• Over three fifths (68 per cent) of small and medium-sized businesses (SMEs) in Scotland are expecting to see revenues rise this quarter, compared to 60 per cent UK wide, with an expected increase of 10.4 per cent against the
same period in 2021
• However, 79 per cent of smaller businesses are concerned about the impact of the rising cost of living, with almost a third (30 per cent) worried they may become less competitive as they’re forced to increased costs.
• The quarterly Barclays SME Barometer combines billions of merchant transactions, processed by Barclaycard Payments, with research data to provide an in-depth look at the UK and Scottish SME economy
30th May 2022: Over three fifths (68 per cent) of small and medium-sized businesses (SMEs) in Scotland are expecting to see revenues rise this quarter when compared to the same period last year, according to the latest quarterly Barclays SME Barometer1.
On average, Scottish SMEs expect to see a 10.4 per cent rise between the months of April and June 2022 against the same period in 2021, a positive sign of businesses bouncing back as pandemic restrictions have eased.
This follows a successful first quarter of the year (January 2022 – March 2022) for Scottish SMEs with more than half (51 per cent) reporting a rise from Q4 2021, and 56 per cent reporting a year-on-year rise in revenue for the same period in 2021.
These figures are supported by data from Barclaycard Payments2, which processes 1 in 3 debit and credit card payments in the UK, which shows a rise of 28.6 per cent in the value and 29.1 per cent in the volume of payments to SMEs in Scotland in the same period (January – March) versus pre-pandemic3.
The predicted boost in revenue is welcome news for small businesses who are facing a number of challenges including rising inflation, fuel and energy price increases and difficulty hiring new workers.
Over three quarters of Scottish SMEs (79 per cent) say that rising living costs, energy bills and inflation are a long-term concern for their business. Over half (56 per cent) worry that the rising costs will negatively impact consumer spending and almost a third (30 per cent) fear it will make them less competitive as they are forced to increase their own prices and 36 per cent said they may need to re-evaluate their operations to reduce the amount of energy they use.
While they remain confident about the future of their businesses, half of Scottish SMEs (50 per cent) have a pessimistic outlook on the prospects for the wider UK economy, compared to 46 per cent of businesses UK wide and almost half (48 per cent) say that the current business environment is unstable, compared to 41 per cent UK wide.
Colin O’Flaherty, Head of SME at Barclaycard Payments, said: “After an exceptionally tough time, it’s encouraging to see that businesses have seen revenues rise over the last few months, despite a challenging economic climate.
“We hope the long weekend will provide a welcome and much needed confidence boost to many SMEs, as consumers look to get out, support local businesses and make the most of the four-day weekend.
“However, it’s not surprising that in the immediate term, cost of living increases, rising inflation and difficulty hiring new workers are a major cause of concern for small business owners. It’s vital that they continue to tap into the support of the wider business community to get through yet another difficult period.”
Additional findings reveal that despite the challenging environment, the majority (91 per cent) of SMEs in Scotland say they are planning to invest in their businesses over the next 12 months. Almost two-fifths (39 per cent) plan to recruit new staff, while 34 per cent plan to invest in new equipment and technology and 26 per cent plan to invest in reskilling or upskilling staff.
Earlier this year, Barclays launched a package of support aimed at boosting small businesses. The bank is hosting 50 masterclasses a month this year, with a focus on managing cash flow, business growth and support for wellbeing. The classes are open to all small business owners, with national events focused on the hospitality sector. Find out more at https://labs.barclays/business-health-hub
LNER marks opening of Reston Station
Last week LNER celebrated Reston Station becoming the newest destination on the East Coast route, welcoming the local community onboard to mark the occasion, including members of Rail Action Group, East of Scotland.
Monday 23 May saw the start of a daily LNER weekday service in each direction as train services resumed after almost 60 years, with LNER’s Azuma trains connecting the community with the Scottish capital and the North of England.
The inaugural northbound service departed from Reston at 07:27, before calling at Dunbar at 07:43 and arriving at Edinburgh Waverley at 08:07. To mark the historic occasion, LNER’s Azuma carrying the special ‘Celebrating Scotland’ official tartan livery made the first journey north from Reston.
