bounce
back again.
Heart of England
fund launched
The Heart of England Community
Foundation launched a Coronavirus
Resilience Appeal on March 18. It is
open to any individual, business or
trust that would like to support
grassroots organisations who are
tackling emerging issues in our
communities during the Covid-19
pandemic.
Since launch the appeal has raised
over £340,000 in donations and
received funding from the
National Emergencies Trust, too.
189 grassroots organisations in the
region have received grants,
totalling over £500,000. However,
the need in the region is
enormous and the Foundation has
received almost £1,000,000 worth
of applications to date.
If you, or your organisation, would
like to support the Foundation’s
Coronavirus Resilience Fund
please visit: http://bit.ly/3b481Ns
If you, or your organisation, would
like to apply for funding, please
visit: http://bit.ly/2wAhwFj
www.inspired-partners.com
www.iod.com/westmids/events
07

IoD Events
Networking events - remember them?
If you think back to a time before lockdown, you will recall a few months where 2020 looked like it would
be a great year for business. We had a stable Government with a majority – always a preferred option for
investors – with politicians going out of their way to avoid the ‘B’ word. During this period, we were
delighted to host a number of events across the region with numbers that seem so alien to us now!
Here are just a few – but remember, we have an eclectic mix of webinars, socials and Mastermind groups
all taking place online: please see from page 30 for details.
Not a waste as
EBRI throws open
its doors to IoD
On February 13, IoD West Midlands
members were privileged to tour the site
of the Energy and Bioproducts Research
Institute (EBRI) at Aston University. This
is leading the challenge to share
knowledge and support collaboration
with companies across the UK, Europe
and beyond.
Our thanks to Tim Miller (pictured) who
patiently explained new developments in
waste-to-energy technology.
IR35 regs change – but delayed
Our thanks to Irwin Mitchell and
Jonathan Lee Recruitment for a
concise presentation on the
changes to IR35 rules and how it will
impact on contractors and
associates. I think we all breathed a
sigh of relief when, shortly
afterwards, the Government delayed
the implementation of these
changes until April 2021!
We will definitely need to run
another session next year in
preparation for these changes,
which won’t be going away, but we
hope that the government takes the
time to revisit IR35 post-Covid-19 and
update it prudently, to alleviate the
fears of freelancers and businesses
and help aid recovery.
We were also grateful to have
been part of Irwin Mitchell’s 2020
Annual Employment Update in their
beautiful new offices on February 3,
where we had a look back at some
of the key employment cases.
The value of a
decent Breakfast
Our final event before the Covid-19
lockdown was led by Keith Rozelle of Sales
Marvel and hosted by Lanyon Bowdler
Solicitors in Shrewsbury. Keith shared top
tips in delivering a clear, concise and
compelling 60-second pitch, with the
obligatory role plays!
Once again, it was a timely session as we
all move to a virtual world where we have to
communicate through a screen.
The events we had to postpone have all
been rescheduled for the second half of the
year (see page 30) and we are so grateful to
our host venues for their understanding
and flexibility.
08
www.iod.com/westmids/events

Awards launch gets
to heart of success
IoD West Midlands launched its esteemed
Director of the Year Awards at a special
event at the end of January. Hosted by
Fazenda Rodizio Bar & Grill in
Birmingham, the event provided members
with the opportunity to hear from previous
winners, who talked them through the
process and what it has meant to them to
win an award.
Dr Denise Taylor offered some
noteworthy advice on how to write the
best entry (the secrets are clear strategy,
celebrate success and tell your story),
while IoD Regional Director Calum Nisbet
explained what the judges look for in the
application and the face-to-face interviews.
The awards ceremony itself has now
been rearranged and will take place as a
Champagne Breakfast at Edgbaston on
15th September, with entries accepted up
to 29th May.
To enter the awards, please visit
www.iodawards.com/westmidlands
More on Awards: see page 31
Pictured at the event, clockwise from top
left are Abid Khan, Rav Bagri and Ifraz
Ahmed; Dagmar Mackett, Gary Simpson,
Jackie Casey and April Pearson-Myatt;
Jordan Lowe, Jo Dukes and Tomas Maunier;
Shinder Chall, Jas Bains, Matt Wistow and
Amrit Sumal; and Paul Cadman, Jas Bains,
Calum Nisbet, Mark O’Sullivan and Jamil
Shabir.
JANE GALVEZ: 07771 780 146 . jane.galvez@ripple-hr.co.uk . ripple-hr.co.uk
www.iod.com/westmids/events
09

News
Policy wins: how we’re fighting to
protect the economy during lockdown
The IoD’s teams at national and
regional level have been working
hard on behalf of its members
throughout the Covid-19 crisis,
representing directors’ interests
and making the case of business
and protecting the economy.
As a result of our interventions
we’ve scored several notable wins,
as outlined in the graphic right.
We will continue to work with
national, regional and local
government to secure the best
possible outcome for business and
ensure that when we emerge fully
from coronavirus restrictions,
economic activity can fire up
immediately, protecting jobs and
securing incomes for the workforce.
IoD puts key information at your fingertips
Despite the lockdown, the IoD’s
Information and Advisory Service has
been busy helping members understand
pandemic contingencies since the crisis
began, answering questions on
furloughing and providing templates,
letters and access to our legal database for
example.
However, the IAS team has also seen a
noticeable shift in the type of enquiries
being submitted as we focus on recovery,
with real strategic direction and targeted
market research. Unsurprisingly, member
bookings of advisory sessions (our 1-2-1
chats with a professional advisor) are 85
per cent above this period last year.
IAS provides a unique service to
members so please do get in touch if you
would like to know more. See www.iod.
com/services/information-and-advice
IoD member Dr Denise Taylor, a
director at Wylde Connections Limited,
has used the service numerous times and
can vouch for its ability to transform the
data and information your business holds.
She comments: “Wylde Connections
started in January of this year, offering
consultancy and strategic marketing
communications and online learning
programmes.
“We are currently developing a new
service around sustainability planning
which brings together different areas of
our expertise – protecting and conserving
the environment and strategic support for
manufacturing.
“As we have developed our offer, I have
used the IoD’s Information & Advisory
Service twice this month alone. The first
request was for research information for a
White Paper we are producing for a client
in the power generation sector. The
second was to help our own business with
market analysis on the industry around
sustainability and corporate social
responsibility.
“Both times the service we’ve received
has been outstanding, and especially given
that everyone is now remote working.
“On both occasions, I received the
information I requested within two days
and on each occasion the researcher had
gone above and beyond, providing me
with additional information as well as
further guidance on where else I might
look to find what I need.
“I consider myself a good researcher,
and it’s fantastic to have my expectations
exceeded. The IoD membership offers
great services and really supports SMEs,
and it is services like this that really do add
value for money. ”
10
www.iod.com/westmids/events

Take action: What to do now to
preserve your business tomorrow
Business owners have been
working frantically to keep their
businesses going amid the
toughest conditions they are ever
likely to face. Stephen Drew,
Professional Services Managing
Partner at Smith & Williamson’s
Birmingham office, outlines
what business owners need to
consider in these very
challenging times.
In this environment, we see three types of
businesses: those that are thriving, those that
are pivoting and those that are struggling.
Each scenario brings a different set of
decisions. Thriving businesses need to
consider what they will do if demand
returns to normal when the pandemic has
subsided. Can they keep costs sufficiently
flexible? Pivoting businesses will be
looking at whether to maintain their new
direction or go back to their original plan.
For those businesses where turnover has
dropped, they will need to decide whether
to adopt a business-as-usual approach,
hunt out new markets or perhaps explore
a merger.
Nevertheless, while there are different
challenges for each type of business, we
believe there is some commonality in the
actions businesses should be taking today
to shore up their businesses in the future.
Clients and customers
There will be a long-term reputation
impact from the way businesses act
today. As many leisure businesses
have discovered, there is a fine
balance to preserving a business’s
bottom line and also treating
customers fairly. Should they be
issuing refunds when it
could tip their
business into
bankruptcy, for
example?
As such, effective
two-way communication is vitally
important. People are far more inclined to
forgive temporary lapses if they’ve been
kept informed. Keeping engaged with
clients through these tough times may
help businesses bounce back. Most
businesses will need to consider payment
terms for clients but should also consider
when to change this back as the period of
distress comes to an end.
Staff
The recruitment market is moribund.
Few will leave a job in this environment
and competitors aren’t likely to be
recruiting. However, how a business treats
its staff today will impact how they feel
about the business in future and how hard
they are willing to work for you.
Access to talented individuals is vital for
any business. If you’re in a position to
keep staff properly incentivised, it may pay
to do so.
It doesn’t always have to be in cash;
more businesses are finding it cheaper and
a better way to retain key individuals using
share and share option schemes. The cost
to the business is low and the value to key
employees high, and if structured correctly
could tie people into the business for years.
If your business is in expansion mode,
how you hire will be important and that
will involve an analysis of the likelihood of
boom times continuing once the
restrictions are lifted. If you are likely to
need to de-scale, fixed term contracts
are the logical way to manage
short-term staffing needs.
It is worth noting that the lifting
of IR35 rules has created some
flexibility for employers in hiring
temporary staff. This may be a
good opportunity for thriving
businesses to bring in talented
individuals disillusioned with their
current company.
Cash
All businesses will have
been keeping a keen eye
on cashflow over the
crisis, and a good revised forecast is likely
to prove important on the other side. It
will be key to factor in any loans taken out
and the repayment terms, and whether the
business will need to raise cash or make
investments.
Cash is King and businesses should be
looking to preserve cash and generate it
from wherever possible to keep their
businesses going in the short-term. This
could mean realising value from their
balance sheets, obtaining loans from
Government funding schemes or taking
advantage of the breaks and benefits
recently announced by the Chancellor.
M&A
Like any recession, this crisis will
weaken some businesses irreparably. Even
where the business is still viable, founders
may be exhausted and keen to de-risk in
various ways, be it merging or selling.
There will be opportunities for businesses
with cash to make acquisitions.
For the seller, this will be about de-risking
but it should only be done at the right
price. There will always be those who will
take advantage of short-term distress to
beat you up on price. While it is hard to
know the value of your business in these
uncertain times, take advice and don’t sell
yourself short.
Always keep your eye firmly on the
long-term, the right decisions today can
help preserve your business into the future.
Want to know more?
Visit our dedicated Covid-19 hub at
www.smithandwilliamson.com for
the latest resources and insights on
the implications of the outbreak or
email stephen.drew@
smithandwilliamson.com
Stephen Drew, Professional Services Managing Partner
Birmingham, Smith & Williamson LLP
Disclaimer: By necessity, this briefing can only provide a short overview and it is essential to seek professional advice before applying the contents of this
article. No responsibility can be taken for any loss arising from action taken or refrained from on the basis of this publication. Details correct at time of
writing. Smith & Williamson LLP is part of The Smith & Williamson Group, an independently owned financial and professional services group. The
firm is a leading provider of financial services to private clients, professional practices, entrepreneurs and mid-to-large corporates. Smith & Williamson
LLP is regulated by the Institute of Chartered Accountants in England and Wales for a range of investment business activities. A member of Nexia
International. Ref: 65620lw
www.iod.com/westmids/events
11

