CEO Supper Clubs put hot topics in the table in Sheffield
Investec Wealth & Investment and Sheffield Chamber of Commerce and Industry are collaborating to bring together business and political leaders to discuss the region’s hottest topics in a series of ‘CEO Supper Clubs’.
The forums have sparked discussions between CEO and local political leaders looking at key themes relevant to Sheffield and the South Yorkshire, to help inform policy and spur innovation.
Manufacturing, culture and visitor economy, digital, and sustainability have been discussed far.
Each event, with an aim to support local business, has been hosted at an independent venue across the city. These have included the Adelphi Room at Sheffield Theatres, Lavang, Cubana, and The Sheffield Table at Leah’s Yard.
Events have been attended by Kate Josephs, Chief Executive at Sheffield City Council, and Oliver Coppard, Mayor of South Yorkshire, along with a relevant sector leads from their offices.
Jason Hallam, Senior Investment Director at Investec Wealth & Investment UK, said: “As a firm deeply rooted in Sheffield, we continue to look outwards to support key issues affecting our region. That heritage, which started in 1844, is now complemented with industry-leading research capabilities and state-of-the-art technology.
“Being able to host these events, in partnership with the Chamber, and have crucial discussion with local leaders, those from businesses, and from the Council and SYMCA, has been so valuable.”
Louisa Harrison-Walker, Chief Executive of Sheffield Chamber of Commerce and Industry, said: “We know that Sheffield works best when we work together and, Investec, through its continued commitment to the city, alongside its Chamber patronage, has supported the region for a long time.
“Being able to collaborate on the CEO Supper Clubs has been excellent. The work is so important for us as a Chamber, as we continually aim to bring the right people together to lobby and make an impact for change.
“Our work, together with Investec, will aid our members and the wider region. Ultimately, we want Sheffield to be recognised as both an innovator, and the best place to start, grow and run a successful business.”
Yorkshire embroiderers make ceremonial flags for Royal New Zealand Infantry Regiment
Embroiderers at Haworth manufacturer Wyedean Weaving have spent 900 hours creating ceremonial flags bearing the King’s new insignia for the Royal New Zealand Infantry Regiment.
The experts have created new Regimental and King’s Colours for the 2nd/1st Battalion, Royal New Zealand Infantry Regiment. Both ceremonial flags were consecrated and presented on behalf of King Charles during a ceremony attended by the Governor General of New Zealand, Government officials and military commanders in chief.
Wyedean’s Business Development Director Rosie Wright said: “As a family business it has been an immense privilege to play our part in such a historic moment for the New Zealand Defence Force.
“The last time a King’s Colour was presented to a New Zealand army battalion was before the Second World War, so it was an honour for Wyedean to be trusted with the responsibility of creating the new Colour bearing King Charles’ Tudor Crown insignia, as well as the new Regimental Colour which is emblazoned with the regiment’s battle honours.”
Last year, Wyedean secured the seven-year, £5m contract to replace British Armed Forces’ Colours and Standards with the new King’s insignia and the Tudor Crown, further cementing the business as a key player in the supply of ceremonial accoutrements for the British military and expanding its market influence by securing new international contracts and enhancing its product lines to meet the evolving needs of the global military and ceremonial sectors.
Farmers urge Minister to remove barriers to growth
The Crops Board called on the government to provide support which would de-risk and incentivise the uptake of protein crops within arable rotations.
NFU Combinable Crops Board chair Jamie Burrows said: “There is a growing demand for sustainable protein within UK agriculture, and the government has the opportunity to enhance our food security by ensuring that more of these crops are grown domestically.”
The Board said that a greater area of protein crops, turning the tide on a crop which is currently falling out of favourability, would help reduce the reliance on unsustainable imported feedstocks.
This would also deliver improvements to soil health, supporting the wider uptake of IPM practices, reducing reliance on PPPs and generating an abundance of flowering crop area, all in line with broader government ambitions.
He added: “We had a constructive discussion, and I believe the Minister will have a better understanding of our issues and ambitions. As well as overcoming the barriers, we look forward to continuing our engagement with the government as we seek to drive this sector forward.”
Lincolnshire business shines on the international stage with net zero goals
The ambitious net-zero goals of leading potato supplier Branston have been recognised by a pioneering organisation that supports businesses around the world to tackle the climate crisis.