Plan ahead for bumper bank holiday weekend
With LNER services expected to be busy from Thursday 2 June to Sunday 5 June 2022 over four-day bank holiday weekend customers are urged to plan ahead. Celebrations will be taking place across the country to mark Her Majesty The Queen’s Platinum Jubilee and LNER is also getting in the spirit. Special touches to surprise and delight customers at its stations, which will be dressed in platinum Jubilee bunting, will be happening across our services.
Cream tea boxes will be available as part of the onboard selection of snacks and refreshments at the Café Bar in Standard and customers travelling in First Class can enjoy a complimentary range of locally-sourced food featured in a new summer menu. Customers can book direct, fee free and with ease using LNER’s mobile app and website, where they can register for live journey updates, select their own seat, and earn rewards by signing up to the LNER Perks loyalty scheme.
A purpose-led non-profit, connecting employers with employee volunteering opportunities, has increased its workforce from two to 10, as more businesses see the value in giving back to their communities.
As Volunteers Week (1-7 June 2022) approaches, Social Good Connect is marking its own second anniversary by making a heartfelt plea to businesses to share the professional and personal skills of their workforce with local charities.
Over 50 businesses, from small to medium enterprises to multi-nationals have already joined the movement, including Scottish National Investment Bank, Insights, DC Thomson, Thorntons Law, NCR, Ooni and Ninja Kiwi. Together, they are supporting a growing number of around 300 stretched and struggling charities.
Launched by Founder and CEO Caroline McKenna during the first lockdown of 2020, Social Good Connect attracted early-stage funding from the Scottish Government as well as investment firm Baillie Gifford and now employs 10 staff, bolstered by three interns. As part of its commitment to the Young Person’s Guarantee, the organisation provides a range of purpose-led workplace learning opportunities for young people to obtain the skills, knowledge, and experience they need to achieve positive destinations in life.
Social Good Connect’s search and match technology connects businesses, which subscribe to a monthly tiered membership enabling their employees to create a personal profile expressing their skills, interests and preferred causes to support. They are then matched with suitable in-person or virtual volunteering opportunities posted by charities, ranging from delivering food, befriending or becoming a trustee to assisting charities with finance, HR, marketing or social media.
Caroline commented, “The last two years have been incredibly hard work and exceptionally rewarding. Companies, large and small and in all sectors, are waking up to the fact that their staff really gain from volunteering, reporting a greater sense of purpose and morale boost amongst their employees. Similarly, the charities are benefitting greatly during a time when their need has never been greater.
“I’m always happy to hear Social Good Connect described as a ‘social responsibility no-brainer’, but please, let’s not let the good work stop just because we are navigating a post-Covid world or because businesses are busy reshaping and facing reshuffled priorities. Now more than ever, we need businesses and their employees to carry on giving back to the communities they serve and, ideally, not just financially. The traditional concept of volunteering has moved on massively, and there are so many ways for people to help, regardless of the time they can commit. We’re enjoying connecting these communities and making a genuine difference.”
One of the organisations to sign up this year is Michelin Scotland Innovation Parc (MSIP).
Gill Simpson, Marketing and Communications Director, said, “ It can sometimes be hard to imagine how you can use your skills outside work or in the community – and Social Good Connect makes it really easy! Employee volunteering is a rewarding thing to do, and by doing it through Social Good Connect, it’s just easier. It won’t detract from people’s day-to-day work. We think that if anything, doing something for the common good will motivate people and bring something other than work into their daily lives.”
Meanwhile, James Buchan, Managing Director of Dundee-based software company Zudu, added, “People often worry about time constraints, but the benefits of employee volunteering will outweigh any concerns about having enough time to get involved. I like giving time to socially responsible projects, and I also think it can improve our productivity longer term.”
Social Good Connect is the proud winner of ‘Young Business of the Year’ in The Courier Business Awards 2021 and a regional winner in the Barclays Business Social Entrepreneur Awards 2021.
For more information, email info@socialgoodconnect.org or visit www.socialgoodconnect.org
Forth Ports has submitted a Proposal of Application Notice (PAN) to The City of Edinburgh Council for Harbour 31, an exciting mixed-use development on a 10-acre waterfront site at Leith.