News
Chartered status
boosts governance
says Richard
Huge congratulations to
Richard Bisiker, who
was awarded Chartered
Director status in
February. We know how
hard Richard worked to
achieve this and asked
what it meant to him:
“For me, being awarded Chartered
Director status is a wonderful
commendation of experience and
achievement. It was not given lightly as
the courses were intense and
comprehensive, and the portfolio and
panel interviews thorough. So this
makes the final award even more
satisfying.
“It has opened up a new layer of
support and community within the IoD,
and the encouragement to maintain
continuous professional development
activity. I can also personally say it was
great to complete many of the courses
with the West Midlands region.
“I opened my first business at the age
of 20 and have enjoyed being
entrepreneurial ever since.
“I joined the IoD in 2001 and it gave
me a new level of confidence around the
responsibilities of governance through
the learning opportunities that were
available. Indeed, this experience is
something I have been able to pass on
through the executive coaching service I
provide.”
Two charities on the
hunt for new trustees
groundwork
Environmental and community project
charity Groundwork West Midlands is
looking for new trustees to support its work.
Groundwork West Midlands works on a
broad range of projects each year, focusing
on communities where it can make a
difference and create projects and services
that benefit both people and the wider
environment.
Ian Priest, Chair of IoD Black Country,
joined the Groundwork board in 2017 and
has seen a major transition in its
organisation over the last two and a half
years. He said: “The board shrank as the
business went through reorganisation but
is now in a good position to enhance and
grow its services”.
The new Chair, Anne-Marie Simpson, is
keen to broaden its base of expertise and
network. She said: “We have a great Board
in place now and a new CEO in Andrew
Thompson, but want to strengthen our
knowledge and expertise, particularly in
diversity, climate change, the environment
and technology.
“If you are keen to get involved with a
fantastic charity that makes a real
difference to lives, have drive and
enthusiasm, we would love to talk to you!”
More details of what Groundwork West
Midlands is about can be found at www.
groundwork.org.uk/hubs/westmidlands/
Ian Priest says that this is a great starting
point for anyone looking to develop and
become a Non Exec Director. To discuss
the trustee role, call Ian on 07917 355751 or
email him via ip@independentbankers.
co.uk
little Hearts Matter
Little Hearts Matter offers support and
information to families following a
diagnosis of single ventricle heart disease
which means they have half a working
heart. Children born with this congenital
cardiac condition live with the fact that
they can never be cured and within the
restrictions that their disability brings.
The highly regarded charity has a Board
of Trustees to ensure services meet the
needs of its ever-growing membership. It
works closely with the Chief Executive and
is responsible for governance, management
and strategic planning as well as financial
stability. If you are interested in joining this
experienced, friendly, enthusiastic
leadership team, and can demonstrate
experience of working at senior or board
level, providing strategic leadership and an
ability to effectively challenge, and have
vision, enthusiasm, and excellent
interpersonal skills
To apply, please provide a Cv and
supporting statement outlining skills
and experience to Julie Fairman at
julie.chair@lhm.org.uk.
• More on Little Hearts Matter: pg 38
Coventry University-led consortium awarded
£3.7m for AI and data courses
12
An Institute of Coding (IoC) consortium of
11 Higher Education Institutions, led by
Coventry University, has been awarded
£3.7m in funding by the Office for Students
to develop a suite of postgraduate
conversion courses in artificial intelligence
(AI) and data science.
The course will respond to the shortage
of data science and AI specialists in the UK.
The number of skilled graduates needs to
increase significantly to keep pace with
demand, which is expected to continue
accelerating. The Government’s Digital
Strategy predicted that within 20 years, 90
per cent of all jobs will require some
element of digital skills.
The IoC consortium particularly wants to
increase students from under-represented
groups in AI and data science, and to
encourage graduates from diverse back-
grounds to consider a future
in this area.
The consortium will
develop a series of
flexible modes of study
– a mixture of online,
blended and face-toface
learning, and will
also host a two-week
online boot camp to
support learners in
making the transition to AI
and data science.
“In this fast-paced and rapidly
changing global society, digital skills are
more important than ever before,” said
Paul Fairburn, Director of Enterprise &
Innovation, Coventry University (pictured).
“We are delighted to be working with our
partners to create this exciting new
postgraduate conversion course, and
meet the rising demand for workers
with digital skills. We will be
working closely with a wide range
of industry partners, and looking
to attract a more diverse and
inclusive talent pool, who will in
turn address the needs of our
future society and develop a
successful economy.”
The initiative will support 650
learners (full-time and part-time) by
March 2023, of which 233 will be
assisted through scholarships.
The IoC is a large national consortium of
educators, employers and outreach bodies
that is committed to co-developing new
courses and activities at degree level and
above that will help a larger, more diverse
group of learners into digital careers.
www.iod.com/westmids/events

New guide picks path
through virus crisis
Business owners in the West Midlands can
now access a unique interactive guide to
help them navigate through the coronavirus
crisis courtesy of financial and professional
services firm Smith & Williamson.
The guide, accessed from the homepage
of the firm’s website (smithandwilliamson.
com), can be used by both employers and
the self-employed and sets out the various
support measures on offer from the
Government in a very user-friendly way.
It summarises the announcements made
to date around Covid-19, asks whether users
are looking for funding and then spells out
their options, after establishing some basic
details such as the sector in which they
operate, whether or not they occupy a
business property, and turnover.
There is also information on a range of
schemes such as vAT deferral, the Job
Retention Scheme, business rate holidays,
time to pay, sick pay support, the
Coronavirus Business Interruption Loan
Scheme and cash grants, along with
information on relevant Smith &
Williamson experts who are available to
help.
Stephen Drew, managing partner of
professional services at Smith & Williamson
in Birmingham, says: “In these
extraordinary times, with high levels of
uncertainty, it can be daunting to identify
what options are right for your
circumstances. The good news is there is a
wide range of financial support available to
businesses and individuals who have been
adversely affected by Covid-19 and this
interactive guide helps businesses to
navigate the various financial and tax
measures and determine what support is
right for you to protect your business and
employees.”
• Smith & Williamson has
continued to grow its
Birmingham office with the
appointment of new partner
David Yewdall (right).
David joins Smith &
Williamson as a Partner in the
Employment Tax and Incentives team
having joined from the Birmingham office
of PwC. He is the latest in a series of new
appointments at Smith & Williamson in
Birmingham.
Krista Woodman recently joined as
Director of Private Client Tax Services in a
year which saw Stephen Drew appointed
Professional Services Managing Partner and
fellow partner Matt Watts become Head of
Birmingham Business Tax Services.
David Yewdall’s core specialism involves
handling international employment tax
matters in various jurisdictions, as well as
UK domestic employer compliance issues.
Having worked with a range of
corporate clients across all sectors,
ranging from entrepreneurial and
owner managed businesses to
listed companies, he has
extensive experience in
successfully managing a number
of global mobility programmes,
advising clients on the various tax
and social security planning.
Auriga lands key British
Gas Energy Trust role
British Gas Energy Trust, the energy provider’s grant-giving
charity, has appointed Sutton Coldfield-based Auriga Services
Ltd as its new grants management service provider.
Helen Charlton, Chair of British Gas Energy Trust, said:
“Auriga shares our values and is dedicated towards helping
people who are in financial need.”
The British Gas Energy Trust was established in 2004 by
British Gas as an independent charitable crust, focused on
contributing to the relief of poverty, particularly alleviating
fuel poverty. It delivers through direct access grant
programmes for individuals and families, as well as through
the funding of 17 third-sector organisations, who deliver a
variety of in-depth money advice programmes and projects
within communities.
Matt Baker, senior vulnerability manager, British Gas said:
“British Gas have great confidence in Auriga’s ability to deliver
this contract following their track record helping customers of
energy and water companies.
Jessica Taplin, CEO of the British Gas Energy Trust said: “I
look forward to working with Auriga Services, and our funder,
British Gas, to amplify the impact and reach of the Trust, in
order to continue in our aim to alleviate fuel poverty”.
Auriga Services Ltd, based in Sutton Coldfield, West
Midlands employs over 65 people, is a specialist company
supporting those with money worries. Mark Abrams, its Chief
Executive, said: “We are excited to win the opportunity to help
many 10,000s of additional people each year by winning the
confidence of this highly prestigious Trust Fund. I am proud
of the team at Auriga who are revelling at the chance to make
a material change to so many people with money worries.”
Covid 19 is having an effect on both the NHS and private sector alike.
Our NHS was already under huge strain before the outbreak so getting
back to where we were may take time. If you wish to consider private
hospital treatments for you, your family or business, now may be the
time to make enquiries and receive free quotes to help make decisions
Employee benefi ts for your staff
recruitment and retention needs
Reduce work absence with speedy
visits to private consultants
Recover quickly and in comfort
with your own hospital room
Let us source the most affordable
quotes and negotiate rates
For more information contact Stefan Wardle, MME FS Ltd
via stefan@mmefs.co.uk
or call 07419 764 565 / 0800 999 2205
for free no obligation quotes, advice or reviews on existing arrangements
www.medicalmadeeasy.co.uk
www.iod.com/westmids/events
13

Business in the lockdown
An IoD West Midlands special feature
Covid-19 can’t be allowed
to infect the economy
Support, guidance and advice on dealing with the
business and economic fall-out of the coronavirus crisis
‘We are living in unprecedented times...’ a phrase used often in
the past to describe events that felt removed from the norm,
yet never have those words been more apposite than they are
today. As business leaders, IoD members are wrestling with
not only their concerns over the health of the nation but the
future stability of their businesses, as they deal with the chaos
caused by the lockdown and ongoing fight against Covid-19 at
close quarters.
IoD West Midlands contacted senior figures from a host of
sectors to gauge their opinions on the next steps the business
community must take to protect the economy and ensure
that, once the fight against coronavirus is won, the financial
price we pay for the victory isn’t worse than the damage
caused by the virus itself.
Navigating the communication
challenges of Covid-19
By Jonathan Hemus
Managing Director, Insignia
The COVID-19 pandemic has presented
organisations with challenges that would
have been unimaginable just a few weeks ago.
In this time of uncertainty, it is critical for
businesses to retain the trust of their
stakeholders. Those who behave in line with
their values are much more likely to emerge
from this crisis with that trust intact.
Although it may be difficult to see now,
this crisis presents an opportunity for you to
deepen your stakeholder relationships and
therefore enhance your long-term
reputation. For those who get it wrong, any
brand equity you had pre-crisis will be lost.
You only need to look at Sports Direct and
its attempts to brand itself an “essential”
retailer to see the reputational damage of
making the wrong call.
In a world where normal order seems to
have all but disappeared, one thing is for
certain: you will be judged by what you do
and what you say as you navigate your way
through this crisis.
Crisis communication principles
It can be difficult to know how best to
approach communication when facing a
crisis. Following these principles will
provide a solid grounding for a successful
crisis communication response.
Take action
The fundamental tenet of crisis
communication is backing up by action what
an organisation says it will do. Brands that
communicate without taking action or –
perhaps worse still – take actions misaligned
with their values, do more harm than good.
Businesses must act in line with what they
stand for or else all communication,
however well developed, will be vacuous
and erode stakeholder trust.
Transparency
In an era of declining public trust in the
media and politicians, people value
transparency, especially in times of crisis.
Given the prevalence of social media,
businesses that fail to be open can be very
quickly, and publicly, found out. Always
communicate honestly and tell people as
much as you can in straightforward
language.
Frequency
Social and digital media make people
constantly crave information. In a world
where everything is instantaneous,
companies must communicate frequently
during a crisis. This is particularly true in a
dynamic and rapidly changing situation
such as Covid-19. Communicate more
frequently than you think you need to and
across multiple channels. It takes several
iterations for people to receive messages, so
the more regularly you communicate, the
better.
Two-way communication
While communication needs to be regular
in a crisis, it mustn’t be entirely one way.
Create forums for people to ask questions
and get additional information. This is
especially important for your employees:
share regular updates with all staff and
equip managers to answer more detailed
questions. Getting employee communication
wrong can in itself lead to negative press
coverage, as JD Wetherspoon has discovered
after telling staff to find supermarket jobs
when its pubs were forced to close.
Above all else, remember that you will
never have all of the answers in a crisis, and
this is particularly true of Covid-19. Being
honest and acknowledging this is better than
sharing untruths or saying nothing at all.
Creating a robust crisis
communication plan
Based on these principles, here’s how to
develop an actionable crisis communication
plan.
Set communication objectives
Before you communicate anything, you
14
www.iod.com/westmids/events

must spend some time considering what
your desired end-state is. How do you want
to be perceived in six months’ time? How do
you want to be remembered after this crisis
is over?
Use these questions to devise your
communication objective for the crisis.
Your objective might be ‘to retain the trust
of our stakeholders’ or, specifically in the
case of Covid-19, ‘to prove to our
stakeholders that we care.’ Whatever you
decide upon, this will guide your tactical
approach. The objective should be reviewed
regularly to ensure it remains valid.
Identify and prioritise stakeholders
Pinpoint which stakeholder will be
impacted and/or will have influence over
your organisation during the crisis.
You will be unable to give each
stakeholder equal attention. You should
identify the two (maximum three) most
important stakeholder groups who will have
the largest influence over you, or who are
most affected by you in this situation. They
will almost certainly include your
employees and your customers. Focus
disproportionate attention on those groups
at a time when you have limited resource.
Develop messages that inform and
reassure
Anything you communicate needs to
show you understand and care about your
stakeholders’ concerns, provide reassurance
and explain the actions you are taking to
help address the situation.
The critical part of reaching stakeholders
successfully is putting yourself in their
shoes. Your concerns as a business leader
will be different from the people with whom
you are communicating, and your
communication needs to recognise that,
whether you are talking to your employees
who are worried for their jobs or your
customers who are concerned they will be
without the services they desperately need.
Covid-19 is causing uncertainty, fear and
anxiety. Recognising that and giving your
stakeholders reassurance is crucial. Explain
the actions you’re taking to give them
confidence that your reassurance is real.
Organisations must reflect their values in
their messaging in order to retain the trust
of their stakeholders.
Healthy fast food chain LEON has done
just that. Motivated by serving NHS
workers, LEON has decided to stay open and
convert some of its restaurants into mini
supermarkets, even though it would make
better financial sense to close them. It also
set up a new ecommerce platform to help
get food into people’s homes – all done
‘This crisis presents an opportunity to enhance
your long-term reputation ... You only need to
look at Sports Direct and its attempts to brand
itself an ‘essential’ retailer to see the reputational
damage of making the wrong call...’
while looking after their employees and
keeping them front of mind.
LEON’s actions during this crisis, backed
up by clear, values-led communication, will
undoubtedly protect or even enhance their
long-term reputation.
Determine communication channels
Use multiple channels to get messages to
people. Uber, for example, has used regular
emails and a dedicated Covid-19 webpage to
communicate with customers and drivers.
The communication channels you use
will be slightly different for each
stakeholder group. Internally, you may find
that conference calls and regular intranet
updates are the most appropriate
supplements to email communication.
Whichever communication channels you
decide are most appropriate, make sure
messages are reaching people in the ways
they would expect.
Agree timing and assign responsibility
Resources are precious during a crisis. If
you’ve prioritised your stakeholders, you
will have identified who needs to receive
communication most urgently.
Determine when each of your stakeholders,
including those who are not priority
groups, should receive communication.
Confirm who on your team is responsible
for actioning the communication.
Record these actions and regularly review
that they have been completed.
Developing communication materials
Once you’ve drafted any form of
communication, whether it’s an internal
briefing or customer update, go through
this checklist before issuing it.
Is your communication:
n Empathetic: are you communicating in
a human manner that connects with and is
sensitive to your stakeholders’ needs/
concerns?
n Clear and simple: is your language
straightforward without corporate jargon?
When people’s brains are stressed and
scrambled, you need to make your
communication really accessible.
n Practical: are you sharing useful
information and is it clear what steps people
should take as a result?
n Based on substantiated messages: have
you provided evidence, examples or data to
back up your messages?
n In line with your values: are you
reflecting your organisational values in your
communication?
While it is hard to focus on this at the
moment, opportunity comes out of crisis.
Under intense pressure, you will develop
better, more efficient ways of working as a
team, you will innovate and produce new
products. Manage the Covid-19 crisis well
and communicate effectively and you will
emerge with stronger customer
relationships, more loyal employees and an
enhanced reputation.
What is certain is that everyone will
expand their personal capabilities and
businesses will become more resilient as a
result of what they learn during this crisis.
Jonathan Hemus is Managing
Director of Insignia, a specialist
crisis management consultancy.
He can be contacted via
W: www.insigniacrisis.com
T: @jhemusinsignia
E: j.hemus@insigniacrisis.com
www.iod.com/westmids/events
15

