Businesses are always looking for ways to improve their bottom line, increase productivity, and stay ahead of the competition.

One sometimes overlooked strategy is investing in apprenticeships, writes Tatiana Ameri of Gloucestershire College.

While it may seem like a cost, rather than an investment, the benefits of taking on an apprentice far outweigh any initial outlay. 

In this article, we’ll explore the financial, operational, and talent-related advantages that come with hiring an apprentice. 

Financial Benefits of Apprenticeships 

Government Incentives

The UK government offers various incentives to encourage businesses to take on apprentices. 

Employers can receive government funding to cover a significant portion of apprenticeship training costs. The amount depends on factors such as the size of the business, the age of an apprentices and whether the company pays the apprenticeship levy. 

National Insurance Contributions (NICs) Relief

Employers are exempt from paying Class 1 National Insurance Contributions for apprentices under 25, provided they earn less than £967 per week and are on an approved UK government apprenticeship standard.

With the recent announcement of an increase in employer National Insurance contributions from 13.8 per cent to 15 per cent, effective from April 2025, apprenticeships present a compelling option for your recruitment and staff development strategy. 

Reduced Recruitment Costs

Investing in apprenticeships can significantly reduce recruitment costs over time. Traditional hiring processes in the UK can be expensive; for instance, the Chartered Institute of Personnel and Development (CIPD) reported that the median cost of recruiting senior managers is £3,000, while other employees cost around £1,500.

Apprenticeships offer a cost-effective alternative, thanks to government funding contributions towards training costs. Additionally, training providers often assist with various aspects of the apprenticeship process.

For example, at Gloucestershire College, we support employers by managing the complexities of the apprenticeship admin, including apprentice recruitment, without any charges. 

Operational Advantages 

Improved Productivity and Business Processes

As apprentices learn and grow, they can help improve existing business processes, making them more efficient and effective. 

New Skills and Knowledge

Apprenticeships provide a chance for employees to acquire new skills and the latest industry knowledge that can benefit the entire organisation. 

Better Employee Engagement

By investing in an apprentice's development, you're showing your existing staff that their growth and well-being are valued. 

Hear what our employer-partners say about the benefits of apprenticeships: Play Video

Talent-Related Benefits 

Attracting Top Talent

Businesses who offer apprenticeship programmes become more attractive to potential employees who value opportunities for growth and development. 

Increased Employee Retention

By investing in an apprentice's success, you're showing your existing staff that their hard work is valued, leading to increased job satisfaction and reduced turnover rates. 

Future Leadership Development

Apprenticeships provide a pipeline of skilled, motivated employees who can become future leaders within your organisation. 

At Gloucestershire College, we don’t just talk about the benefits of apprenticeships – we live by them. We’re proud to invest in our own staff through apprenticeship training and continuous upskilling.

One inspiring example is Sarah Scrivens, who began her career with us as an apprentice and has now progressed to HR Partner. 

Read Sarah's full story

Conclusion 

While bringing on an apprentice may come with upfront costs, the investment pays dividends by developing skilled, loyal employees who contribute to productivity, reduce turnover costs, and support the company’s competitive edge. 

In the current economic climate, investing in apprenticeships is a strategic choice that not only boosts business performance but also fosters a culture of learning and growth that benefits both employees and the organisation as a whole. 

So why not explore the return on investment of apprenticeships today? 

Speak with our expert Employer Training & Apprenticeships team to find out how apprenticeships can support your business goals at employer.training@gloscol.ac.uk or call 0345 155 2020.

Dame Clare Marchant, the relatively new vice chancellor of the University of Gloucestershire is a tough cookie.

She needs to be as we see over 40 per cent of our universities struggling with big deficits.

Gloucestershire has a small deficit, but a strong net inflow of cash.

However, the going is very tough.

The university’s new City campus- developed from the iconic former Debenhams building in the centre of Gloucester- started as a £40 million project with the final costs £75 million.

Clare has a professional pedigree that really does fit the role commercially. She previously headed up UCAS (Universities and Colleges Admissions Service) in Cheltenham and had also been the chief executive of Worcestershire County Council.

She is very open and refreshingly honest about her university challenge since being appointed two years ago.

“For the first time, universities are waking up to the fact the commercial world is tough and their whole survival depends on having the right courses for the right jobs”, she tells me.

As a result, the university are revalidating all their courses. They have between 250-300 and have so far closed about ten per cent of those with more consolidation to come.

Job outcomes for the students, are of course, the key issue- getting a good job after graduating.

As well as trimming courses that may not have relevance to current job opportunities, Clare has been disposing of buildings they no longer need in the struggle to be viable.

At the last count they were down to around 70 buildings in Cheltenham and Gloucester. I have always thought that the university estate was far too disjointed and spread out throughout the area to have a feel of a real home.

Without a doubt, the former Debenhams building fills that gap.

I find it very welcoming-from Stan the smiling security man through to its spaciousness and soft colours. It is obviously proving a big hit with readers who use the new City library housed on the ground floor of the building.

I asked Clare what she thought you need to be famous as a university. She was candid.

“The Skills White Paper talks about three important themes”, she said. ”One is quality, the other is collaboration and the third is specialisation.

“I think there is something we have been trying to do for the last two years which attunes to that. We are never going to be small and specialist.

“But we do need to specialise a bit more than in the past. In terms of what we are going to be famous for I would say this.

“When I stand up before applicants and parents I tell them that if you want your child to go to a big urban metropolis that doesn’t necessarily feel connected to students-to their personalities, to each other and to their sense of place this isn’t the place for you.

“Here I hope you should be able to pass people in the corridor and you have people you can say hello to. That sense of communication is something I would like us to be known for.