The Science-Based Targets initiative (SBTi) is a corporate climate action strategy that enables companies and financial institutions to develop standards, tools and guidance in leading the way to a net-zero economy
This week, it has approved Branston’s greenhouse gas (GHG) emissions reduction targets, which encompasses the company’s near-term within the next 5-10 years, net-zero, and forest, land and agriculture (FLAG) targets. This showcases Branston’s alignment with SBTi’s rigorous net-zero standard criteria and near-term target criteria and recommendations.
Jim Windle, CEO of Branston, said: “As a leading produce and added value food business in the UK it is important to us that our ambitious climate targets have been validated by the SBTi. This ensures that our approach is robust, credible, transparent and aligned with acknowledged climate science. These targets represent a key step to developing a thorough climate strategy across all business sectors.”
Branston has committed to reaching overall net zero emissions across the value chain by 2050, with a near term target of 60% in Scope 1 & 2 emissions and 58.8% in scope 3 by 2033. Branston has also committed to an accelerated ambition target of 90% by 2035 for Scope 1 & 2 and for 90% for Scope 3 by 2050, all from a base year of 2021.
Branston’s progress towards net zero includes enhanced energy efficiency and greater use of renewable energy. It has nine photovoltaic (PV) systems across its three sites, which generate around 1.3 GWh energy annually as well as an anaerobic digestion plant that supplies 20% of the Lincoln site’s energy from waste potatoes unfit for human consumption.
Jim added: “Our team has already stepped up to the climate challenge and shown fantastic ingenuity when it comes to making the entire potato supply chain more environmentally friendly – from the field to shop shelves. By closely monitoring our outputs and consistently researching new opportunities for us to integrate better practices, we’re making great progress. There is of course plenty more to be done but with the backing of the SBTi and a clear pathway to get there, we look forward to working with our customers and suppliers in achieving these goals.”
Most recently, Branston has reviewed the opportunities for alternative fuels and is trialling an electric truck within its Scotland fleet and installing electric vehicle charges for staff at all sites. Extensive smart energy monitoring systems are also used to monitor electricity use on all major pieces of equipment to better understand and observe their energy use.
In Scope 3, Branston has been working with growers, the agri-tech community and universities to take carbon out of potato production. This includes low carbon fertilisers, reduced cultivations, alternative farm fuels and novel cold store design – part of a trial that is entering its third year. They’ve been working closely with B-hive Innovations, an agri-tech company which is dedicated to developing high-tech solutions to some of the fresh produce industry’s more complex problems, with a major focus on carbon reduction throughout the supply chain.
Business startup support offers window of opportunity for stained glass conservers
A ‘start and grow’ scheme operated to help new businesses has opened a window of opportunity for a stained glass studio in York.
Woodside Stained Glass was created by Megan Barnett and Zoe Harrigan, who conserve and restore panels of glass that can date back several centuries, as well as making new stained glass commissions.
As newcomers to business they have been supported in its early business stages by a startup programme commissioned by City of York Council through Momentic’s Start and Grow York programme, commissioned through the UK Shared Prosperity Fund to deliver tailor-made support for start-ups and early-stage businesses in the city.
As newcomers to setting up a business, Zoe and Megan faced received advice from Lydiatt, Business Advisor at Momentic, on everything from the practicalities of getting formally registered as a business to developing their marketing and sales strategies and identifying initial priorities to focus on.
With Steven’s advice, the pair felt more confident in making key business decisions, like opting to outsource finances to an accountant rather than handling everything themselves.
The business is looking into ways to help preserve their craft for future generations. Having already taken on two interns from the University of York over the summer, Megan and Zoe are hoping to explore working with apprentices as well as running public workshops and community engagement projects to help as many people as possible engage with stained glass.
Claire Foale, Interim Director of City Development at City of York Council, said: “It’s great to see how our UKSPF partners like Momentic are helping businesses of all shapes and sizes to get a foot in the door as they get established, and grow, in our city.
“For centuries, York has been world renown for the skill and quality of our stained glass. With more medieval stained glass in the city than anywhere in the UK, stained glass is part of the city’s DNA. It’s fantastic to see how people like Megan and Zoe are now carrying on this legacy, literally making history everyday as they provide opportunities for the next generation of craftspeople to ensure that this at-risk trade survives for future generations to enjoy over the centuries to come.”
Hospitality venues urged to put effective tech on the menu in run-up to Christmas
As hospitality venues gear up to the festive season, almost half believe they will achieve their revenue targets this year, with a further 30% on track to exceed expectations.