Business in the lockdown
An IoD West Midlands special feature
What has the lockdown
done to your business?
by Rob Harrison
Working or being furloughed in an isolated
and socially distanced world has been
described as ‘existential’. But what is
meant by that? And does it matter? It
merits some reflection, especially as it is
actually about meaning. To coin the
Monty Python film title, it is about ‘The
Meaning of Life.’
When we experience extreme changes
to our routine way of life and work we are
left wondering ‘What’s it all about?’, ‘What
is the point of it all?’. Rather than let that
undermine us we can use it to confirm,
redefine or identify our purpose, its value
and what we choose to do in life and
business?
There are dozens of ways to go about
this reflection, from fuzzy logic to
algorithmic. On the basis that getting there
is more important than how you get there,
in this article we wanted to share our
methodology. Which has also informed
our approach to developing propositions
and brands.
It has come from a ‘mash-up’ of Freud’s
model for the human psyche and Simon
Sinek’s ‘Start with the why’.
To keep focused during the process we
have to remember this is about our
existence – whether that be as a business
or in our vocation.
Think of three concentric circles – outer,
middle and centre. The outer is what we
do. The middle is how we do it. The centre
is why we do it.
By interrogating each of these and
documenting our thoughts and debates,
however random, we can stand back from
them and then knit them into a pattern
that makes emotional and logical sense.
More importantly we find this also
re-inspires, gives purpose and consistency
to what we do.
Let’s go through an example to bring
this to life. Imagine we have been engaged
by company to work on a re-brand. At a
glance the company I am thinking of does
IT services – as a description of what they
do, rather ‘me too’.
We would conduct qualitative research
with the executive team, staff and clients
interrogating the answers to the following
questions: What do they do?; how do they
‘Think of three concentric
circles – outer, middle
and centre. The outer is
what we do. The middle
is how we do it. The
centre is why we do it...’
do what they do in a different way to their
competitors?; and, why do they do it in
that way?
What we might find, although it will be
unique to every organisation, is that rather
than an IT services company, what they do
is ‘harness technology as a force for good’.
That might be because how they do it is
‘by helping people make better friends
with technology’. And both what they do
and how they do it is driven by why they
do it, which could be ‘wanting to have a
positive impact on everyone they come
into contact with’.
We end up with not just a difference, not
just a valuable difference but a unique
valuable difference. We bring genuine
meaning and purpose to what we do. We
have a way to motivate ourselves, retain
our clients and attract our prospects.
For guidance on how to rediscover
the meaning in your business
contact Rob Harrison
T: 07787557197,
E: robharrison@gluedlimited.co.uk
16
www.iod.com/westmids/events

Difficult times require good cash
control – but how can it be improved?
Paul Webb
In all times cash is king – but in difficult
times it is even more important.
Many businesses will be on the hunt for
external loans to boost cash reserves, but
before you do think of whether you can
generate cash internally.
Keep an eye on your monthly KPIs,
targets, look to improve your working
capital cycle and your credit control
systems.
In addition, negotiate with suppliers,
generate accurate cash flow forecasts,
monitor your return on capital employed
(ROCE) and make use of specialists.
n Monthly KPIs: What isn’t measured
won’t be controlled – so make sure all
management information is accurate and
timely. Management need to know each
month the average days it takes for
customers to pay, the credit taken from
suppliers and the days stock held.
n Targets: Have monthly targets to
improve average debtor, creditor and
stock days. An initial target should be to
have debtor and stock days less that
creditor days
n Working Capital cycle: Every owner
owner/manager needs to know what time
does it takes from receiving a sales order to
getting paid by the customer?
WCC refers to the time taken by an
organisation to convert its net current
assets and current liabilities into cash.
Therefore, a business needs to shorten
the working capital cycles to improve the
short-term liquidity condition and
increase efficiency.
n What is ‘Days Working Capital’?
This is how many days it takes for a
company to convert its working
capital into revenue/cash. The more days
a company has of working capital, the
more time it takes to convert that working
capital into sales. The days working capital
number is indicative of a good or
inefficient company.
n Credit Control System: Operate the
“Pareto Principle” (80:20 rule). Spend 80
per cent of the time chasing the 20 per
cent of the customers who hold 80 per
cent of your cash target.
Don’t just concentrate on the very
overdue amounts. Size does matter!
Make early calls for the 80 per cent of
cash required to ensure invoices have
been passed for prompt payment. Take
away the excuses and don’t allow hold ups!
For relatively small late payments, have
a two-letter system. The first is polite,
requesting payment. The second threatens
legal action in seven days.
Do the above and potential bad debts
stand out like a sore thumb.
n Negotiations: Be firm but fair with
customers and suppliers alike, then deliver
what you promise. Management won’t be
respected unless firm.
If you support struggling customers ask
in return for, say, half to be paid
immediately, as an act of good faith.
If you allow customers to waste your
time waiting for payment, many will do so.
Payment terms are part of the price! If
you obtain more favourable terms from a
supplier, with the same service, quality
and price, that is the best option. Similarly,
if customers want extended payment
terms, but low prices, they are not as
favourable as the customer who pays
quicker.
n Cash Flow Forecasts: These are
required for the company as a whole on an
annual basis. These may be require
updating on a regular basis eg quarterly
and actual performance compared to
forecast.
n Return on Capital Employed
(ROCE): This is the acid test of a really
successful business. This KPI is rarely, if at
all, used by SMEs or external accountants
alike. Don’t just look at profits; compare
them to capital employed. The lower the
working capital, plus fixed assets, the
higher the ROCE.
Rearrange the balance sheet from the
statutory format to show total (net) assets
and capital employed (which should be
equal).
n Use a Specialist! Need help with the
above? Then use a specialist.
External accountants may be excellent
auditors and/or tax advisors, but rarely
have relevant experience at controlling
cash and implementing effective systems
and accurate KPIs. They are usually GPs.
If you think a specialist might be
expensive, try operating without one.
For more information, contact
Paul Webb FCCA Dip M,
FD Services
Big Company Controls for SMEs
E: paul@financialcontroller.biz
M: 07796 266 810
www.iod.com/westmids/events
17

Business in the lockdown
An IoD West Midlands special feature
International payments and
the global pandemic
As the Covid-19 pandemic forces more
restrictions upon our daily lives, society’s
priority is to help each other stay safe. But
what about the economic impact of this
unprecedented global health crisis?
At RationalFX we understand that these
are challenging times for businesses of all
sizes with international payment
requirements. That’s why we’re on hand
to help you navigate these uncharted
waters using our knowledge and
experience.
Thankfully, it’s not all doom and gloom
for cross-border businesses. While the
economic impact of the pandemic has
already driven exchange rate volatility
beyond the levels experienced during the
2008 financial crisis, bringing the need to
manage currency market risk into sharp
focus, opportunities to capitalise on
favourable market movements will present
themselves.
Why has Covid-19 affected currency
markets?
As Covid-19 continues its march around
the world, governments are closing whole
commercial sectors and ordering people
to stay at home to contain its spread.
While necessary, this has severed supply
chains, stalled economies and provided all
the ingredients needed to trigger a recession.
The economic fallout has precipitated
historic fiscal and monetary action from
governments and central banks
worldwide. Designed to help economies
weather the economic storm, these
emergency measures have also caused
currency markets to shift like never before.
Exchange rates constantly fluctuate in
response to a range of economic factors at
the best of times. The unprecedented
market movements the Covid-19
pandemic has set in motion will
persist until its vice-like grip on
economies loosens.
Safe-haven currencies
There’s an elite band of
currencies that experience
increased demand during times
of economic uncertainty.
Known as safe havens, they typically
remain resilient because they hail from
economies that tend to be strong.
So, when a risk-off mood envelops
currency markets – such as the one
triggered by the Covid-19 pandemic –
demand for these currencies swells
because they offer stability in an otherwise
unstable environment.
As the pandemic’s grip the
global economy started to
tighten, safe haven currencies
like the Japanese yen, Swiss
franc and US dollar began their
march higher. Unfortunately,
there’s no such thing as a
sure bet when it comes
to currency markets. For
example, on March 20,
the US dollar achieved
its biggest weekly rise
since the 2008
financial crisis on the
back of Covid-19
fuelled risk-aversion. Fast-forward just a
week, however, and it had posted its
biggest decline since 2009 as risk appetite
grew.
Despite levelling off slightly since the
Covid-19 crisis began, the US dollar has
maintained an edge relative to most major
currencies, including the euro and China’s
yuan.
Spooked by uncertainty and eager for
safe assets, investors and business owners
are piling into the US dollar – the world’s
reserve currency.
Currency risk strategy
The ongoing Covid-19 crisis has
emphasised the need for businesses to
adopt a proactive approach to currency
risk management. Simply hoping the
market will move in your favour will leave
you exposed to the pandemics economic
influence. In contrast, a well planned and
executed currency risk strategy could
mitigate the impact of currency market
18
www.iod.com/westmids/events

‘A well planned and
executed currency risk
strategy could mitigate
the impact of currency
market risk on your
finances...’
Business support –
under one roof
risk on your finances, by allowing your
business to secure exchange rates now and
in the future – saving you time and money.
There’s no ‘one size fits all’ approach to
protecting your businesses finances from
currency market risk, so consider working
with a foreign exchange provider, such as
RationalFX, to develop an FX currency
strategy that’s tailored to your business’s
risks and requirements.
Currency risk management tools
A currency risk strategy should be
tailored to your business’s unique
international payment requirements and
risk appetite. To achieve this, it will
combine appropriate currency products,
designed to help you control the cost of
your international payments:
Forward Contract: Lock in the current
market rate, so you can fix a price for your
international payments for up to two
years.
Limit Order: Target an exchange rate
that’s not currently available, so you can
secure your desired level the moment the
market reaches it.
Stop Loss: Set a minimum exchange rate
that you would want your payment to be
executed at. If the rate falls and hits this
minimum, the transaction will be
completed ensuring you avoid a further
decrease in value.
Speak to a currency expert
At Rational FX we have a team of
currency specialists to provide support,
guidance and a proactive service to ensure
that your transaction is processed at a
competitive exchange rate within your
specified time frame.
Your personal account manager will be
able to discuss your currency
requirements with you and guide you
through the currency tools that are
available.
To find out more...
Email Jaspaul Bains on
Jaspaul.bains@rationalfx.com
or via 07738 386263
Alternatively see
www.rationalfx.com/business
Have you see the Government’s
latest Business Support website?
You can find it at https://bit.
ly/39JFkob . It brings together support
and advice for small businesses in one
place.
It features key messages on the
support available, mentoring advice
and case studies so you can see how
other businesses have taken
advantage of the Government’s
financial packages.
The website splits the support
schemes into four areas:
• Finance and business planning
- https://bit.ly/2u8qwAk - including
funding for new businesses and
business growth, dealing with late
payments, and equity and debt
finance
• Leadership and Talent - https://
bit.ly/2vGXfx8 - including mentoring
schemes, help with recruiting,
developing leadership skills or joining
a network
• Innovation and Technology
- https://bit.ly/2SQcETK - including
funding for innovation, adoption of
new technology, intellectual property
and finding partners for innovation
• Exporting - https://bit.
ly/2uMDq7G - including support for
doing business internationally and
expanding online
Businesses can also contact the
Business Support Helpline for one to
one advice by calling 0300 456 3565 or
by using the LiveChat function.
The website also links to local
organisations who understand the
challenges and opportunities specific
to each region, such as local Growth
Hubs and Local Enterprise
Partnerships.
This website hopes to bring under
one roof all Government funded
business support. It could help you:
n develop innovative ideas
n expand into new markets
n fund business growth
n invest in your employees
Find the right support to help your
business grow: https://bit.ly/39JFkob
or see @HMGMidlands
“This website hopes to bring under one roof all
Government funded business support. It could
help you develop innovative ideas, expand into
new markets, fund business growth and invest in
your employees...”
www.iod.com/westmids/events
19