“And I would like us to be known for encouraging what can be a diverse group of students. We have 36 per cent of students joining us in the last year who declared a disability”.

What is her long term plan?

“I firmly believe in quality so we put a lot of our focus on the student experience”, she says.

*Ian Mean is former editor in chief of Gloucestershire Media and editor of the Western Daily Press.

“Family businesses have been walking a tightrope for years, and the budget (November 2025) will squeeze margins further according to Amy Leivers.

“It unfortunately puts more pressure on SMEs and family businesses.

Leivers, who is deputy managing director and head of commercial property at Gloucestershire-headquartered WSP Solicitors, said the freezing of thresholds on employer National Insurance contributions, and changes to corporation tax allowances will leave businesses of all shapes and sizes facing higher bills.

This comes on top of Chancellor Rachel Reeves’ announcement in her previous Budget of an increase to the minimum and national living wages.

Although mandatory wage increases are well intended, they come on the back of tough decisions made last year and will squeeze margins further, said Leivers.

“Family businesses are concerned about their future stability – many have been walking a tightrope for a number of years against the backdrop of a stagnating economy and cost-of-living crisis.

“These businesses are now having to make tough decisions around restructuring, staffing, investment and innovation.

“As a result, our own research on 200 Gloucestershire-based family firms shows businesses are already pausing and cancelling plans to expand, others are suggesting earlier exits, and some, including 24 per cent of the business owners, managing directors and chief executives are looking to leave the UK all together - taking with them the backbone of country’s entrepreneurialism and innovation.

“There are reports of an estimated 142,000 millionaires expected to leave the country in 2025, our research found 40 per cent are considering moving their business overseas.”

WSP Solicitors has offices in Stroud and Gloucester.

In the aftermath of yesterday’s Budget, one question cuts through the headlines: can Britain get its economy growing again?

According to University of Gloucestershire’s Professor Malcolm Prowle, the answer is ‘no’ - not without confronting deeper structural, political and societal barriers.

Speaking at a public lecture Prowle warned that: “No Budget, however ambitious, can deliver sustainable growth on its own”.

Speaking to students, business owners and members of the public, Prowle reminded the audience that the UK’s stagnation predates the financial crisis.

Before 2008, GDP growth typically hovered around two per cent - the level needed to sustain public services and living standards.

Since then, productivity has stalled, real wages have flatlined, and the effects are clear: strained services, widening regional inequalities and long-term wage stagnation.

Prowle argued that the biggest obstacles to growth lie beyond any single fiscal event.

Alongside global pressures such as geopolitical instability and energy shocks, the UK’s “dysfunctional government”, policy discontinuity, over-centralisation and rapid ministerial turnover have created a damaging “stop–start” pattern that undermines long-term planning and investment.

He also argued that public attitudes also present a challenge. Despite concerns about living standards, Prowle noted that “most adults have made little or no change” to their behaviours, even though consumption habits drive environmental and economic outcomes

This resistance, he said, complicates any government’s attempt at meaningful reform.

Crucially, he stressed that sustainable growth cannot be separated from climate policy. Climate change, he argued, will place “downward pressure on economic growth” through the mounting costs of extreme weather, disrupted supply chains and infrastructure vulnerability.

With mitigation and adaptation likely to cost tens of billions each year, Powle contends that the lack of long-term climate investment in successive Budgets is now a core economic risk.

However, despite the challenges, Professor Prowle identified opportunities.

The UK’s service-based economy, growing green innovation sector and often-overlooked SMEs all have strong potential - but only if supported by long-term strategic investment, innovation and leadership rather than short-term fixes.

As the Budget sets the tone for the year ahead, Prowle’s message is clear: growth will not return through tax changes or spending announcements alone. Only by tackling structural barriers at their root can the UK restore economic optimism.

• Prowle has authored more than 100 publications, including 10 books. He has also delivered talks for the Prime Minster’s Policy Unit and the Economics Research Council. He is a professor of performance management withing the University’s School of Business, Computing and Social Sciences.

For the last 30 years Phil Smith has been a leading voice for business in the South West.

He is now retiring as managing director of Business West, the South West’s leading business representative organisation.

Phil, 63, has spent 30 years in senior leadership positions with Business West and has been managing director since 2005.

What has he learned about the attraction of business to develop in the region?

“I think the wonderful environment in the South West and the quality of life here makes it a great place to live and work.

“It seems to me that companies are happy to do something extra for their employees as well as just making money.

“For instance, we have the largest concentration of BCorp companies in the Uk , which I think illustrates the kind of attitude many companies here have that does really differentiate them in their communities.”

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The 2025 Budget will take place on 26 November, considerably later than originally envisaged, suggesting that more time was needed to pull together plans and proposals. There is little doubt, therefore, that we can expect a Budget packed with changes and possibly a few surprises.

The Budget comes on the back of another low-growth year although the economy has remained stubbornly just short of an official recession.

We are seeing a lot of optimism from the business community about prospects for the economy. However, it is clear that the government badly needs to either raise taxes, cut costs, or more likely a combination of both.

As ever, there has been a considerable amount of speculation in the past few weeks, and we have pulled together the main areas where we could see changes.

Income Tax and National Insurance

The obvious area is a continued freeze on the personal allowances and rate thresholds. The current freeze is due to end in 2028 but is likely to be extended to 2030. This “fiscal drag” effect would likely bring in an additional £10 billion each year. The negative effects include dragging even more pensioners into tax as their State Pensions will shortly overtake the personal tax allowance.

Other areas where we could see changes:

• Increase in National Insurance for LLPs – potentially to align the current lower Class 4 rate with the employee’s 12 per cent rate – or even more extreme, introducing Employer’s NIC at 15 per cent on partners’ profit shares.