The development has the aspiration to create a vibrant new neighbourhood for Leith. The plans for the waterside location include: 700 – 800 residential apartments, a hotel, local retail, flexible workspaces and offices and leisure facilities. The site sits on a dockside location and fits well with the Council’s Local Development Plan as being housing-led, mixed use development.
The development will see the regeneration of land adjacent to the newly opened FirstStage Studios, providing a place to live and work, for both creative and green jobs, as the Port of Leith transitions to become Scotland’s premier renewables hub. The site will also benefit from the new tram extension due to open in mid-2023.
Carole Cran, Chief Financial Officer of landowners Forth Ports Group, said:
“At Harbour 31 we plan to create a vibrant new quarter to live and work, as new creative and green jobs come to Leith. With the option to walk to work or an easy tram ride into the city centre, this new neighbourhood will be a focal point of Leith’s continued regeneration.”
An online public consultation will take place on 23 June 2022 from 3.00pm – 7.00pm via www.harbour31.com, where further details of the proposed development can be found.
Following the outcome of the public consultation, a full planning application will be submitted.
FarrPoint joins forces with Edinburgh Napier’s Unity Lab to discuss why getting the proper governance in place is critical in helping towns and communities achieve the benefits of becoming ‘smart’.
By Steve Smith, Head of Smart Places at FarrPoint, Luca Mora, Director of (this will open in a new window)UnityLab at Edinburgh Napier University, and Paolo Gerli, Senior Research Associate at UnityLab
‘Build-it and they will come’ doesn’t work
Smart city technology like smart parking meters, smart bins or even smart air quality sensors can make a real difference in a community that requires smart problem solving. But deploying ‘smart’ solutions and then trying to identify the problems they can address isn’t smart. Without clear, specific objectives, it can be difficult to get buy-in from both the people who need to implement the solutions and those it impacts, making it harder to demonstrate the value or benefits of individual solutions, and running the risk of wasting money on the wrong things.
In many cases, ‘smart’ solutions are aimed at improving existing services like waste management or public parking; however, without the necessary support of those responsible for delivering these services from the outset, it can be hard to persuade them to consider how ‘smart’ solutions would enhance their ‘tried and tested’ existing practices or to consider alternative ways of working.
A ‘build-it and they will come’ approach also risks stakeholders quickly losing confidence in ‘smart’ solutions. Without careful consideration of the desired outcome, even those deployed solutions may not address the problem alone, with other processes or culture changes often being needed to fully realise the desired outcome.
Understanding the challenge(s)
Every place is unique, and ‘smart’ solutions need to reflect that to maximise the chances of successful implementation, with a clear understanding required of what the issues are and how a ‘smart’ solution could help to address this.
To stand the greatest chance of success, a bottom-up, problem led approach is needed so that the right solutions can be identified and the relevant stakeholders included. This provides the necessary ownership to both implement the solution and then monitor the resulting impact to understand how this can address the identified problem or enhance service delivery.
Smart governance
Stakeholders are likely to vary depending on the solution, with the potential to have multiple different solutions being deployed within an organisation or area simultaneously. Therefore, a robust governance structure is needed to ensure that the right people are involved in the right way and at the right time to successfully implement, manage and monitor the project whilst also ensuring those who will be the ultimate beneficiaries within the community are kept informed.
What difference will ‘Smart’ make in the real world?
Taking time to look at the use cases and understanding what a ‘smart’ solution will provide is key and allows the right processes to be designed to realise the desired benefits. There is little point in collecting ‘smart’ data if the resulting information isn’t used to make decisions, improve how services are targeted, and react to events.
A simple example of this is the increasingly common ‘bin sensor’, which provides information regarding the fill-level of public rubbish bins and can provide alerts when a bin reaches a pre-determined level. This information alone, whilst useful, would not provide improvements to refuse collection or potential litter issues resulting from overflowing bins. Other processes would need to be designed and embedded in order to take this information and make informed decisions about the frequency of collection or trigger appropriate actions, ultimately resulting in those bins nearing capacity being emptied before overflowing. If done correctly, this enables resources to be accurately targeted where and when required, reducing unnecessary visits whilst ensuring no negative impact in terms of litter. As these processes are changed, there is the opportunity to ask, what are the potential knock-on benefits of this change, could it improve other services delivered in that area, for example?