Looking to
recovery: NEC’s
blueprint for
the future
Business in the lockdown
An IoD West Midlands special feature
As we begin to see a desire to ease
lockdown and help businesses return
to work, a comprehensive plan is
essential to help establish precautions
to prevent a spike in Covid-19 cases
and ultimately to reassure employees
and customers. Here, Paul Thandi,
CEO of the NEC Group, shares with us
its blueprint for opening up the
business to visitors again.
World-leading venue management
company, the NEC Group, has released a
four-part blueprint, designed to provide a
framework for running organised
gatherings in safe and controlled
environments as the UK enters Phase 2 of
the Covid-19 pandemic.
Paul Thandi, CEO of the NEC Group,
said that as restrictions on gatherings,
social distancing and non-essential travel
will not be eased, in totality, until an
effective vaccine is produced and becomes
widely available, there will be a significant
lag in the recovery of the live events sector,
thereby requiring a longer-term industry
support package.
“The NEC Group is working with
industry bodies to develop protocols for
running organised gatherings in safe and
controlled environments for known
audiences that comply with social
distancing requirements, but until more
information is available on what these
restrictions entail and how long they will
operate for, it is unclear how the events
industry can recover,” he said. “As a key
influencer in this industry, it is our job to
be proactive in mitigating the impacts of
Covid-19, so we can all return to hosting
great events for our audiences as soon as
possible.
“The NEC Group has been fully
supportive of the unprecedented steps
that the government has taken thus far,
prioritising the health of the population
ahead of the economy. While the UK has
been in lockdown the Group has provided
its venues – with support from staff and
contractors – to the NHS rent-free for as
long as it needs to build NHS Nightingale
Birmingham; that’s a saving of around
£10million pcm.”
While the current level of restrictions
remain in place it is unclear whether
events are practically possible or
commercially viable. The NEC Blueprint
takes a proactive approach to tackling the
health of an industry which is currently
facing collapse, outlining how the sector
can reignite the UK economy in the latter
stages of and post Covid-19, taking into
consideration key government and NHS
principles and ensuring the safety of its
customers and stakeholders.
The blueprint refers to four measures
that have been carefully assembled on
behalf of the venues and events industry,
to ensure the safe and efficient delivery of
events upon easing of the UK’s current
social distancing measures.
• Implement measures to minimise the
causation of transmission
20
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• Introduce strict social distancing
protocols
• Utilise data and technology to support
contact tracing and testing
• Focus protocols and communications
to reinforce behavioural change
• Implement measures to minimise the
causation of transmission
• Minimise ‘Risk People’ Entering the
venue: Thermal imaging technology will
be applied at all controlled entry points.
Any individuals presenting with symptoms
can be identified and will be moved to
isolation areas with NHS protocols on site.
Individuals will then be tested using the
same technology available at drive through
test centres.
Those showing positive results will be
managed in line with existing NHS
protocols.
• Minimise ‘Risk Objects’ Entering the
venue: Restrictions will be introduced on
luggage allowed in venue, and any luggage
entering the venue will need to be treated
at specific luggage sanitisation stations.
• Enhanced Cleaning and Sanitisation
Regimes:
c1. Daily Deep Cleans: All venues will
introduce a comprehensive sanitation
regime during opening hours, with
particular focus on all public spaces and
frequent contact surfaces.
c2. Hand Sanitiser Dispensers: Available
in key areas such as entrances and catering
areas, these will be positioned in the
one-way lanes around site. Similar to the
use in hospitals, hand sanitiser will also be
at every staff entrance and usage will be
mandatory.
c3. HvAC Systems: Increased use of
these systems to ensure greater fresh air
input.
c4. Seating Treatments: Communal area
seating and event seating will be regularly
treated with anti-bacterial spray and other
technologies under investigation
• Introduce strict social distancing
protocols
• Manage Audiences: (process and
behaviour)
All venue ingress and egress will
maintain a social distancing protocol
similar to the measures currently in place
for supermarkets.
• Adapt Event Format: Floor plans will
be devised to create adequate space
between exhibitors.
“The NEC Group is working with industry
bodies to develop protocols for running
organised gatherings in safe and controlled
environments for known audiences that
comply with social distancing requirements,
• Allocate Time Slots: Events will
operate with timed visitor slots (eg,
morning and afternoon sessions) to help
manage visitor flow and density.
• Controlled In-Venue Circulation:
Social distancing measures will be in place
with one-way circulation paths mapped
out for attendees to follow. The approach
will be similar, but more defined and not
variable, to those in place in retail
environments like Ikea.
• Maintain two metres distance: All staff
and visitors will be advised to maintain the
physical distancing measures put in place
by the UK Government and NHS England,
which will be communicated prominently
around the venue. Current advice
recommends at least two metres away
from others, thus reducing space
capacities but still allowing for the
circulation of people.
• Utilise data and technology to support
contact tracing and testing
• Traceability through data: All events,
whether trade or consumer, will have a
strict pre-registration or ticketing
process to ensure that audiences
are known. Compliance with
this will be mandatory to gain
entry to events. Individuals
who have not registered in
advance will be required to
provide their details on arrival.
• Government Support:
Download confirmation of the
NHSX app will be required to
successfully complete the
event registration
process.
Individuals’
registration for events will also confirm
acceptance, that if required, their details
can be supplied by the Group to the
government for tracing purposes (in
accordance with GDPR).
• Regular Staff Testing: A particular
focus will be on frontline staff.
• Focus protocols and communications
to reinforce behavioural change
• Touch-Free: Customer journeys will
be adapted using the latest technology to
ensure touch-free journeys from car parks
and train stations into venues with
designated walking routes, marked up
with visible social distancing signage and
messaging, plus alternative, sanitised door
push opening products.
• Safe Food and Beverage Services:
Food and beverage will be integrated into
the one-way lanes with grab and go
provision, and social distancing and
protective measures will be implemented
throughout venue restaurants and
facilities. We will adopt cashless and
touch-free payment only inside venues
and the use of pre-ordering services will be
encouraged to reduce queuing.
• Appropriate Personal Protective
Equipment (PPE): This will be worn by all
employees based on their role and
responsibilities and in adherence with
health and government guidance.
Training on how to properly use and
dispose of all PPE will be mandatory.
Gloves will be provided to employees
whose responsibilities include
housekeeping, first aid and security.
• Staff training: All employees will
complete training before they return to
work and daily/pre shift briefings will
reinforce key messaging. Best practice
briefing documents outlining the latest
expert advice will be made available via
the Group’s intranet platforms.
• Clear and prominent
communications: NEC Group
venues have highly visible digital
screens situated in key locations
across sites. These devices offer
great exposure to audiences and
will carry clear and impactful social
distancing messages as a constant
reminder to all on site.
• Pre-Visit Briefings:
Communications will be
issued to visitors
advising them of
the new
protocols; this
content will
also be
displayed on
all Group
Paul Thandi
websites.
www.iod.com/westmids/events
21

Business in the lockdown
An IoD West Midlands special feature
Caroline Suggett
Eight weeks in from
lockdown and social
isolation caused by
Covid-19, and the
question is, where are
you now?
What’s going on for
you in this surreal situation
we find ourselves in, where every day
might feel like groundhog day, or that we
are in a parallel universe?
Perhaps you have begun to develop a
new structure of your day that works, or
maybe it feels like you are still reeling from
the news and are feeling lost and fearful.
We all have our own perspective on this
lockdown; for some it is adapting to
working from home and checking in
regularly with our teams and customers,
others are desperately worried about our
businesses surviving, and each day we are
working on survival tactics.
For others, the pace of life feels slower,
with more quality time for family and a
relief from the pace and commute. And for
some, the fear of our loved ones working
on the front line, as key workers, literally
dominates our day.
This restrictive environment we are all
enduring invites a rollercoaster of
thoughts which may constantly swing
between feeling fearful, anxious, angry,
shock, denial, caution, vulnerability,
awareness, kindness, supportive, thankful,
even acceptance. And then back again…
Our mind chatter can be exhausting (we
have up to 60,000 thoughts per day, 80/90
per cent of which are repetitive) as each
thought leads to an emotion, which also
generates a sensation in the body. In terms
of negative thoughts, this sets off a cascade
of the stress hormones – adrenalin and
cortisol. These race around the body
preparing us to ‘fight or run’ from the
perceived threat. During this reaction, our
digestion shuts down, our body stops
processing normal functions via the
organs – because all the energy is diverted
to us escaping the ‘threat’ and surviving.
Yet when the stimulus is coming only from
thoughts (ie, thoughts are not facts, they
are just thoughts – and a huge percentage
of these thoughts will never come true)
and this stress response cycle becomes
chronic, we are lowering our immune
system, interrupting sleep, and can start to
develop other symptoms such as lowered
immunity, insomnia, headaches, eczema,
anxiety, digestive issues and so on.
Mindfulness is an accessible and
powerful support for us during these
times. It is about becoming more aware of
our thoughts and choosing our response
to them and what we focus on – rather
Mindfulness is
secret for getting
through lockdown
than feeling like a victim of them.
Mindfulness is a practice, ie, putting in
tiny skills and techniques, when practised
consistently throughout your day, which
have a cumulative effect over time. You
will begin to feel more present, aware,
calmer, more able to focus.
Here are some ways you can
immediately support yourself during the
current Covid-19 pandemic, and beyond:
n Thoughts are not facts
While it is important to take current
advice, choose to stay away from constant
news and social media. Maybe just check
the headlines on your phone once per day.
When you have a fearful or negative
thought about anything, STOP – ask
yourself “is this a fact?” “what do I actually
KNOW in this moment”. Focus your
thoughts on positivity.
n Remember to breathe!
Take three full breaths (down into the
abdomen) at regular intervals during your
day. Focus your mind on the tiny
sensations as the breath flows into and
then out of your body – then notice where
is that point when the breath turns around
at the end of the in-breath and becomes
the out-breath? Imagine letting go of any
stressors or negativity on each out-breath
and imagine each in-breath flooding you
with light, health and energy.
n Let go
Choose to let go of not knowing exactly
what the future will bring. You ‘holding on’
to any thoughts of being in control are not
serving you right now. Acceptance is a
more useful and realistic approach.
Accepting that this situation ‘is what it
is’, go with what you do know in this
moment, and the next moment. Trusting
that you will respond in the right way at
the right time, as the situation unfolds. We
only ever truly have this present moment
– so choose to stay present and aware (the
22
www.iod.com/westmids/events

quickest way to come back to each present
moment is to move your focus to your
breath, the breath is your anchor to the
here and now).
n Stay Present
Whenever you feel your mind racing
with thoughts, find your breath and follow
a couple of breaths, in and out fully, with a
focus on your surroundings, eg, I am
sitting in the chair, I feel my feet on the
floor, I can sense my spine, neck and head,
I notice sensations of air on my skin, I can
feel warmth in my feet yet coolness on my
arms.
If in bed, think ‘I feel the comfort of my
body in this bed, I can feel the duvet on
me, I am safe, warm, relaxed, my partner/
children are safely in bed, all is OK.’ This is
very calming and grounding.
n Use any of the mindfulness APPS
You can download these on your mobile
eg, Calm, Headspace, Insight Timer. Use
them as you wake up to start your day,
during breaks in the daytime and before
you go to sleep.
n Gratitude
Perhaps before you go to sleep, during
the daytime, and/or first thing on waking,
think of three things in your day that you
are grateful for. Maybe you’ll come up with
five! This is a great way to encourage
happy vibes in the body and mind and feel
good – improving wellbeing.
n Get outside as much as you can
Notice the springtime in the garden. Sit
outside with your coffee and breathe and
take it all in. Enjoy mindful walking, notice
three things you can hear, feel, see, smell,
touch.
Focus your attention in every step – feel
the surface touching your foot, feel the
weight transfer through your feet and legs
as you move. Enjoy nature. Give yourself
permission to just let go of your day, or any
concerns.
n Exercise
Perhaps gardening, cycling, decorating,
take part in a virtual exercise session on
your laptop or tv – whatever works for you.
Movement and exercise release stress,
keeping you healthy in body and mind.
Stretch – get on the floor and instinctively
stretch your body.
n Wash your hands MINDFULLY ;)
Do this slowly and regularly. Notice and
enjoy the sensations.
n Mindfulness Self Talk
Guide your thoughts to be self-supportive,
self-kindness, reassuring. When we feel in
a good space, it increases our ability to be
kind and supportive to others.
Use these skills above to get out of your
head and re-connect with your body. This
will encourage a feeling of stability,
calmness, positivity, and wellness.
For more on coaching and
mindfulness in the workplace,
contact Caroline on
W: www.rom-consultancy.co.uk
LinkedIn: http://uk.linkedin.com/
in/carolinesuggett
E: caroline@rom-consultancy.co.uk
M: 07712 536 718
‘Notice the springtime in the
garden. Sit outside with your
coffee and breathe and take
it all in. Enjoy nature.
Give yourself permission to
just let go of your day, or any
concerns...’
www.iod.com/westmids/events
23