• Introduction of NIC on rental income to align with self-employed profits.

• Increase in dividend rates of Income Tax

Inheritance Tax

A lot of speculation means this tax is bound to feature somewhere. This tax raised a record £4.4 billion in the first half of 2025 and the receipts are increasing constantly with the frozen nil rate band. Areas where we could see changes here:

• Continuing the freeze on the nil rate band at £325,000

• Reducing the main residence nil rate band

• Tightening the various IHT reliefs – such as gifts out of surplus income and annual exemptions, or even extending the period for lifetime gifts to fall outside of the death estate from 7 to 10 years.

Pensions

This is a constant target for tax rises and may well feature again. We already have the prospect of surplus pension pots being liable to Inheritance Tax from 2027. Other areas that could be targeted include:

• Restrictions on salary sacrifice arrangements for pension contributions.

• Introducing a small annual fund levy (perhaps 0.5 per cent)

Capital Gains Tax

While there is constant speculation that rates could be increased to align with Income Tax rates, we do consider this unlikely as this is likely to discourage investment activity and may well actually reduce tax receipts. However again there could be some movement to restrict reliefs, such as:

• Further reductions in Business Asset Disposal Relief. The CGT rate for BADR qualifying gains has already increased to 14 per cent, and is due to move to 18 per cent from April 2026. Could this be the last rites for this relief?

• Restriction of main residence relief, perhaps where homes are sold for more than somewhere between £500,000 and £1.5 million

• Additional tax on high value properties (a “mansion tax”)

Other potential areas for changes

A few other areas where we could see some movement and not all negative:

• Changes to the VAT registration threshold although this is unlikely. Changes in headline rates are also unlikely, although we may see some movement around import and export charges given the quantity of changes elsewhere in Europe and the US.

• Reforms of Council Tax – maybe revaluing properties for assessment of bands

• Stamp Duty Land Tax – full abolition in favour of a new Property Tax has been suggested. This is unlikely to be a quick change but if this is under consideration I would expect a consultation period.

• Reduction in annual cash ISA investment limit of £20,000, where it has been for some time.

• Reductions in tax incentives for Electric Vehicles as they become more mainstream. The current 100 per cent Capital Allowance for businesses buying new electric cars is due to end in March 2026 and may not be extended this time. Also salary sacrifice arrangements to facilitate EV purchases may be curtailed.

• Size limits for tax efficient share options under the Enterprise Management Incentive (EMI) scheme could be reviewed and increased as they have not moved for a decade. This could open up the scheme to larger companies, incentivising succession for business.

• Introduction of advanced assurance for R&D Tax Reliefs – this has already been consulted on so I expect to see an implementation plan being announced on Budget Day.

Whatever happens there will be something in the Budget affecting everyone – individuals and businesses alike. We will be watching closely at our live event at Kingsholm and will publish our analysis of the changes on the day.

If you are an existing client and have any questions or concerns regarding your own position in advance of the Budget please reach out to your usual Randall & Payne contact to discuss your situation. If you are not a client and would like a Tax Health Check please contact the Tax team on 01242 776000 or Tax@randall-payne.co.uk.

🔓 You’ve been reading a free edition of The Raikes Journal, for which we are grateful. Please do spread the word about what we are trying to do - create a real, journalistically-led, community-orientated, Gloucestershire-focused digital magazine. If you upgrade to paid, you will get on average eight extra members-only editions every month and will be able to see beyond any paywalls, as well as read Raikes’ rolling Top 100-plus Businesses in Gloucestershire series. You will also be allowed to comment on stories, make suggestions for what we should be writing about, vote in our awards, and might even be invited to our roundtable events. And you’ll be supporting the rebirth of high-quality journalism in Gloucestershire on a website championing the county you love — all for just £2.30 per week (£12 a month or £120 a year! Ask us about 20 per cent off for groups of two or more subscribers). If you refere a friend you can knock even more money off!

Apprenticeships have come a long way, but many businesses still hold assumptions about how they work.

At Gloucestershire College, the employer training and apprenticeships team supports more than a thousand local employers to break down these barriers and match businesses with the right training solutions.

With new apprenticeship cohorts starting this September in construction, IT and cyber security, engineering, motor vehicle, and accountancy (AAT), the team has decided to debunk some of these myths and explain how apprenticeships could benefit businesses of all sizes.

Here are the top five misconceptions they often encounter when speaking with employers.

1. Apprenticeships are only for school leavers

Dawn Morgan, business development manager for apprenticeships in IT and professional services, says: “Many companies still think apprenticeships are only for school leavers, not realising they’re open to anyone aged 16 and over.

“We train more than a thousand apprentices every year — from young people starting their careers to experienced professionals looking to upskill. Whether you want to bring in new talent or invest in your existing staff, we offer tailored support and funded training routes to help meet your goals.”

2. Good candidates are hard to come by

Alan Mulrooney, business consultant for the construction sector, says: “While recruitment can be a challenge in any field, we work hard to bridge that gap by maintaining a strong pool of motivated, pre-screened candidates who are ready to start their careers.

“The key to a successful apprenticeship isn’t just finding a candidate — it’s creating the right environment to help them thrive. When employers commit to supporting their apprentices and work closely with the college, that’s when we see the most inspiring success stories.

“Take Amy Brown, for example. She began her carpentry apprenticeship at the age of 24 and without any previous experience in construction.

“With the right support from her employer and the college, she went on to receive the prize for Intermediate Apprentice of the Year at the National Apprenticeship Awards 2023. Stories like hers show what’s possible when potential meets opportunity.”