Governance vital to success
For all stakeholders to realise the benefits of becoming ‘smart’, a robust, transparent governance structure in place is vital. The governance structure helps orient the implementation of smart technologies towards the needs and interests of local stakeholders, in addition to supporting the collaborative efforts underpinning the development of smart solutions and services.
Given the wide range of stakeholders involved in digital transformation processes, ‘smart places’ governance should be open to enabling knowledge exchange and data sharing that facilitate the development of place-based innovative solutions tailored to the local context. By constantly engaging with local users, an inclusive governance structure can contribute to raising awareness of the benefits of smart technologies and improve their acceptance among local communities (especially within those social groups that are more reluctant to or less capable of using digital services and devices).
Furthermore, clear governance enhances the accountability of ‘smart places’ by providing a well-defined strategic framework to guide the implementation of smart technologies and assess their outcomes. Setting objectives and performance indicators through a participatory process further maximises ‘smart places’ transparency and ensures a fair balance between the potentially diverging interests of public, private and community stakeholders.
Finally, having this clear governance structure in place is essential to fully leverage the potential of ‘smart data’ while minimising the technological, legal and ethical risks that the use of smart technologies may entail. The strategic framework allows local leaders to make ‘smart decisions’, using data in a way that is beneficial to local communities and compliant with existing regulations. Defining place-based processes for collecting, sharing and analysing data further contributes to building ‘smart places’ where digital technologies nurture social cohesion and economic resilience by enabling bottom-up place-based innovations.
Bank of Scotland’s Business Barometer for May 2022 shows:
• Scottish business confidence rose 14 points during May to 42%, the highest reading since June 2021
• Scottish businesses identify top growth opportunities as entering new markets (38%) and evolving their offering (34%)
• Overall UK business confidence rose five points during May to 38%, its highest level since February, with seven out of 11 nations and regions recording a higher reading than April
Business confidence in Scotland rose 14 points during May to 42%, the highest reading since June 2021, according to the latest Business Barometer from Bank of Scotland Commercial Banking.
Companies in Scotland reported lower confidence in their own business prospects month-on-month, down three points at 31%. When taken alongside their optimism in the economy, up 31 points to 52%, this gives a headline confidence reading of 42%.
Scottish businesses flagged a range of growth opportunities for the next six months, including entering new markets (38%), evolving their offering (34%) introducing new technology (23%) and investing in their staff (23%).
The Business Barometer, which questions 1,200 businesses monthly, provides early signals about UK economic trends both regionally and nationwide.
A net balance of 39% of businesses in Scotland expect to increase staff levels over the next year, up 13 points on last month.
Overall UK business confidence increased by five points during May to 38% – its highest level since February. Firms’ outlook on their future trading prospects rose three points to 42%, and their optimism in the economy increased seven points to 33%. The net balance of businesses planning to create new jobs also increased by 11 points to 37%.
Every UK region and nation reported positive confidence readings in May. Along with Scotland, London (up 23 points to 63%) and the North West (up 12 points to 44%) reported the largest increases month-on-month, with London now the most optimistic region overall. The East of England, which experienced a 20-point dip in confidence in the last month, is now the least optimistic overall, at 14%.
Fraser Sime, regional director for Scotland at Bank of Scotland Commercial Banking, said: “While the past few months have presented a myriad of challenges for Scottish firms, it’s encouraging to see business confidence continue to rise in May. With a busy summer for many ahead, businesses will be hoping the cost-of-living crisis doesn’t quell consumer demand too severely.
“This will be the first restriction-free summer in Scotland since 2019 and firms will need to closely manage their working capital to ensure they are ready for any peaks and troughs in demand. Doing so will ensure they remain resilient and can take advantage of what we hope can still be a profitable period for businesses up and down the country.
“We’ll remain by their side to help them overcome further headwinds and capitalise on opportunities for growth.”
From a sector perspective, retail confidence fell two points to 27%, remaining lower than the all-sector average of 38% in the last three months. The confidence level is also the lowest since March 2021 as pressure on household real incomes weigh on spending prospects. In contrast, there was a 21-point rise in construction to 54%, while manufacturing sentiment remained resilient, up two points to 45%. Confidence in the services sector reached a three-month high, increasing 4 points to 36%.