Business in the lockdown
An IoD West Midlands special feature
Phishing for trouble: why
online crime is on the rise
Helen Barge
Crises such as the coronavirus pandemic
can bring out the best or worst in people.
For every Facebook group that’s popped
up to help neighbours, there are umpteen
photographs of bare shelves.
Unfortunately, another insidious danger
is out there – the risk from career criminals
who are using fear to exploit individuals
and businesses. According to Action Fraud,
reported coronavirus scams have now cost
over £2.7million. With numbers set to rise,
as fraudulent business loan emails flood
the nation’s inboxes, what can businesses
do to protect both themselves and their
employees?
Here’s a simple three step guide to help
you strengthen your response:
n Encourage normal behaviour in
abnormal times
Although many of the UK’s back office
staff may now be found working in their
pyjamas from home, we need to encourage
them to keep their ‘office heads’ on. That
means using their ‘spidey senses’ to spot
dangers in emails before opening them.
Make sure that your staff know that
emails designed to play on your emotions,
so you react before you think, are definitely
worth a second look before clicking.
Some of the subjects which have already
caught people out include:
Fear: ‘Find out who’s got coronavirus in
your area’
Greed/self-interest: ‘Get a free testing
kit’
Tugging at the heartstrings: ‘Donate to
help those who are affected’
Phishing emails, cleverly designed to
look legitimate, like these, were
responsible for 91 per cent of all cyber
attacks in 2019, according to British
Standards!
n Ensure your team are trained
If you are a health and safety
professional, you will know that preventing
an accident is as much about educating
the person as it is about wearing protective
clothing. Cyber security is the same.
Educating your team is the way forward,
but is it possible to do that when they are
remote?
Fortunately, there are a host of online
resources, many of which are free. We
24
recommend the Met Police’s Little Guides
and Videos on cyber scams and phishing.
Find them at www.met.police.uk/
littlemedia
Other good resources include
Warwickshire County Council’s
www.cybersafewarwickshire.com, while the
latest guidance from the National Cyber
Security Centre is worth studying, at
www.ncsc.gov.uk/guidance/home-working.
Check out, too, Bob’s Business courses:
https://bobsbusiness.co.uk
Certain job roles, such as finance, HR
and payroll, can be of specific interest to a
criminal so it’s worth identifying these staff
and giving them special training to ensure
they are aware of what to look out for.
Equally, if your staff are buying goods or
services online, then they need to check
that the seller is genuine.
Following the increase in scams, more
guidance has been produced by
ActionFraud to support business:
www.actionfraud.police.uk/alert/
businesses-against-scams-protectingbusinesses-from-covid-19-scams
n Help protect others:
It’s important to report anything
malicious or suspect surrounding Covid-19
to Action Fraud (www.actionfraud.police.
uk). James Squire, Digital PCSO at
Warwickshire Police, explains: “This will
enable UK law enforcement to monitor
and take down any suspected criminal
activity.”
For more information on cyber security
resources, visit
www.riskevolves.com/useful-resources-ondata-privacy-and-data-protection/
Helen Barge is
managing director
of risk evolves, a
cyber security
and risk
management
consultancy, and
a Fellow of the
International
Institute of
risk and safety
Management
www.iod.com/westmids/events

BHSF can help get
your staff back
working in safety
After weeks of lockdown there appears to
be light at the end of the tunnel. However,
what is clear is we will be re-entering a
different world, one changed by the
immense impact of Covid-19. BHSF is here
to help with that transition.
Your employees will almost certainly have been affected either
directly or indirectly, by Covid-19.
Physical Health
Currently, well under one per cent of the UK population have
tested positive for Covid-19. Therefore, until there is a vaccine
available, a huge proportion of your workforce remain at risk of
contracting the disease.
BHSF can help make your staff’s transition back to work
post-lockdown safer. Here’s how:
n Temperature testing and health questionnaire screening, to
help you be more confident that staff are fit and well
n Covid-19 diagnostic testing in an effort to ensure no infected
employees are returning to work when they should not be
n Return to work telephone referrals for any employee who
has had or thinks they have had Covid-19 or any associated
symptoms, so you can feel confident over a safe return
n Once available, a validated antibody test approved by Public
Health England
Mental health
A recent Ipsos Mori survey highlighted the dramatic impact
lockdown and the pandemic has had on our mental health. One
in five admitted being concerned for their mental health and
those feelings won’t just go away because lockdown is lifted. If
anything, another adjustment is likely to pose more mental
challenges.
Now, more than ever, it is imperative to ensure your
employees’ mental wellbeing is cared for.
BHSF can help. We offer a market leading mental health
service which can help your employees handle this extremely
challenging situation.
They will have access to a trained professional 24/7 and, if
appropriate, will also have their own case manager who will
support them for as long as they need.
Financial Help
69 per cent of employees are concerned about their finances
and, given the current economic climate, who can blame them.
BHSF has expert financial advisors who can offer help and
support for those who are concerned so they might feel more
comfortable about their financial situation and be able to focus
on their work.
For information on all this and more, call 0333 344 3800
www.iod.com/westmids/events
25

Business in the lockdown
An IoD West Midlands special feature
IoD West Midlands asked two members who lead organisations outside the traditional
‘business’ community how they have been affected by the Covid-19 pandemic.
On the facing page, we see how the St John Ambulance was forced to instigate
a remarkable programme of transformational change to its working practices
as it adapted its support for the NHS, while here Keith Sorrell, CEO of Windsor
Academy Trust, considers the virus’ impact on the educational sector
Windsor Academy Trust (WAT) is a
multi-academy trust with schools in
Dudley, Staffordshire and Walsall
It runs nine schools: four secondary and
five primary, with plans to build and open
a new secondary free school in Sandwell
for 2022.
In all, WAT educates 6,500 students and
employs nearly 1,200 staff. The Trust first
came into existence in 2011 and has grown
steadily each year since Windsor High
School in Halesowen began by converting
to academy status.
The aims of MATs are to enhance the
potential of students and opportunities for
staff through collaboration and coordinated
effort. The business community
will appreciate the work of our Board of
Trustees, which provides the leadership
for WAT. I, as CEO, report directly to the
Board for overall performance.
Our trustees do not receive any
remuneration but come from a range of
professions and enjoy being part of a
successful trust with a high regional and
national profile. I have worked extensively
on the governance aspect for 10 years now
and provide training and support to other
MATs. We are fortunate to have nonexecutive
directors who are well qualified
to accept the considerable responsibilities
as well as having the skill-set to provide
WAT with a sound and forward-looking
strategic direction. We also have five
members who govern the appointment of
directors and the Articles of Association.
Trusts remain a fairly new phenomenon
on the education landscape and have
received a variety of media coverage; this
does not always convey the really
significant and positive role that they play
across the education sector. In many ways
they are like ‘traditional’ businesses. With
an annual turnover of £40 million each
year and with such a large workforce, there
is no doubt that we are a medium-sized
business. Much of the work that we do
replicates the business world and as a
member of the IoD, I have found much of
the advice I’ve received very informative
and helpful. The IoD’s director training
course I attended, run by Jo Haigh, was
really useful and bringing disparate roles
and experiences together allowed for some
really good discussions.
Taking a
whole new
approach
to learning
The Covid-19 pandemic has presented
everyone with a range of challenges
regarding staff, finance, estates and
remote working, as well as increased
anxiety and sadness. We have had to meet
the challenge of providing remote learning
for all our pupils, keep schools open for
vulnerable children and those of key
workers as well as support the well-being
of our communities and for our staff.
From the first day of the lockdown we
have been able to provide remote learning
for our students, allowing them to follow
their normal timetables and normal
learning each day. For this we have used
Google classrooms. To support remote
learning we have developed dedicated
sites for both the students/parents and
also for staff.
As well as educational content we have
also provided resources to support the
physical and emotional well-being of all.
For our most disadvantaged children, we
were able to provide them with Chrome
Books and where there was a challenge for
internet access, we provided dongles, too.
This has been very successful and we have
just completed a survey with our staff,
students and parents regarding remote
learning. We had over 1,600 parental
responses alone!
A key component of our thinking has
also been directed to our staff well-being
and how we can provide bespoke and
purposeful training to all our employees
during this lockdown period. We have
ensured that there is a staff site where all
staff can access resources, share
information and also receive updates.
In terms of professional learning we
have grouped our staff according to their
roles and have provided suites of learning
opportunities for them to ensure that
professional development continues
during this period of lockdown. We spent
some time ensuring that the training on
offer was of relevance and the offer was
well received by our staff.
Two examples of this approach are our
live webinars – we run one per day – and
also Flick learning, which offers a range of
opportunities. We ensured that staff were
signposted to the ones we felt the most
important.
There is no doubt that the potential of
offering staff the opportunity to work from
home is massive. This is in an industry
which has not readily embraced this way
of working but I think it is one that offers
us some real flexibility going forward. It
will help to ensure that we are seen as an
employer of choice and give us increased
access to the highest quality staff.
For more on
WAT see
www.windsor
academytrust.
org.uk
26
www.iod.com/westmids/events

Transforming our ‘business
model’ in a time of crisis
The outbreak of the coronavirus
crisis required St John
Ambulance to ramp up its
activity to support the NHS and
save lives on a scale not seen in
peacetime. The health charity’s
deputy strategic commander
for Covid-19, Peter Shergold,
explains what the charity has
achieved so far, and how.
St John Ambulance is a charity that saves
lives every day; it’s what thousands of
people volunteer with us each year to do.
We’re geared up to give vital first aid to
people at public events such as
marathons, football matches and festivals,
we provide workplace first aid training and
we teach young people life-saving skills in
schools and through our Cadet and Badger
units. We also routinely support the NHS
by providing ambulance crews, among
other activities.
So when Covid-19 hit our country, it was
no surprise that we were flooded with
offers from volunteers putting themselves
forward to help on the frontline wherever
they could. But while our skillsets and
motivation were spot on, our organisation
wasn’t structured in the best way to help
the NHS fight a pandemic. We therefore
had to change it – and quickly.
So, as many activities were cancelled, St
John set about rapidly transforming its
organisational structure from one of a
charity board, with collective decisionmaking,
to one of command and
control. While maintaining checks
and balances, this has allowed for
rapid decision-making to match the
tempo of our operations.
Command and Control
The command and control of all St
John resources during the
Covid-19 plan has been
placed under a designated
command framework,
which takes precedence
over existing structures.
This is led by the
Strategic Commander,
who has overall
responsibility for the
command, response and
recovery of an incident
and for strategy. With my
14 years’ experience in the British Army
and my role overseeing the delivery of St
John’s event first aid cover, I was given the
role as Deputy Strategic Commander.
For clear communication and to
maintain a common operating picture, we
set up a national Joint Operations
Co-ordination Cell (JOCC), the single point
of contact for all Covid-19 enquiries. This
cell will be active during any time that St
John people are operational. Under this,
we created four Regional Operational
Co-ordination Cells (ROCCs) for delivery
across our North, South, East and West
regions.
These cells are led by a national tactical
commander and four regional
commanders. Alongside the National
Commander sit a number of tactical
co-ordination sub-groups to ensure
smooth delivery: the Recovery Sub-
Group, responsible for impact assessment
and recovery strategy, the Welfare
Sub-Group, for assessing the impact of the
pandemic on St John people and
developing or enhancing appropriate
support. The Communications Sub-
Group was set up to ensure all
communications are consistent and that
appropriate audiences are reached with
key messages. Finally, the Business
Continuity Sub-Group is responsible for
the continuation of business as usual, as
far as possible within the organisation.
Finally, we use a series of daily and
weekly operational dashboards to
record our delivery information
and streamline our decisionmaking
ability. Measures taken
and changes made are under
constant review, using a
lessons-learned process.
What have we achieved so
far?
In the space of just a few
weeks – an unimaginable
timeframe for such
activity in normal
circumstances –
we have trained
and deployed volunteers to give thousands
of hours of support to the NHS in the fight
against Covid-19.
Our achievements, on a scale that St
John has not experienced since World War
Two, include:
• mobilising an ambulance auxiliary
service crewed by volunteers to support
local ambulance services
• conducting Covid-19 training and
mass mobilisation of hundreds of
volunteer first aiders.
• providing Covid-19 training for
volunteers with existing first aid and
medical qualifications from commercial
companies such as TUI and British Airways.
• Providing thousands of hours of
support to the staff across the country:
• Supported the NHS with trained
volunteers in hospital emergency
departments
• Supported the NHS with trained
volunteers at NHS Nightingale London,
the National Blood Service and NHS111
• All the above supported by
administrative staff, logistics, command
and control
The changes to our organisational
structure have allowed for the most
effective leadership and delivery in these
difficult times. But to make such changes,
there had to be confidence in the executive
team, along with some honest and frank
discussions. I’m pleased to say St John
Ambulance has shown an admirable level
of flexibility to facilitate this.
An appeal for funds...
And now, if I may, I’d like to make an
appeal.
Having been forced to stop so much of
the activity that usually brings in income
for the charity, and with so many
fundraising events such as the London
Marathon also cancelled, we are
desperately in need of financial
support. We currently need to raise at least
£6m to ensure our survival during and
after the Covid-19 crisis.
Please support us by visiting
www.sja.org.uk/savelives
“We rapidly transformed the organisational
structure from one of a charity board, with
collective decision-making, to one of
command and control. This has allowed
for rapid decision-making to match the
tempo of our operations...”
www.iod.com/westmids/events
27