3. Apprenticeships aren’t for existing staff

Bryony Smith, business consultant in finance, plumbing, and retail, says: “Apprenticeships are one of the most effective tools businesses can use to develop their people — we offer them to our own staff.

“Upskilling through apprenticeships can help fill critical skills gaps, nurture leadership potential, and retain valuable team members.

“It’s no longer just about new hires — many talented employees are actively seeking structured development opportunities, and apprenticeships are a powerful way to provide that.”

4. Apprenticeships are expensive

Sarah Thorne, business consultant specialising in apprenticeships for education, local authorities, and housing associations, says: “Many employers still assume apprenticeships come with a high price tag, but with generous government funding and the apprenticeship levy, most or sometimes all of the training costs can be covered.

“For example, smaller businesses usually pay just 5 per cent of the training cost — and it’s often fully funded for apprentices aged 16 to 21*.

“Larger, levy-paying employers can use the levy to train their staff. On top of that, there is National Insurance contributions relief for apprentices under 25 earning less than £967 per week.”

5. The apprenticeship process is too complicated

Sian Pirone, business consultant for apprenticeships in engineering, automotive and dental nursing, says: “While the process may seem overwhelming at first, that’s exactly where the college can help.

“From identifying your skills needs to helping you recruit apprentices, assisting with some of the admin, and coordinating training delivery and onboarding, our experienced team will support you and your apprentice every step of the way. Our goal is to make sure it works for your business.”

Ready to explore apprenticeships?

Offering one of the most extensive apprenticeship portfolios in the region — including programmes from Level 2 to degree level — Gloucestershire College delivers training across engineering, construction, motor, professional services, IT, cyber, digital, hospitality, hairdressing, dental, and education.

Many programmes can start at any time of the year with flexible and remote delivery options.

Apprenticeships starting this month (September) include:

• Construction and trades

• IT and cyber security

• Engineering

• Motor vehicles

• Accountancy

To explore how funded training can benefit your business, email employer.training@gloscol.ac.uk, call 0345 1552020 or visit gloscol.ac.uk/employers.

*Where the total negotiated price has exceeded the funding band maximum, the employer must pay all the additional costs above the funding band maximum in full.

* Raikes would like to thank all of its partners (who we will be revealing over the coming weeks), our ‘founding members' and our paid-up subscribers. A massive ‘thank you’ to all our other subscribers too. The support of all of you is invaluable!

🔓 You’ve been reading a free edition of The Raikes Journal, for which we are grateful. Please do spread the word about what we are trying to do - create a real, journalistically-led, community-orientated, Gloucestershire-focused digital magazine. If you upgrade to paid, you will get on average eight extra members-only editions every month and will be able to see beyond any paywalls, as well as read Raikes’ rolling Top 100-plus Businesses in Gloucestershire series. You will also be allowed to comment on stories, make suggestions for what we should be writing about, vote in our awards, and might even be invited to our roundtable events. And you’ll be supporting the rebirth of high-quality journalism in Gloucestershire on a website championing the county you love — all for just £2.30 per week (£12 a month or £120 a year! Ask us about 20 per cent off for groups of two or more subscribers). If you refere a friend you can knock even more money off!

The commitment to nuclear power projects by the Chancellor in her Spending Review is great news for the Gloucestershire economy.

My optimism is based on the fact that Rachel Reeves announced last week that Rolls-Royce are now the preferred bidder for the development of the new small modular reactors(SMRs).

I believe that these mini reactors-as many as six of them here in Gloucestershire and South Gloucestershire-have the potential to provide thousands of skilled jobs and the opportunity of millions of pounds flowing into our regional economy here in the South West.

Berkeley and Oldbury-the two former decommissioned nuclear sites now hold a major key to a big nuclear hub.

We have waited a long time for the result of the government’s decision on the SMR competitive bid but now that has been announced I expect the planning process to start in earnest.

However, this will not be a quick process and the development of skills for this new technology is a major challenge.

Earlier this year, in an exclusive interview, Simon Bowen, the interim chair of the government’s Great British Nuclear, told me: “There will be thousands of skilled jobs-at a wild guess 5,000 to 6,000 involved directly and indirtectly, and in the operating phase many hundreds of jobs.

“Those will be a combination of graduate roles, Phd roles and a lot of operator and apprentice roles too.

“The timings that keep me awake at night is how on earth we recruit those numbers of people into the area.”

I believe that Great British Nuclear will use the model of Hinkley Point C to take the SMR project forward.

This model has been used at Sizewell-muti-faceted and multi-certified. In my view, all our colleges in the region need to come together to form a nuclear training group as soon as possible.

Yes, it may be that the project might not see development on the sites for another three or four years and could possibly take up to 20 years to really get going.

However, the government’s statement now signals a hopeful green light for Berkeley and Oldbury—just four miles apart-to again play a major role in the UK’s energy policy as they have done in the past with the early development of nuclear power in the region.

*Ian Mean MBE is a member of Gloucestershire County Council’s Economic Growth Board,a former vice chair of GFirstLEP and former editor of the Western Daily Press.

‘There are things we don’t know we don’t know’. Not only are there gaps in our knowledge, but often we don’t even know it.

This classic quote describes how prospects can feel when I run through a list of questions in order to understand their business and their aspirations for the future.

Not knowing how the numbers can be used to make your business work better is possibly the biggest thing they didn’t know that they should know.

Your accountant is/should be your trusted advisor with the expert advice and experience to ask the right questions to benefit your business.

I always start by checking that you have monthly figures which are timely, accurate and understandable. Quite often we find that errors in the reporting are leading to the wrong decisions being made as a result.

This is where our team can help to get clients set up on or transfer to a software package which best suits their business needs.