That’s according to new data from payments technology company, Dojo, which reveals that more than half of managers forecast at least 10% revenue growth.
They see payments technology is key to continuing this growth trajectory, with one in five saying operational efficiency can be improved through better technology integration – the top opportunity in the next year.
Jon Knott, Head of Research & Market Insights at Dojo, said: “While there are positive signs from the hospitality industry that it’s seeing some shoots of recovery, many venues have been impacted by economic and technological turbulence. This year has seen a 139% growth in reservation numbers, underlining the pressure on hospitality businesses to deliver for their customers and the opportunity that awaits them should their payment systems maintain their reliability and performance.
“Bars and restaurants need to ensure that every customer touch point via technology, from the booking system to paying the bill, is seamless, reliable and pain-free. Investment in reliable technology and digital tools will be critical to the hospitality industry’s growth in 2025.”
One in five venues said payment failures or downtime were of particular concern, with payment system failures disrupting over half of businesses every week. In July, about 8.5 million systems crashed in one outage alone, described as the largest outage in history.
Efficient time management: key tools for busy executives in Yorkshire
Mastering time management is vital for busy executives, particularly in Yorkshire, where thriving local industries demand focused leadership and effective planning.
Whether you’re steering a manufacturing firm in Sheffield, managing an agricultural business in Lincolnshire, or overseeing operations in the bustling corporate sector in Leeds, the pressure to balance meetings, deadlines, and decisions can be relentless. However, honing effective time management skills tailored to regional challenges can enhance productivity and foster growth across these dynamic counties.
Understanding Time Management Tools
Time management tools encompass a range of resources designed to streamline tasks, crucial for executives managing diverse operations in Yorkshire. These include digital planners, prioritisation frameworks, and project management applications.
Utilising project management software can enhance communication and transparency among team members, whether you’re coordinating operations in Leeds, overseeing projects in Grimsby, or managing teams spread across rural and urban areas. Meanwhile, time-tracking applications shed light on how you spend your day, providing invaluable insights for identifying inefficiencies and optimising workflows. In fact, many professionals in the region find that enrolling in a time management course offered by local business hubs or training centres provides deeper insights into leveraging these tools effectively.
Incorporating these tools can transform your approach to daily tasks. They foster a more collaborative team environment and improve overall outcomes, helping executives navigate the unique challenges of Yorkshire’s dynamic business landscape.
Prioritisation Techniques for Yorkshire Executives
Effective prioritisation is crucial for executives in the region, where diverse industries coexist, and priorities often shift rapidly. From balancing export demands in Humber ports to overseeing infrastructure projects in Leeds, categorising tasks based on urgency and importance is key.
Delegating less critical responsibilities allows executives to focus on strategic initiatives that benefit their organisation and the local economy. For example, in Lincolnshire’s agricultural sector, prioritising tasks during harvest seasons can make or break the year’s productivity.
Scheduling for Maximum Impact in Yorkshire
Yorkshire’s unique business landscapes demand structured schedules. Executives overseeing operations in multiple locations, such as logistics in Doncaster and food production in Grimsby, benefit greatly from time-blocking techniques. Assigning specific time slots for high-priority tasks ensures uninterrupted focus amidst a busy schedule.
Incorporate regular breaks into your day to maintain high energy levels, especially when travelling between Yorkshire’s urban centres or Lincolnshire’s rural areas. A brief walk in one of the region’s scenic locales, such as the Yorkshire Wolds or Lincolnshire’s coastline, can refresh your mind and boost creativity.
Digital calendars are invaluable for scheduling across regions, allowing you to coordinate meetings in Hull, factory visits in Scunthorpe, and strategy sessions in Harrogate. Regularly reviewing and adjusting your schedule ensures alignment with regional objectives and avoids last-minute conflicts.
Cultivating the Right Mindset for Local Success
Time management success in Yorkshire extends beyond tools—it requires a positive and adaptable mindset. Treating time as a valuable resource reflects the ethos of these industrious counties, where efficient planning drives success in manufacturing, retail, and agriculture alike.
Mindfulness practices can enhance awareness of time management habits, helping you identify areas for improvement. Reflecting on your daily activities and staying present enables you to adapt to the fast-paced changes often seen in Yorkshire’s dynamic business environments.
With these tips in mind, executives across Yorkshire can lead their organisations to success, fostering growth and innovation in the heart of England’s economic powerhouse.