A very positive thing to come out of the
Covid-19 crisis has been how people and
businesses have come together to support
communities, the NHS and all those
affected by the virus. Each day we hear
some very moving stories, ranging from
innovative fundraising activities to
businesses diversifying to support the Care
sector. Here are a few we spotted that our
members have initiated.
Business in the lockdown
An IoD West Midlands special feature
Doing our bit... our members
contribute to fight against virus
CoVentry unIVersIty
Students and staff at Coventry University
reacted quickly to find ways to support the
NHS, with initiatives ranging from training
medical students to prepare them to
undertake new clinical responsibilities with
South Warwickshire NHS Foundation Trust
(SWFT), to manufacturing full-face
protection equipment for local NHS and
public health teams working on the frontline.
More than 25 PhD students and research
staff volunteered to help University
Hospitals Coventry and Warwickshire with
testing patients for Covid-19, while around
50 paramedic students who have previously
worked with West Midlands Ambulance
Service (WMAS) on placements have
re-joined to bolster the service’s numbers
during the coronavirus outbreak.
They have also launched free online
courses to assist employers and employees
to maintain their mental health and
wellbeing and help with challenges of
remote working during the virus outbreak,
with over 18,000 learners signed up so far.
The courses, which are open for
enrolment until May 31, are part of the
Thrive at Home initiative by the Mental
Health and Productivity Pilot (MHPP).
Coventry University leads the MHPP, which
is a partnership with the University of
Warwick, West Midlands Combined
Authority and Mind.
unIVersIty oF wolVerHaMpton
The University of Wolverhampton was
also quick to develop initiatives to support
the NHS by providing additional staff for the
front lines. 352 third year nursing and
midwifery students entered the NHS to help
deliver front line care, with 187 more joining
them in the coming weeks.
84 paramedic students have applied to
the West Midlands Ambulance Service to
enter active duty as soon as possible.
Seven postgraduate pharmacy students
are working in a pharmacy in Dudley, GP
clinics in Wolverhampton and Birmingham,
a hospital in Shrewsbury and in pharmacy
clinical homecare, London.
Nine practitioner staff members have
confirmed contracts with the NHS, and 14
more are awaiting a return to duty. Seven
research professors have been deployed to
New Cross Hospital in Wolverhampton.
In addition, Faculty of Science and
Engineering staff based at the Telford
Innovation Campus have been using 3D
printers to make face shields for nurses,
paramedics, care homes and other frontline
care-workers across the region.
Staff from the School of Pharmacy have
already made over 100 litres of hand and
surface sanitiser for NHS Trusts and local
authorities, helping to combat a dearth of
supplies of the anti-viral gel.
tHoMas DuDley
A Black Country manufacturer
celebrating its 100th year in business,
Thomas Dudley has invented a new tool in
order to mass-produce visors through
plastic injection moulding. It aims to make
20,000 a week.
Company chairman and IoD member
Martin Dudley suffered with Covid-19
symptoms in March which really brought
home the very real threat presented to the
community by the virus, spurring them on
to accelerate their plans to help the NHS out
on a not-for-profit basis in this time of need.
Culture reCruItMent
Staggered at the amount of individuals
that have been left with no job or furlough
opportunity due to redundancies or
employment decisions around Covid-19,
the team at Culture Recruitment (led by
Jamie Wills and Lawrence Sidwell) decided
to support these candidates in finding a new
role. They are currently promoting over 50
28
www.iod.com/westmids/events

individuals looking for jobs in marketing,
agency, sales, change management and HR.
Working with some of the biggest brands
in the region, Culture will not take a fee
from any client who employs one of these
talented candidates, asking only that they
make a voluntary donation to Cure
Leukaemia.
Mark o’sullIVan
Mark is a multiple business owner
spanning the fresh produce, recruitment,
technology and retail sector. With a wealth
of experience in import and export he has
recently adjusted his core business to bring
much-needed supplies of PPE into the UK
during the pandemic.
With direct manufacturing contacts in
China and a 10-day turnaround guaranteed
door to door, he can also supply other
countries as necessary to help the efforts of
PPE shortages in key areas. Subject to
availability and demand, they have daily UK
options.
If you want to talk to him about supplying
your business, he can be reached on mark.
osullivan@banabay.com or see his LinkedIn
account at https://www.linkedin.com/in/
markmichaelosullivan/
loVeBruM’s pJ ellIs
Birmingham business owner and
LoveBrum co-founder PJ Ellis took on a
‘treadmill marathon’ to fundraise for four
key projects supporting vulnerable
members of the community during the
pandemic, as part of LoveBrum’s
#OneBrum campaign.
For 12 hours – symbolising the current
shifts of NHS frontline staff – from 7am to
7pm on Saturday, April 11th, he went live on
Facebook from his kitchen in Streetly,
walking 38 miles of his lockdown marathon
and raising £5,300 in the process.
He said: “Since we set up LoveBrum five
years ago, our aims have been to not only
support a myriad of incredible charity
projects across Birmingham, but also to
bring together and celebrate this great city.
“I wanted to try and do my bit for
#OneBrum, and while I appreciate these are
tough times financially for many people,
people were so giving during my plod, and
will make a huge difference to the four
incredible schemes we’re supporting with
this campaign.”
Paul Mitchell, executive director at
LoveBrum, explained: “#OneBrum aims to
not only help fund a handful of COvID-19
related causes, but also keep the city
entertained through a series of events over
the coming weeks.
“£13,000 has been raised so far.
OneBrum has a simple premise; everyone
in Birmingham is being asked to do just two
things; donate £1 to support the work
happening right now in Birmingham to
support local communities, and do one
thing locally to help – whether that’s
phoning someone in isolation or
completing a shopping drop to a vulnerable
person.
get InVolVeD
To get involved with #OneBrum, go
to www.lovebrum.org.uk or follow
LoveBrum on social: @lovebrum To
find out more about a LoveBrum
membership, both individual and
corporate, go to: lovebrum.org.uk and
click on ‘Get Involved’.
Cure Leukaemia CEO leads team
to raise 30k for the 2.6 Challenge
Cure Leukaemia’s Chief Executive James
McLaughlin took part in the 2.6 Challenge
by completing 26 separate challenges on
Sunday, 26 April.
These challenges included; running
2.6miles, walking 2.6km, 26 seconds of
planks, penalties, star jumps and high
knees, and a series of exercises repeated 26
times throughout the day.
James and the team at Cure Leukaemia
took part in their own personal 2.6
challenges and with some fantastic
support from friends, family and business
supporters, raised over £30,000 for the 2.6
Challenge.
James said the 2.6 Challenge was “a
brilliant idea from the London Marathon
and organisers of mass participation
events in this country. ”
“To set this up in the timeframe they had
was extraordinary and, as whole, it looks
set to surpass the £10m mark, which is a
huge success.
“We are so grateful to our supporters
who embraced this campaign with
patients, nurses and other members of the
Cure Leukaemia family completing
challenges and raising funds.
“With many of our nurses currently
re-deployed on the front line to fight
Covid-19, funds raised for Cure Leukaemia
are even more important to ensure we
continue to give blood cancer patients
across the UK access to potentially
life-saving clinical trials when this crisis
has passed.
“I would like to thank everyone who
took part in this event.”
James in action.
Photo: Chris J Turner
Photography
www.iod.com/westmids/events
29

Events Diary
Events on the move – on to the web,
and later in the year
IoD Webinars
During the Covid-19 pandemic, IoD West
Midlands is moving to virtual platforms to
bring our members a vast array of free
Webinars that not only cover coronavirusrelated
business issues but also wider
director-focused topics. See our events
page at www.iod.com/westmids or contact
Jo.dukes@iod.com to book onto the
following Webinars and more.
Covid-19 Crisis response: learning
from the Frontline - Cathay pacific’s
gus whitcomb
Date: Thursday, May 14
Time: 13.00 – 14.00
winning awards
Date: Monday, May 18
Time: 14.00 – 15.00
How to get more clients and increase the
referrals to your business
Date: Wednesday, May 20
Time: 15.00 – 17.00
Covid-19 Crisis response: learning from
the Frontline - stagecoach group’s
steven stewart
Date: Thursday, May 21
Time: 13.00 – 14.00
the role of the Investigator in the
Commercial sector
Date: Thursday, May 28
Time: 11.00 – 12.00
How can r&D tax credits help
my business for cash?
Date: TBA
To book on any IoD
event, see
www.iod.com/
westmids
or contact Jo.
dukes@iod.com
Summer Dinner focus on AI and cyber threats
IOD WEST MIDLANDS
SUMMER DINNER
Date:
Thursday 2nd July OR
Thursday, 3rd September
(depending on rules
around lockdown)
Time: 18.30 – 23.00
Venue: Hogarths Stone Manor
Hotel, Bromsgrove Road,
Kidderminster, DY10 4PJ
Cost:
£50 +VAT Members
£65 + VAT Non-members
We are delighted that our original speakers
Jon Geldart, the IoD’s Director General,
and Kari Lawler and Chris Woods will be
joining us at our rearranged Summer
Dinner, at the stunning Hogarths Stone
Manor Hotel near Kidderminster.
Our theme for the evening will be
cybersecurity and AI – two topics often
referred to as the megatrends that will
shape the future. We are delighted to
welcome two excellent speakers from the
cybersecurity world who will talk about
cyber threats, what impact
machine learning and AI will
have on business in the
next few years and venture
into the realms of the deep
and dark web.
Aged 16, Kari Lawler is
rapidly becoming an in-
demand inspirational event speaker,
bringing a welcome air of optimism
about the potential for AI to improve our
lives. Kari helps start‐ups and SMEs
understand and deploy AI within their
business through education, development
and training. She is on a mission to make
tech more diverse and drive inclusion, and
is passionate about getting more young
people to choose a career in tech by
demystifying AI.
Kari’s rapid rise within the tech world
has been acknowledged with multiple
awards, including her winning the coveted
UK Space Agency SatelLife challenge 2018
for her AI proposal.
Our second speaker, Chris Woods, is the
founder and director at CyberQ Group, an
award-winning exciting new disrupter
cyber security start-up in the UK, with
international reach. Having
previously managed elite
security teams at the
European Space Agency,
HP and Fujitsu, Chris
brings over 20 years of
information security
experience developed
within the EU and MENA
regions.
An entertaining speaker, Chris has a
refreshingly pragmatic approach to cyber
security, helping clients understand their
information and cyber risks and providing
appropriate, effective, timely and discreet
cyber security services to discerning
clients, safeguarding their information
assets and protecting their brand.
• Hogarths Stone Manor Hotel are
delighted to offer rooms for dinners at
£90 B&B for single or double occupancy.
Contact the hotel direct to book.
30
www.iod.com/westmids/events