It’s also important for me to understand right from the beginning what success looks like to you and whether you need help to bring your vision to life.

Our mantra at Randall & Payne is to make your success our priority so it’s our aim to be clear about what your goals are and how we can help to achieve them.

We can then involve the relevant expert when required, whether it’s our Business Advisory team to help with your strategy and plans, or our tax team to help you with the structure of your business if it’s not set up in a tax efficient way.

We can act as a sounding board for your ideas and can help to find the solution based on our wealth of experience and large bank of knowledge.

Many clients benefit from our external expert opinion, acting as a fresh pair of eyes on your business to highlight any opportunities which may have been missed previously.

There are so many areas to consider which may have been in place for years, such as checking you are on the correct remuneration package or that the structure/shareholding of the business is appropriate.

When is the last time you looked at overall tax planning for you personally and the business? Are you protecting your wealth in the most efficient manner?

With the challenging times businesses are currently going through, whether connected to the cost of living crisis or rising energy costs, businesses are understanding the need to be agile so they are able to adapt quickly to changes in their market place.

We can help you with a plan for the coming twelve months and beyond.

It might be that you feel that things have stalled, or you know that a change needs to happen, but don’t know what questions need to be answered to help, then a conversation with an expert who knows how important it is that you know what your numbers mean could make a huge difference.

If you can spare an hour of your time to meet with our team free of charge to find out what you don’t know that would benefit you if you did, that one hour could be the start of a new era for your business and yourself!

Shaun Pegler is a partner and meets with new prospects to discuss their business goals in order to show how we can help them to achieve success.

If you would like to book an hour-long advice clinic free-of-charge please contact clinics@randall-payne.co.uk or 01242 776000.

* Raikes would like to thank all of its partners (who we will be revealing over the coming weeks), our ‘founding members' and our paid-up subscribers. A massive ‘thank you’ to all our other subscribers too. The support of all of you is invaluable!

🔓 You’ve been reading a free edition of The Raikes Journal, for which we are grateful. Please do spread the word about what we are trying to do - create a real, journalistically-led, community-orientated, Gloucestershire-focused digital magazine. If you upgrade to paid, you will get on average eight extra members-only editions every month and will be able to see beyond any paywalls, as well as read Raikes’ rolling Top 100-plus Businesses in Gloucestershire series. You will also be allowed to comment on stories, make suggestions for what we should be writing about, vote in our awards, and might even be invited to our roundtable events. And you’ll be supporting the rebirth of high-quality journalism in Gloucestershire on a website championing the county you love — all for just £2.30 per week (£12 a month or £120 a year! Ask us about 20 per cent off for groups of two or more subscribers). If you refere a friend you can knock even more money off!

As this landscape continues to evolve, so too do the tools available to business owners.

One that’s quietly gaining traction - yet still widely misunderstood - is Bitcoin.

At Nephos Group, based here in Cheltenham, we work closely with businesses across sectors, helping them navigate financial decisions, tax obligations, and emerging technologies.

Through our crypto accounting arm, Myna, we’ve seen an increasing number of conversations centered on Bitcoin - not as a speculative investment, but as a practical tool for businesses.

So, why are some companies choosing to accept it?

A niche market with surprising value

Bitcoin users - often called Bitcoiners - represent a small but growing community. What makes them interesting from a business perspective is their loyalty. Many actively seek out companies that accept Bitcoin, even travelling out of their way to support them.

This creates a subtle but valuable opportunity: to stand out. For local retail or hospitality businesses, even a handful of new customers each month can help support high fixed costs or quiet periods. And for service-based businesses, it’s a simple way to signal innovation and reach new audiences.

It’s easier than you might think

There’s a common misconception that accepting Bitcoin requires a complete tech overhaul. In reality, thanks to platforms like Bridge2Bitcoin, most businesses can get set up in under an hour - often with nothing more than a smartphone or tablet.

Costs are typically low. Many providers charge less than 1% per transaction, with no setup fees or subscriptions. It can be more cost-effective than card payments - and in some cases, simpler.

What about the tax side?

This is where clear guidance is important. At Myna, our team specialises in cryptocurrency tax and compliance. We help businesses understand their obligations and ensure everything is properly accounted for - whether that’s a few small transactions a month or part of a wider digital asset strategy.

For those new to the space, this reassurance often makes the difference between exploring the idea and acting on it.

Is it worth it?

In truth, the risk is minimal. If no one pays in Bitcoin, you’ve lost nothing. But if even one new customer discovers your business because of it, it’s a win. As a payment method, it’s instant, secure, and resistant to chargebacks - and it adds a layer of resilience, operating outside traditional banking systems.

Looking ahead

We’re currently working on plans to host a ‘Bitcoin & Beers’ event here in Cheltenham - bringing together local businesses and crypto experts for informal, accessible discussions about what digital currency could mean in a local context.

Bitcoin might not be the answer for everyone - but it’s certainly worth understanding. As technology continues to shape the way we work and trade, Gloucestershire businesses have an opportunity to be curious, open-minded, and ahead of the curve.

Joe David, is founder and chief executive officer of Nephos Group.

READ MORE: Is cryptocurrency about to go mainstream? Joe David discusses the Government’s plans to regulate the cryptocurrency sector, protect consumers and entice in some of the big players in the fast-emerging emerging market.

As we commemorate the 80th anniversary of VE Day this year, we at QuoLux find ourselves reflecting on the profound leadership lessons that emerge from this pivotal moment in history.

Victory in Europe Day marked not just the end of a devastating conflict, but the triumph of collaborative leadership, strategic vision and unwavering resilience, qualities that remain fundamental to business leadership today.