Frontier Software named as supplier on G-Cloud 14 Framework
Frontier Software have been named as a supplier on Crown Commercial Service’s G-Cloud 14 Framework, Lot 2: Cloud software, for applications that are accessed over the internet or private network and hosted in the cloud.
G-Cloud 14 is an online catalogue hosted on the Digital Marketplace. It offers a quick and easy way for the UK public sector to procure and organisations using the frameworks can make purchases without a lengthy procurement or tender process.
Crown Commercial Service (CCS) supports the public sector to achieve maximum commercial value when procuring common goods and services. In 2023/24, CCS helped the public sector to achieve commercial benefits equal to £4.9 billion – supporting world-class public services that offer best value for taxpayers.
Frontier Software has 40 years of experience in the provision of HR & Payroll software/services and is pleased to be a named as a supplier on the framework.
The Frontier Software ichris software (International Comprehensive Human Resource Integrated Software) is a functionally rich, highly configurable, and fully integrated system for cloud or on-premise.
The company has offices across the UK, including one in Nottingham providing outsourced payroll services to a wide range of organisations across all market sectors.
Crown Commercial Service (CCS) supports the public sector to achieve maximum commercial value when procuring common goods and services. In 2023/24, CCS helped the public sector to achieve commercial benefits equal to £4.9 billion – supporting world-class public services that offer best value for taxpayers.
Frontier Software has 40 years of experience in the provision of HR & Payroll software/services and is pleased to be a named as a supplier on the framework.
The Frontier Software ichris software (International Comprehensive Human Resource Integrated Software) is a functionally rich, highly configurable, and fully integrated system for cloud or on-premise.
The company has offices across the UK, including one in Nottingham providing outsourced payroll services to a wide range of organisations across all market sectors. Offshore Renewable Energy Catapult gets new CEO from Sheffield’s AMRC
The Offshore Renewable Energy Catapult has appointed Steve Foxley as Chief Exec, to replace Andrew Jamieson. He will take up the post early next year.
Steve is currently the CEO of the Advanced Manufacturing Research Centre in Sheffield, part of the High Value Manufacturing Catapult, having also led Siemens Building Technologies Division.
ORE Catapult Chair Ronnie Bonnar said: “Steve’s extensive national and international experience of driving innovation, investment and growth will be a huge asset not just to ORE Catapult but to the whole of the offshore renewable energy sector.
“His experience of working within the Innovate UK Catapult Network will also ensure ever greater collaboration across the Network, delivering massive benefits to the UK as we look to scale up offshore wind to meet our Net Zero goals and become a clean energy superpower”.
Steve Foxley said: “Offshore wind is a sector that has long held my fascination for its capacity to regenerate forgotten communities; to provide green energy to homes and businesses; to push the boundaries of innovation, and to make industrial scale impact globally.
“I am very much looking forward to joining the team at ORE Catapult to support this critical sector and to deliver on the country‘s ambitions.”
Hull and East Yorkshire Mayoral Combined Authority takes another step forward
The Hull and East Yorkshire Mayoral Combined Authority (MCA) has taken another significant step forward, after the relevant order was laid by the Government in Parliament.
This formal, legal step will allow closer working across the region on key strategic priorities to boost the local economy.
The MCA will be led by an elected Mayor, with voters going to the polls on Thursday 1 May 2025.
Elections will then take place every four years.
The Chief Executive of Hull City Council, Matt Jukes, said: “I am delighted that we have moved another step closer to unlocking vital empowerment and investment for our region, which are two of the many benefits that devolution will bring.
“The creation of the Hull and East Yorkshire Mayoral Combined Authority will bring with it more powers to make big decisions locally.
“Representatives from the city council are helping to form the MCA, and we are working hard with our colleagues in the East Riding to make the preparations for the Mayoral election.”
The interim Chief Executive of East Riding of Yorkshire Council, Alan Menzies, said: “It’s fantastic to see this landmark step in the devolution process.
“We look forward to working with the new authority to ensure that devolution delivers real benefits and unlocks investment for our region.
“We will work closely with the new authority and Hull City Council, to manage the election and to maximise the benefits of devolution in the years ahead.”
Hull City Council and East Riding of Yorkshire Council will both retain their independence, continuing their work as separate councils as normal alongside the Hull and East Yorkshire Combined Authority.
The new MCA will take on powers relating to transport, where it will become the Local Transport Authority for the area, allowing it to develop a single strategic transport plan for the North Bank of the Humber.
A £400 million investment fund will be available to the MCA, money that is moving from central Government to decision-makers in the area.