Director of the Year Awards 2020
Date: Tuesday, 15th September
Time: 07.30 – 10.00
Venue: Edgbaston Stadium,
Edgbaston Road, Birmingham
Cost: Members and
Non-members £45 + VAT
We are delighted to invite you to this year’s
Champagne breakfast as we celebrate the
best-of-the-best among West Midlands
businesses and acclaim directors who are at
the forefront of leadership excellence at our
annual Director of the Year Awards.
The morning will commence with a
Champagne reception at 7.30am followed
by a full English breakfast. The award
presentations will take place from 8.30am,
with a planned finish by 10am.
Book now to secure your place and join
us for this extra special celebration.
Please note that this is a rearranged date.
APPLY
NOW:
Get your application in for the
Director of the Year Awards 2020
Applications are still open for IoD West
Midlands Director of the Year Awards.
While business leaders are finding it tough
currently, it’s worth remembering that 2019
wasn’t a walk in the park either! Serial
Brextensions and uncertainty, political
turmoil across all parties, a new PM and an
election all played havoc with the roles of a
director.
As we enter a recovery period, entering
awards could be invaluable for you and your
business. As well as a great opportunity for
publicity, it makes a clear statement to
investors, partners and shareholders that the
future of the business is in safe hands.
This year’s awards seem more poignant
than ever, recognising directors and business
leaders from across the region who have
shone the brightest over the past year. They
may have helped keep the business afloat or
pushed the organisation to new heights, and
are at the forefront of leadership excellence;
they shoud be proud of their contribution to
the success of the West Midlands, and keen
for their story to be heard and their
achievements to be recognised.
Now is not the time to be bashful – apply
Awards sponsors
for one of our awards. As in previous years,
finalists come from an eclectic mix of sectors
and professions, showing ambition,
commitment, innovation and strong
leadership qualities.
Our categories for 2020 are:
n Director of the Year – Non-Executive
n Director of the Year – Young
n Director of the Year – Innovation
n Director of the Year – Public Sector
n Director of the Year – Third Sector
n Director of the Year - Family Business
n Director of the Year – International
n Director of the Year – Equality,
Diversity and Inclusion
n Director of the Year – Social Value and
Sustainability Impact Award
n Director of the Year – Start Up
n Director of the Year – Small to Medium
Business
n Director of the Year – Large Business
The closing date for applications is
Friday, 29th May. To learn more about
the awards or to apply, see
www.iod.com/westmids.
What former winners
said about the awards...
“I am a believer in business
awards. Not simply as a badge
but as a business improvement
tool. The Director of the Year
Awards are simply fantastic. They
are simple to enter, ask honest,
practical questions that make
you think about yourself, your
business and your goals... I
cannot recommend them
highly enough”
Andy Wilkinson, OWB
“The awards serve to promote
not just myself as an individual,
but also Entec Si as a business,
which is excellent as we are an
ambitious and growing
organisation”
Dr Eman Al-Hillawi, Entec Si
“The IoD’s Director of the Year
Awards are recognised across
industry and business, bringing a
lot of welcome comment and
publicity from a number of
sources, including our main bank
and other funding partners ...
they add prestige and credibility
to our company and brand.
Peter Bruch, AE Aerospace
www.iod.com/westmids/events
31

Events Diary
Mindfulness
for Leaders
Workshop
Date: Wednesday, 21st October
Time: 1:30pm – 5.00pm
Venue: Hogarths, Hogarths Hotel
Dorridge, Solihull B93 8QE
Cost: Members: £30+VAT;
Non-Members: £50+VAT
Join us at the Music
Room at Hogarth’s
Hotel in Solihull
for an afternoon
of Mindfulness,
where you can
learn more about
this popular way of
reducing stress and overwhelm,
improving focus and performance
and balancing energy, leading to
enhanced wellbeing.
You will come away knowing
how to create a more Mindful Day.
All of this and three simple daily
techniques to use immediately
from our guest speaker, Caroline
Suggett, (right) Mindfulness
Consultant at ROM Consulting.
This is a fantastic opportunity to
get an insight to this powerful
technique, while meeting fellow
professionals to discuss how
adopting Mindfulness could
contribute to business success.
Ticket price includes
refreshments.
Please book early to avoid
disappointment, via
www.iod.com/westmids or
contact Jo.dukes@iod.com
Stunning Belfry to host
members’ golf day
Date: Wednesday, 9 th September
Time: 9am - 6pm
Venue: The Belfry Hotel, Lichfield
Road, Wishaw,
Sutton Coldfield B76 9PR
Cost: Fourball - £250 + VAT
We’re delighted to announce that our
2020 Members’ Golf Day will be held at
one of the world’s most famous courses,
The Belfry – the world-class Warwickshire
course that has hosted the Ryder Cup a
record four times. It is an exceptional
challenge for golfers of all standards, and
allows you to recreate your own iconic
moments from the history of golf.
Sponsored by Rational FX, the day will
begin with a bacon roll and hot drink in
the restaurant at 9am, with tee-off times
beginning at around 10am, for 18 holes on
the beautiful Derby Course. Members will
then be invited to enjoy a drink in the
clubhouse and a two-course dinner in the
private room of the restaurant.
Prizes will be presented to the Winning
Team, Longest Drive and Nearest the Pin.
Fourball bookings are open now.
Why not stay the night? The Belfry
boasts a wide range of 4-star rooms and
restaurants that will ensure a lovely
golfing break of the highest quality.
Shropshire Social
Evening
Date: Tuesday, 8th September
Time: 6pm-8pm
Venue: Haughton Hall Hotel and
Leisure Club, Shifnal
Cost: Free
The IoD West Midlands’ social evenings are a great opportunity to
meet other members or for non-members to find out more about the
IoD. The evenings are designed to be informal and relaxed, allowing
you to mingle with your peers and make sure you are maximising your
membership.
The Shropshire event will be held at the elegant Haughton Hall in
Shropshire. It will run from 6pm to 8pm and you can drop in for as
long as you wish!
Haughton Hall::
• The event is free but booking is essential.
See www.iod.com/westmids or contact Jo.dukes@iod.com
32
www.iod.com/westmids/events

Lunch & Learn whets the
appetite for more
Our inaugural Lunch & Learn at Itihaas restaurant, led by Liz Whitfield of
Growth Plans Ltd, could not have been better timed as we were days away
from lockdown. The interactive session encouraged guests to remember the
importance of human connection in a world where so much business is
conducted via technology, something that is so relevant to our current
situation. Liz is pictured above delivering her short presentation, before
guests tucked into a delicious meal courtesy of Itihaas’ award-winning chefs.
IoD Mastermind sessions shift online but
still deliver directors same great support
The IoD West Midlands Mastermind
Groups are a unique series of small
sessions designed to give directors and
senior business leaders the chance to
discuss some of the key issues and
challenges they face in leading their
businesses and organisations, all
conducted in an open, constructive and
confidential environment.
The sessions have obviously been
disrupted by the Covid-19 lockdown, but
we have continued them online.
Regional Online Mastermind
Book via the West Midlands Events
page
Next sessions:
Wednesday 27 th May – 2.30pm-
3.30pm
Wednesday 24 th June – 2.30pm-
3.30pm
Leamington Spa Online Mastermind
– Book via the West Midlands Events
page
Next sessions:
Monday 11 th May – 7pm-9pm
Monday 8 th June – 7pm-9pm
Birmingham Online Mastermind –
Contact Jo Dukes to book a place
– jo.dukes@iod.com
Monday 4 th May – 6pm-8pm
Monday 18 th May – 6pm-8pm
Monday 1 st June – 6pm-8pm
Monday 15 th June – 6pm-8pm
Online Facilitator’s Quote
“When it comes to meaningful
conversation you can’t beat being in the
same room with someone, and while
many may be suffering from Zoom fatigue,
video conferencing certainly beats email,
especially at a time like this,” says Michael
Donaldson, Facilitator of the West
Midlands online Mastermind Group.
“The IoD’s new on-line Mastermind
sessions maintain the ‘over dinner’
session ethos of open, supportive and
informative sharing; with opinions on a
diverse range of topics, from a collection
of diverse businesses, across the length
and breadth of the West Midlands region
– all achieved in 60 minutes with zero
commute time.”
Regular participants in Mastermind
Groups cannot speak highly enough of the
value the sessions bring to their
development as directors. “I am very
grateful for the ideas and the inspirations
that I gained over dinner,” says Suzie
Hutchinson, chief executive of Little
Hearts Matter.
“It is a very convivial way to discuss the
challenges of business. I look forward to
meeting with you all again over the
coming months.”
Kevin Laye, founder/owner of Progress
Therapy, praised the “great energy and a
great collaboration vibe. A tribe I enjoy
being part of.”
IoD West Midlands Mastermind
Groups will return in
• Birmingham
• Leamington Spa
• Shropshire
• Hereford & Worcester
• and a special Breakfast group
Facilitators for groups in the past
have included by Mark Abrams,
Geoff Williams, Helen Barge,
Michael Donaldson, Richard
Bisiker and Ian Priest.
www.iod.com/westmids/events
33

Professional Development
IoD gearing up to continue
directors’ development
The IoD is planning to recommence
its Professional Development
sessions after the summer. The
following courses are scheduled for
autumn:
COURSE DETAILS
Two-day courses:
Members £2,475 + VAT;
Non-members £2,975 + VAT
Three-day courses:
Members £2,745 + VAT;
Non-members £3,300 + VAT
Venue: iHub, 2-6 Colmore Row,
Birmingham B3 2QD
Role of the Director
and the Board
Course dates: Sept 10-11
Delivering an essential understanding of
the board’s role in corporate governance
and risk management, this introduction to
the duties and legal responsibilities of a
director will enable you to tackle the
challenges of the boardroom with fresh
confidence and progress your career.
Whether you’re a new director, aspiring to
a position on the board, or looking to
improve your performance with fresh
insight, this practical two-day course will
equip you with the crucial knowledge and
skill-set to fulfil your role successfully
Finance for Non-
Finance Directors
Course dates: October 6-8
In today’s business world, every director
needs to recognise the key financial
34
concepts and terminology that underpin a
successful understanding of their
organisation’s financial position.
This course is designed specifically for
non-financial directors and senior
managers and will demystify the world of
finance, allowing you to monitor the
financial health of your business, evaluate
business plans with confidence and
contribute more effectively to boardroom
discussion.
Diploma in Company Direction
Course dates: February 15-17
Member: £3,475 + VAT, Non-member: £4,225 + VAT
Strategy for Directors
Course dates: December 2-4
A dynamic strategic process is a critical
part of delivering stakeholder value and
generating competitive advantage for your
organisation. This intensive course
provides insight into the board-level
knowledge and skills required to create,
implement and evaluate your
organisation’s strategy.
Explore the relationship between
strategy, governance and risk and learn
how to use tools and frameworks that
support strategic thinking and decisionmaking.
Get the practical insights into how
to deliver your current business objectives
while future-proofing your organisation.
Leadership for
Directors
Course dates: November 2-3
Strong leadership is increasingly
fundamental to the successful realisation
of an organisation’s vision. This intensive
course provides a valuable opportunity for
directors to explore strategic leadership
issues both within and beyond their
organisation. This module introduces a
more personalised approach to leadership
and delegates will be encouraged to
understand and develop their own
self-awareness and emotional intelligence.
For more information on how to
book onto any of these courses,
please visit www.iod.com/
westmids/courses, or call
Jo Dukes on 0121 643 7801
The Diploma is an opportunity to put into practice the knowledge gained from the
Certificate in a realistic and safe environment. It encourages peer-group support,
challenge and stimulation, mirroring in many ways the operation of a board.
By replicating the issues of a ‘real’ organisation, you will gain hands-on experience that
will not only enable you to achieve a world-class qualification, but also to make a
significant impact on your board’s effectiveness.
You will receive feedback on your own performance as a board member and return to
your organisation ready to tackle future challenges with greater expertise and confidence.
www.iod.com/westmids/events

CPD – Professional Directors Series
• Please note this session
will run online
The IoD is here to help you be the best
leader you can be. Whether you’ve been a
director for days or decades, there is always
something new to discover about the role,
your responsibilities, and the business
world around you. In an economy that’s
changing by the day, it’s never been more
important to be on top of your game with
professional development.
To help you understand your role as a
director, and future-proof your board and
organisation, we’ve developed our
Professional Director Series – bringing
accessible and digestible CPD to your
region on the topics that matter. The whole
series – wherever you are in the UK – is
mapped to the IoD Director Competency
Framework, keeping your learning relevant,
up-to-date and in line with your
professional development ambitions.
Whether you’re embarking on the
Certificate in Company Direction or are a
qualified Chartered Director, this CPD
series is the perfect accompaniment – or
refresher – to your existing knowledge.
You’ll also be part of a group of leaders
from organisations of all shapes and sizes
across the country, giving you the
opportunity to connect, learn from each
other, share your setbacks and successes,
and encourage each other at the most
senior level.
Although the course is online you will still
have the opportunity for peer to peer
learning through interactivity on camera
during the regular breaks, breakout sessions
and group work.
The morning session will include two
carefully designed courses on ‘Improving
Board Dynamics’ and ‘Leading from the
Chair’. The afternoon session will explore
the popular courses ‘Strategic Decision
Making’ and ‘Renewing your Licence to
Lead’.
Course attendees can either register for a
morning session, an afternoon session or
the full day.
The next session will run on June 11. To
book onto any of these courses, please
visit www.iod.com/events-community/
regions/north-west/courses, or call
Lauren Mullan on 0161 806 0890
Accelerated Certificate in
Company Direction
Venue: Fawsley Hall Hotel & Spa, Daventry,
Northamptonshire NN11 3BA
Dates: July 26-31
September 13-18
October 25-30
November 15-20
Cost: Members £9, 775 + VAT
Non-members £11,875 + VAT
Business pressures can make it difficult to take time out to focus on
personal and professional development and stay up to date. But the
IoD’s Accelerated Certificate in Company Direction allows you to
take control of your development, become a Certified Director
through an intensive, fast-track residential course designed
specifically for the time-poor leader.
Using a blend of online and face-to-face learning we offer directors
the same expert training and knowledge available through our
traditional approach, but requiring only five consecutive days away
from the demands of your business.
This fast-track residential programme provides you with fresh
insights into the key areas of strategy, leadership, governance and
finance, thus covering the subjects of the Certificate in Company
Direction modules:
Certificate in Company Direction modules:
• Role of the Director and the Board
• Finance for Non-Finance Directors
• Strategy for Directors
• Leadership for Directors
www.iod.com/westmids/events
35