The Enduring Principles of Wartime Leadership

The leaders who guided nations through World War II demonstrated exceptional qualities that transcend their historical context. Churchill’s resolute communication inspired a nation during its darkest hours. Eisenhower’s collaborative approach united diverse forces toward a common goal. These leaders faced unprecedented challenges with clarity of purpose and decisive action, principles that continue to define effective leadership eight decades later.

“Success is not final, failure is not fatal: it is the courage to continue that counts.” - Winston Churchill

This powerful sentiment reminds us that leadership excellence isn't defined by avoiding failure, but by how one responds to both success and setbacks – a lesson particularly relevant in today’s volatile business environment.

Vision in Times of Uncertainty

Perhaps the most valuable lesson for today’s business leaders is how wartime leaders maintained a clear vision amid chaos and uncertainty. They balanced immediate tactical decisions with long-term strategic objectives, never losing sight of the ultimate goal despite overwhelming daily pressures. This ability to simultaneously manage present challenges while planning for the future remains a defining characteristic of exceptional business leadership.

Building Resilient Teams

The victory celebrated on May 8th 1945, was achieved through remarkable team resilience. Leaders fostered environments where individuals could contribute their unique strengths while maintaining collective determination. They understood that sustainable success depends not on individual heroics but on cultivating organisational resilience; in other words, creating teams that can adapt to changing circumstances without compromising their core values or objectives.

Inclusive Leadership

The war effort demonstrated the transformative power of inclusive leadership, drawing on diverse talents and perspectives. Industries evolved as women entered workforces in unprecedented numbers, bringing fresh approaches and capabilities. Today's business environment similarly demands leaders who can harness the full spectrum of human potential, recognising that innovation often emerges from the intersection of different viewpoints, backgrounds and experiences.

Ethical Decision-Making Under Pressure

The most respected wartime leaders maintained ethical frameworks even when facing existential threats. They understood that how victory was achieved would define the peace that followed. Similarly, today's business leaders must navigate competitive pressures while maintaining ethical standards, recognising that sustainable success is built on integrity and trust – assets that, once compromised, are difficult to rebuild.

From VE Day to VJ Day: Leadership Through Transition

Victory in Europe marked a pivotal moment in history, but for many British families, May 8th brought only partial celebration. While Churchill's leadership had guided the nation to triumph in Europe, the war continued in the Pacific under Attlee's new government following the July general election. It wouldn't be until August 15^th 1945 – over three months after VE Day – that Victory over Japan (VJ Day) finally brought the Second World War to its complete conclusion.

During those intervening months, countless families endured continued uncertainty, awaiting the safe return of loved ones serving in the Far East. The transition between wartime and peacetime leadership, coupled with these staggered victory dates, shaped Britain's difficult journey from conflict to complete peace.

Learning from History to Lead Forward

At QuoLux, we believe leadership development requires both forward-thinking innovation and reflection on timeless principles. The 80th anniversary of VE Day offers a moment to consider how these historical leadership lessons apply to our contemporary challenges, from technological disruption to economic uncertainty.

The leaders who guided their organisations and nations through the tumultuous 1940s demonstrated that authentic leadership transcends circumstance. They showed how clarity of purpose, combined with adaptability in approach, creates the foundation for overcoming seemingly insurmountable challenges.

As we honour the anniversary of VE Day, we invite today's business leaders to reflect on these enduring leadership principles, not as historical artifacts, but as living practices that continue to guide exceptional leadership in every era.

Keep up-to-date on the latest leadership and management tips by signing up to our weekly blog here

Quolux is a Certified B Corporation headquartered in Gloucestershire providing in-person and online coaching, mentoring, leadership development programmes from short courses to MBAs. To find out more, and to explore the digital tools it makes available to businesses world-wide, visit QuoLux's website.

* Raikes would like to thank all of its partners (who we will be revealing over the coming weeks), our ‘founding members' and our paid-up subscribers. A massive ‘thank you’ to all our other subscribers too. The support of all of you is invaluable!

🔓 You’ve been reading a free edition of The Raikes Journal, for which we are grateful. Please do spread the word about what we are trying to do - create a real, journalistically-led, community-orientated, Gloucestershire-focused digital magazine. If you upgrade to paid, you will get on average eight extra members-only editions every month and will be able to see beyond any paywalls, as well as read Raikes’ rolling Top 100-plus Businesses in Gloucestershire series. You will also be allowed to comment on stories, make suggestions for what we should be writing about, vote in our awards, and might even be invited to our roundtable events. And you’ll be supporting the rebirth of high-quality journalism in Gloucestershire on a website championing the county you love — all for just £2.30 per week (£12 a month or £120 a year! Ask us about 20 per cent off for groups of two or more subscribers).

With technological advancements, tax changes, utility rate increases and even implications with recycling regulatory changes, running a business is a full time job let alone finding the time to manage change.

Throw in a wild card overseas and it becomes increasingly important to find the time to work on the business, writes Tim Watkins, managing partner of Gloucestershire-headquartered accountants Randall & Payne.

Having a robust but flexible business strategy in place is possibly the only way to navigate the influx of changes we seem to see more regularly these days.

The positive to having changes imposed upon us is the opportunity to reflect and focus on the core of our business as it is too easy to just keep on doing the doing but not checking that the strategy is still fit for purpose and being followed.

In March we invited business leaders to join us at our offices to watch the Spring Statement and partake in an immediate reflection afterwards. You will probably agree there wasn’t much announced. We had a good discussion afterwards about the imminent regulatory changes which were announced in the Autumn Budget and how people felt about these.

Whether you are affected by the political landscape, compounded by economic challenges, or getting to grips with advances in AI, there seems on paper a lot to feel negative about. So, it was refreshing that some comments from the room were remarkably positive.