Paul Gordon, Managing Director for SME and Mid Corporates, Lloyds Bank Commercial Banking, said: “It is reassuring to see a number of positives coming out this month as businesses show that despite challenges, confidence is increasing once again. However, it is understandable that there continues to be caution around the future, given inflationary pressures and potential for economic slowdown.
“In response, businesses should ensure they keep a tight rein on input costs to help support profit margins and keep working closely with their suppliers and customers to ensure any changes in supply or demand are noticed in good time.
“If businesses are struggling or are unsure of what action they need to take, I would encourage them to reach out to seek advice. We remain by the side of businesses to help them navigate any challenge they face.”
Hann-Ju Ho, Senior Economist Lloyds Bank Commercial Banking, said: “Business confidence improved this month and firms in general seem able to rebuild some of their margins through price increases. However, they also report several challenges ahead, including concerns around higher costs and an economic slowdown. More immediately, consumer-facing industries, such as retail, are not feeling the same confidence uplift amid the widespread reports of a squeeze on household incomes.”
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For the first time since the pandemic emerged, Leonardo apprentices from the aerospace engineering company’s sites across the UK recently had the chance to brief MPs face-to-face at the Houses of Parliament to share their experiences of their apprenticeships.
Amongst the group of Leonardo apprentices representing the company was Design Engineering Graduate Apprentice Natalie Simpson, 20. Before starting her apprenticeship, Natalie studied at Bo’ness Academy before joining the scheme. She is now gaining on the job training while studying a degree in Design Engineering: Design & Manufacture at the University of Strathclyde in her current apprenticeship at Leonardo.
After a tour of some of its most iconic chambers, including Westminster Hall, rebuilt after the Blitz by the architect Sir Giles Gilbert Scott, the apprentices met MPs at a special reception hosted by trade organisation ADS (Aerospace, Defence Security & Space). Attendees also included over 100 Apprentices from across industry. There they didn’t just have the chance to speak to their local MP, but MPs from across the UK including Jack Lopresti, MP for Filton & Bradley Stoke, Mark Fletcher, MP for Bolsover, Carol Monaghan, MP for Glasgow North West, Dave Doogan MP for Angus also in Scotland.
Natalie said: “Meeting MPs and apprentices from across the UK face to face was a fantastic opportunity, as I joined Leonardo during Covid. I was speaking to Carol Monaghan and I told her about the benefits of a degree apprenticeship. You are paid well while you study so you don’t have to worry about university fees and once you’ve completed your apprenticeship you go straight into a permanent role. I am quite a visual learner, so I need that hands on experience to really absorb information and I explained that it was great products like radars go through the full product lifecycle from start to finish. Right now my role involves giving a final quality check before radars are sent out, so I enjoy that responsibility and the direct contact with the technology.”
According to the latest figures released by the UK Government covering the 2021/22 academic year, apprenticeship starts were up by 26.0% to 204,000 compared to 161,900 reported for the same period in the previous year.
Deborah Soley, Head of Apprenticeships UK who accompanied the apprentices on their trip to the Houses of Parliament said: “We have seen our apprentices really grab the opportunities we have offered them, whether through on the job training or representing our company at external events such as this visit. Despite the pandemic they continue to thrive as a population at our company and we can chart career paths to the most senior levels of our organisation from early starts within our apprenticeship programme.”
The UK Government is introducing new measures to help with the rising cost of living in Scotland and UK-wide, targeted at those who need it most.
Announcements today include:
• The most vulnerable households across Scotland will receive support of over £1,000 this year, including a new one-off £650 cost of living payment.
• Universal support increases to £400 across Great Britain, as the October discount on energy bills is doubled and the requirement to repay it over 5 years scrapped.
• This new £15 billion support package is targeted towards millions of low-income households and brings the total cost of living support to £37 billion.
• New temporary Energy Profits Levy on oil and gas firms will raise around £5 billion over the next year to help with cost of living, with a new investment allowance to encourage firms to invest in oil and gas extraction in Scotland and the UK.