Business advice - Finance
Covid-19’s impact makes it vital you
have the right funding in place
The changes in our society over the past
two months have been immense. Our
social interactions, our shopping, our ways
of working, and even educating our
children have seen an immediate shift.
Beyond these habits, of course, the
challenges to our bodily health are still to
be fully understood, let alone solved. The
human cost is tragic in the immediate face
of Covid-19, and the concomitant
financial issues compound the already
dire situation.
The Government has responded
through a number of schemes, but many
businesses find themselves not fulfilling
the criteria for grants or lending from
some of the institutions. Surrounding
those lending decisions are a number of
factors – prior institutional exposure,
overall economic uncertainty, and
sector-specific uncertainty.
As the economic road becomes clearer,
there will be modification of criteria and
the number of lenders backed by the
Government. For the time being, however,
the safest way to apply for any of the
schemes is in discussion with your trusted
finance directors, accountants and finance
brokers.
Such discussions might also shed light
on broader considerations such as extra
costs that might be endured within a
business culture of sustained social
distancing, possible changes to personal
and business tax, or innovative funding or
investments solutions.
Within all this uncertainty, are
businesses and individuals looking at the
opportunities now available, or
positioning themselves for what might
present? Property, retiring businesses,
internet-based businesses or those
currently repositioning – all these are
being carefully watched by those with the
means and the will to build their interests
in the coming months. In recent
conversations with business owners,
coaches and property investors, I have
noted a cautious optimism about such
future prospects. Current interest rates
remain attractive, and many mortgage and
commercial brokers are busying
themselves offering reviews of current
finance arrangements.
As noted above, however, not all
businesses are finding success in securing
funding through the main institutions.
There remains a raft of alternative lenders
specialising in areas like asset finance and
invoice factoring or discounting.
Businesses with verifiable capital in assets
or invoices can often find lenders more
flexible and nimble than larger
institutions.
The range of funding options is broad,
and the right fit for one firm is not
necessarily suitable for another.
If ever there were a time for
conversation with your trusted finance
professionals, this is it.
To speak to Paul direct to discuss
your financial plans, call him on
07863 753111 or email him at
info@pmichelfinance.com
Improve home working, online
MIDLANDS-based online learning
provider Improve Online is offering a
free taster course for remote workers as
the Coronavirus continues to change the
way the nation works.
The free introduction course, which is
available to anyone through the Improve
Online website, features useful hints and
tips on how to work from home
effectively and efficiently, including
advice on how to boost productivity,
utilise key communication tools and
keep employees engaged.
Steve Walker, CEO of Improve Online,
said: “With the guidelines still indicating
people should be working from home,
many small and medium enterprises are
working away from the office for the first
time, not to mention having to do it
during a business-critical time.
“We have been working hard to build a
fun, interactive and exciting online
course specially designed to support
business owners and leaders through the
shift to remote working. It was important
that this introductory course was made
accessible to everyone as all businesses
have the right structures and
technologies in place to carry on as
normal.
“All our courses are high-quality and
cost-effective with a modern approach,
featuring animated content – which has
been proven to help the learning
retention process.
“With this enforced work from home
period and furlough workers, it is no
surprise that there has been an interest
for online learning, and we saw a
demand for a work from home course
from our partners and existing
customers.
“The free course titled; ‘Working
from Home SME Toolkit’, is one
of 40 live courses currently
available on the Improve
website, including ‘Working
from Home – OneDrive Toolkit’
as well as ‘Working from Home
– Teams Toolkit.’ As all the
courses are designed for remote learning
24/7, whether that is on a desktop
computer or mobile phone, it allows
people to learn what they need, when
they need it and wherever they are.”
The online courses feature a wide
range of topics including legislation and
regulation, people and relationships,
online and offline safety, digital and
creative skills, and management and
leadership.
Steve added: “We also offer a free
14-day trial to access all courses on our
website, which is ideal for businesses
who want to ‘try before they buy’. Those
who sign up to the free trial will also be
able to access the follow-up advanced
working from home courses on
Microsoft Teams and Office 365.
Both are broken into 30
modules on how to get the most
out of these highly useful tools,
as well as the 40 other full
courses.”
See www.improve.online
36
www.iod.com/westmids/events

Commercial Finance Solutions
www.pmichelfinance.com
Strapped for cash when
you want to grow?
We offer Creative Finance
Solutions for Growing SMEs
in the Midlands
Whether just starting out or well established, businesses use finance for any
number of reasons. Cash-flow along the supply chain is a frequent concern.
Suppliers, tax liabilities and wages can’t wait. Assets and property require
funding. An extensive range of financing solutions is available, with access
to lenders across the whole of the market.
Services Offered:
• Asset Finance • Business Loans • Bridging Loans & Development Finance
• Buy to Let Mortgages • Commercial Mortgages • Invoice Finance
• Supply Chain & Trade Finance
Contact Paul Michel
T: 07863 753 111
E: info@pmichelfinance.com

Charity spotlight: Little Hearts Matter
Knowing your onions counts as you
try teambuilding on a budget
Suzie Hutchinson
Chief Executive, Little Hearts Matter
Running a charity is like running a
business. There is a need to balance
income and expenditure, and to set
strategies for growth and conduct risk
analysis to mitigate against challenges.
There are also a few serious issues to take
into consideration when planning how to
use hard-earned funds.
Anyone who has organised a bake sale,
run a marathon or jumped out of a plane
on behalf of a charity is looking to support
its aims. In the case of Little Hearts Matter
that is supporting the many children,
teenagers and adults living every day with
only half a heart.
The charity has spent the last 25 years
building a national service that helps
vulnerable children and their families.
Their needs sit at the very heart of the
work of the organisation. As a small charity
we have to be constantly mindful that
everything we do must be cost effective
but at the same time provide the caring
support and accurate information that is
expected and needed by our member
families and the health professionals who
rely on the charity’s support.
Of course, as with any business, the
charity team themselves need some
investment, both in their individual
development and their ability to work
together effectively as a team. But when
funds are low it is only too easy to decide
to forfeit the staff development plan,
especially as one of the team building
opportunities available to business is their
corporate social responsibility charity
partnership work, work that is the
day-to-day responsibility of the Little
Hearts Matter team.
When a team works under the pressure
of timelines and income expectations it
does not always allow them to
demonstrate their individual strengths or
things that they find a challenge. Alongside
individual appraisals, watching team
members take on a new challenge, in a
new environment where no members of
the team have any advantage, allows them
to demonstrate more skills than their
day-to-day work may allow.
It is essential that the day must engage
the team in a structured and, if possible,
new and exciting way. It would not be
Little Hearts Matters’ aim to ever put
members of the team under unfair stress
so any activity would be chosen to take
into consideration the team’s physical and
emotional ability.
So with this in mind, imagine the fun of
working together in a kitchen, exploring
how to make curry! It’s miles away from
the day-to-day job of the charity.
The Little Heart Matter team was offered
a chance to cook with my fellow IoD
member, Lajina Leal, on one of her Lajina
Masala corporate away days.
The day offered lots of healthy
competition and team building
opportunities as well as exploring the
importance of attention to detail, learning
a new skill and most importantly, time to
have some fun.
To cap it all there was also the amazing
food for lunch and a doggy bag to take
home.
Thanks to the kindness of Lajina and the
Harborne Cookery School the day did not
cost the charity an arm and a leg, most
importantly the day brought a new respect
from each individual member of the team
for their ability to swap and share skills,
work together in new ways but essentially
to shine a light on each member of the
team in a positive and fruitful way, that
has transferred back into the day-to-day
work of the charity.
Planned time out must be seen as a
positive way to build on an organisation’s
ability to maximise the skill set of each
team member and to build respect that
every member of the team has an
important contribution to make, not only
to the day-to-day work of the business but
also to the growth and development of, in
our case, the charity.
For more information on the work of
Little Hearts Matter and the
opportunities for partnerships and
team building, see www.lhm.org.uk
For a link to the great work of Lajina
Masala, see www.lajinamasala.com
The Little
Hearts
Matter
team
prepare to
test their
skills in
the
kitchen
38
www.iod.com/westmids/events

Preparing for the future: How to
avoid the ‘big growth’ mistake
Many businesses and their directors are
understandably reeling from the current
chaos as a result of Covid-19. It has
affected every facet of our lives – work,
home, community, the world we live in.
Planning and thinking about business
growth is far from our minds, when first
and foremost, we’re focused on how to
survive this extraordinary upheaval intact.
The good thing is that it won’t be like
this forever. You’ve likely already put
contingency strategies in place, and now is
the time to consider how to position your
business for growth, so that when the
post-Covid starting gates open, you’re
ready to take the lead.
It’s generally accepted that sustained
growth is a key indicator for long-term
success in a business. Growing businesses
manage costs and margins better, have
healthier employee morale and share
prices, and importantly for business
leaders, longer executive tenure!
Everyone wants a piece of that, right?
But research indicates that only
around 10 per cent of companies
grow profitably for any sustained
period. According to Bain, ‘even
in the best of times, analysis
shows that 9 out of 10
management teams fail to
grow their companies
profitably.’
Profitable growth is really
important, yet companies are
surprisingly bad at delivering
it. This growth paradox is a
serious issue for the
commercial world – and it
begs the question… why?
I believe there are two
main reasons:
Lack of focus
A lack of focus manifests itself through
businesses trying to do too much,
appealing to too many customers and
spreading themselves too thinly.
While it might be vital to grab every
possible sale available to you to pull your
business back on track post-Covid, it’s no
use wasting resources and chasing after
sales that are never going to be yours!
Profitable, sustainable growth requires a
forensic focus on who your highest
potential customers are, what proposition
you can deliver that makes you the natural
first choice for your ‘sweet-spot’
customers and how you get your
organisation to focus on delivering that.
If you don’t have growth on your
executive agenda at least quarterly, you’re
not giving it enough attention.
Customer decision-making
One of the fundamental mistakes
businesses (big or small) make is assuming
they understand how their customers
make purchase decisions and
choose between the countless
brands, products or services on
offer. Businesses don’t
understand core truths about
how customers navigate the
hundreds of decisions they have
to face each day. Too many
business leaders believe that
their customers make
decisions in a considered
and rational way and as a
result, assume that all
purchases are up for
grabs on any given
day - this simply isn’t
the case.
We call this The Big
“Businesses don’t understand
how customers navigate the
hundreds of decisions they
have to face each day ... too
many believe that their
customers make decisions in a
considered and rational way...”
Growth Mistake.
The world of neuroscience and
behavioural economics (and in particular,
the Nobel-winning work of Daniel
Kahneman) has shown us that the vast
majority of our decision making is
influenced by our System 1 subconscious
‘brains’ which help us to make decisions in
autopilot mode so that we don’t become
overwhelmed.
These autopilot decisions are driven not
by rational thought, but much more by
emotional and intuitive factors. We’re
hard-wired to work in this way.
Leaders who understand how these
factors influence their customers’ buying
behaviour and develop propositions that
satisfy their customers’ emotional needs
as well as their rational ones, are much
more likely to become their customers’
autopilot choice and drive sustainable,
profitable growth.
n Sandy Groves is the co-founder and
managing director of Think Again, an
international strategy consultancy
which helps companies to understand
why their customers choose them and
how to become the autopilot choice!
How I use the IoD:
Sandy Groves writes:
I’ve been an IoD member for a number of years and
recently my co-founder and commercial director joined,
too. For a small, but rapidly growing business, IoD
membership has a lot to offer.
The Business Information Service has researched
potential pipeline opportunities for us and we’ve used
the advice line for tax and legal queries.
We are regular users of IoD lounges across the country
and in particular, the Pall Mall premises, which is an
ideal base in central London for meetings.
The IoD team are so welcoming and their events are
great, and in particular, I really value being part of my
local Mastermind group – it’s a bit like having an
impartial advisory board.
I’d also add that the government lobbying and support
from the IoD on behalf of small businesses and
directors during Covid-19 has been excellent.
www.iod.com/westmids/events
39