Those businesses who are bold, investing in their people, improving working environments, and embracing software were feeling more positive and felt prepared for the external risks.

Navigating change doesn’t mean you always have to act immediately. Interacting with other business leaders and sharing experiences is so valuable. Taking some time to find the solution that suits your business and changing what you need to, when you need to is more effective than change for change’s sake.

If you understand your business goals and can alter your direction of travel when you need to then you are more likely to reach your destination regardless of what the world throws your way.

Contact Tim Watkins for more information by emailing tim.watkins@randall-payne.co.uk or call 01242 776000.

* Raikes would like to thank all of its partners (who we will be revealing over the coming weeks), our ‘founding members' and our paid-up subscribers. A massive ‘thank you’ to all our other subscribers too. The support of all of you is invaluable!

🔓 You’ve been reading a free edition of The Raikes Journal, for which we are grateful. Please do spread the word about what we are trying to do - create a real, journalistically-led, community-orientated, Gloucestershire-focused digital magazine. If you upgrade to paid, you will get on average eight extra members-only editions every month and will be able to see beyond any paywalls, as well as read Raikes’ rolling Top 100-plus Businesses in Gloucestershire series. You will also be allowed to comment on stories, make suggestions for what we should be writing about, vote in our awards, and might even be invited to our roundtable events. And you’ll be supporting the rebirth of high-quality journalism in Gloucestershire on a website championing the county you love — all for just £2.30 per week (£12 a month or £120 a year! Ask us about 20 per cent off for groups of two or more subscribers). If you refere a friend you can knock even more money off!

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In the latest blog to feature on the website of one of our key Founding Partners, leadership development specialists QuoLux, Professor Malcolm McDonald caught our eye with this opening line: “I’d like to explain how a winning marketing strategy will make you richer”.

McDonald has published more than 50 books, sold more than half a million copies, and worked with directors in hundreds of companies.

In this blog on market planning and strategy, the long-standing associate of Gloucester-headquartered QuoLux addresses the fundamentals that can transform your business performance.

You can also read this blog, and more, on the QuoLux website. The link is at the foot of this page.

The Revealing Questions That Expose Business Vulnerability

I work primarily at director level, and there are two simple questions that quickly reveal whether a company is in — or heading toward — serious financial trouble:

1. What are your key target markets in order of priority?

2. In each market, what are your organisation's sources of differential advantage?

The first question is almost invariably met with directors describing their PRODUCTS -- a fundamental misunderstanding that has led many giants to their downfall.

Consider these cautionary tales:

• IBM nearly collapsed in the 1980s by defining their market as ‘mainframes’

• Kodak defined their market as films and cameras, missing the digital revolution

• Nokia saw themselves as a phone company, not a mobile technology provider

• Even today, many publishers define their market as books, when business book publishers are actually in the “business knowledge promulgation” market

When leadership fails to properly define their markets, answering the second question about differential advantage becomes impossible.

Why Product Excellence Is No Longer Enough

The business graveyard of the past twenty years proves this isn’t merely theoretical. Today, virtually all products and services work excellently, meaning product quality alone won't deliver riches.

The only path to wealth now lies in meaningful differentiation that appeals directly to your customers. A critical component of this appeal is demonstrating financial value. When customers understand how working with you makes them richer, they’ll choose you every time.

It’s that straightforward, but the execution requires clarity: you must show them precisely how they’ll profit by working with you.

The Power of Financially-Quantified Value Propositions

After defining your market properly (by needs, not products), conducting detailed SWOT analyses on each segment, and prioritising the most promising profit-growth segments, Professor McDonald recommends developing “financially quantified value propositions” that create competitive advantage.

The statistics are compelling:

• Only five per cent of companies have financially quantified value propositions (McKinsey).

• Companies implementing them typically close 2-10 per cent more deals.

• Discounting can be reduced by 20-30 per cent.

• Marketing campaigns become measurably more productive.

• Customer relationships and referrals significantly improve.

Today’s Buyer Journey Has Changed

In the digital age, 90 per cent of the buying cycle occurs before buyers even speak to suppliers. Customers can research entire marketplaces in minutes, making traditional sales approaches ineffective.

Modern buyers don’t need product connections; they want:

• Honest advice about profitable growth

• Engaging conversations that surprise and inform

• Clear evidence they'll be more profitable by working with you

Creating True Advantage (Not Just Avoiding Disadvantage)

While most products fulfill basic functions customers need, the commodity trap awaits suppliers who can't demonstrate unique value. When everything works “perfectly well,” price becomes the deciding factor, unless you can prove you create genuine advantage.

Even financially quantifying standard benefits can differentiate you when competitors don't, but sustainable success requires creating true advantage for customers.

This deeper work includes thoroughly understanding:

• Competitive pressures facing your customer

• Your customer’s financial position (annual reports and accounts)

• Their entire operational process from inbound logistics through after-sales service

This investigation invariably reveals opportunities to help customers either increase revenue or reduce costs. Remember: Price is only an issue in the absence of quantified value, and it’s the supplier's job to quantify that value.

6 Steps to Develop a Winning Strategy

1. Define your market by needs, not products. Understand the end-to-end dynamics.

2. Segment properly based on needs at key decision points.

3. Conduct detailed SWOT analysis on each segment.

4. Categorise segments by profit growth potential and your competitive position.

5. Focus on your strongest 1-2 segments. Develop financially quantified value propositions that create advantage.

6. Apply the 80/20 rule. Set only a few priorities, involve your team, and avoid trying to please everyone.

Learn More From Malcolm McDonald

In the new ninth edition of “Marketing Plans: Profitable Strategies in the Digital Age” by Professor Malcolm McDonald, QuoLux™ CEO Dr. Stewart Barnes contributed the chapter “Marketing Planning: Yes, it really works! Experiences from the real world.” This updated edition is essential reading for leaders looking to boost sales and profit in 2025.