More details can be found in HMT’s press release here and factsheets below:
‘Generational swing’ to ESG funds puts clued-up professionals in demand
WEALTH fund managers who align investment strategies to green and sustainable stocks are highly prized recruits in a restricted Scottish employment market.
The generational swing to considering ESG (Environmental, Social, and Governance) issues across all business sectors presents opportunities for proactive wealth managers who are looking to retain and grow their client base.
ESG can also act as a “hook” for the next generation of candidates – who often hold significantly stronger views on green investing than older generations – if they believe they can shape future investment decisions.
These findings are highlighted in the sixth Annual Salary Guide into Scotland’s financial service sector from Core-Asset Consulting. It is a forensic review of salary levels and also a gauge of market sentiment, activity and the themes that are impacting financial services across Scotland.
Betsy Williamson said: “Post-lockdown, clients’ perceptions have changed on personal health, wealth planning and succession planning, amplifying the appeal of ESG principles.
“A new generation is evolving, whose sensitivities are being shaped and decisions are increasingly based on environmental influences which barely troubled the generation before them. Potential wealth management candidates from this cohort will be more enthusiastic if they feel they can meaningfully influence ethical investment, which not only meets financial goals, but does not impact on global environmental issues.
“Experienced investment managers and financial planners who can bring a book of clients with them are always of premium interest in the recruitment market and that interest increases exponentially if the book has a heavy ESG emphasis.”
The report’s findings were backed by the CEO of leading Edinburgh private investment firm, Brian O’Connor, who established North Capital as an alternative to boutique London investment firms for clients who have investible wealth of between £20 million and £250 million.
He said: “Responsible investing has become embedded in the stewardship of portfolios. Flows into ESG labelled funds have been significant over the past 12-24 months. From a moral perspective it’s right and just.
“There is an incumbent responsibility on us as practitioners to have discussions with our clients in this area and in fact the regulator will be including the topic as an item to discuss when profiling new clients.
“We do have a range of ESG portfolios available for clients to invest in and as wealth transfers to the next generation we’re expecting there to be more of an ESG focus from this part of the client base.”
The Annual Salary Report notes that wealth managers face a challenging macro environment and the demand for green and sustainable investment strategies is a complex equation to navigate. The pandemic has accelerated a previously evolving strategy, bringing sustainability to the forefront and it is now top of the list of requirements for many private clients.
It is anticipated that during 2022 a number of experienced individuals will leave the fund management industry or take early retirement as they reprioritise – exacerbating an already delicate succession planning equation and adding further fuel to the sector’s current labour market crisis.
As the economy stabilises post-Covid and with inflationary increases taking effect, job security will be at premium and employees may decide that it’s best to stay put and weather the storm with their current employer over considering a new position.
Betsy Williamson added: “Culture, reward, sustainability, progression, variety of work and ethics will be some of the metrics applicants will be evaluating fully in this more complex marketplace.
“Diversity agendas also remain of paramount importance in the private wealth sector. People want to work for progressive businesses with diverse workforces and flexible working practices. It is not unreasonable for employees, who have managed through lock-down to balance their various personal commitments and childcare responsibilities, to expect or ask for flexibility to core hours.”
Despite various recruitment pressures, Edinburgh remained a “crown jewel” location for those businesses operating in the financial services sector, said the North Capital CEO, with many of the large banking groups defaulting to the Scottish capital when looking to establish a regional presence.
Mr O’Connor added: “There’s good talent here, and a natural financial acumen that exists within the city. It’s an outstanding place to live and work. It’s no surprise to see Coutts, James Hambro, Waverton and LGT Vestra enhancing their presence recently too.”
Core-Asset Consulting was formed in 2005. Based in Edinburgh, it is now a £14m business employing 25 people and works across the entire financial services sector, from the smallest boutiques to the biggest global players.
Initially the firm carved its reputation in Scotland’s globally-renowned asset management sector. However, the success of its model allowed it to expand across the wider financial services market. It now boasts dedicated accounting, investment operations and finance teams and also works in Scotland’s thriving legal sector.
To register to receive a copy of the full 2022/23 Industry Trends and Salary Guide report, please visit: https://core-asset.co.uk/news-and-insight/resources/employer-resources/salary-guide-2022-2023/