This article was written for Issue 2 of the award-winning QuoLux™ business publication, “Leading: a Meeting of Inquiring Minds,” by Professor Malcolm McDonald, a world authority on market plans and segmentation.

Coming Next Week

Don’t miss next week’s blog featuring a leader’s perspective on implementing Malcolm's strategy steps in their organisation.

We’re also delighted to welcome back Malcolm as a guest Masterclass speaker on our LEAD™ programme next week, where he’ll present “How to Boost Sales & Profits to Create Winning Strategies.”

Interested in hearing Malcolm and joining our next LEAD programme starting November 2025? Get in touch here.

Keep up-to-date on the latest leadership and management tips by signing up to our weekly blog here.

Quolux is a Certified B Corporation headquartered in Gloucestershire providing in-person and online coaching, mentoring, leadership development programmes from short courses to MBAs. To find out more, and to explore the digital tools it makes available to businesses world-wide, visit QuoLux's website.

* Raikes would like to thank all of its partners (who we will be revealing over the coming weeks), our ‘founding members' and our paid-up subscribers. A massive ‘thank you’ to all our other subscribers too. The support of all of you is invaluable!

🔓 You’ve been reading a free edition of The Raikes Journal, for which we are grateful. Please do spread the word about what we are trying to do - create a real, journalistically-led, community-orientated, Gloucestershire-focused digital magazine. If you upgrade to paid, you will get on average eight extra members-only editions every month and will be able to see beyond any paywalls, as well as read Raikes’ rolling Top 100-plus Businesses in Gloucestershire series. You will also be allowed to comment on stories, make suggestions for what we should be writing about, vote in our awards, and might even be invited to our roundtable events. And you’ll be supporting the rebirth of high-quality journalism in Gloucestershire on a website championing the county you love — all for just £2.30 per week (£12 a month or £120 a year! Ask us about 20 per cent off for groups of two or more subscribers).

Putting it mildly, many businesses face real challenges as we enter 2025 and as a result, the government’s much vaunted growth seems somewhat lost, writes Ian Mean.

The key challenge is perhaps the outcome of the October Budget.

Put simply, it will leave many of our SMEs-the small and medium size businesses-struggling to survive following the National Insurance increase of 15 per cent from April.

One Gloucestershire boss I talked to last week told me the National Insurance rise would cost his business £30 000 - and that was for a relatively small business.

It is those SMEs-the engine driving the Gloucestershire economy -which will be hit hardest.

We have just under 30 000 of those SMEs here and when you look at the county council list of these firms you see that a lot of them are micro businesses-that is those with just 0-10 employees.

Here’s a sample of that SME list of companies here.Stroud: 5,785 of which 5,150 are micro firms;Cotswold: 6,075 of which 5,415 are micros; Cheltenham: 5,190 of which 4,570 are micros and Gloucester: 3,705 of which 3,155 are micros.

So, let’s be clear, any real growth in our Gloucestershire economy has to come from these SMEs-often very innovate firms or start-ups, particularly in the growing digital and cyber sector.

Does it then make economic sense to pile on a hefty National Insurance rise based on their number of employees when a business is trying to grow?

Surely it doesn’t.

And without wishing to sound too gloomy at the start of a new year, the economic experts are warning of a possible recession. The Bank of England is saying that the Budget has left us with zero growth.

Manufacturing output has slipped at the fastest rate for years and inflation is the highest for eight months.

We do seem to be stuck in a rut economically.

I am not an economist and have no financial crystal ball, but it seems to me that we need to put getting people back to work as a government priority to increase productivity and the tax take.

The number of our economically inactive people is growing , and I think it is worrying to now see an increase in Gloucestershire in the number of NEATs among our young people-those not in education or training.

We need to actively start getting people back to work following Covid or early retirements. I am glad to see that Gloucestershire County Council is now developing a plan to do that but it must be a national, government backed effort.

In my view, employment growth plans need to have local businesses at the heart of local schools to offer careers advice and create possible routes to encouraging apprenticeships.

This is not rocket science and not a new idea. I have been working with schools and been staggered by the lack of careers advice available-one excellent teacher I worked with has just four hours a fortnight to give careers advice and that Is far more than most!

I am always excited by business and its innovation. So, I am enthusiastic about the development in Gloucestershire of two sites for the development of the new small medium nuclear reactors-or SMRs.

They are at Berkeley and nearby Oldbury-both sites of decommissioned nuclear power stations. Gloucestershire has nuclear in its DNA—with great expertise and skills from the 60s.

The plans for these new SMRs-the size of about 2-3 football pitches-are ,of course, under wraps but we are due to get the result of a competitive tender for the technology to buid and design them in the Spring.

This is a huge project.

We are talking about something in the region of 5 000 construction jobs in the early stages of this landmark nuclear project with government and private investment running into hundreds of millions of pounds.

Such a large energy development programme will create hundreds of highly paid jobs and give Gloucestershire a massive economic boost.

We should look forward to it.

*Ian Mean MBE is a member of Gloucestershire County Council’s new Economic Growth Board and former vice-chair of GFirstLEP. He is a former editor of the Western Daily

Far too often , I believe we forget the importance of farmers and associated food businesses to our Gloucestershire economy, writes Ian Mean, Business West Gloucestershire director.

Too often we forget about food security and how vital it is to produce our own food on our own land.

These concerns have been put into sharp focus following the Budget which scrapped exemptions that until now have allowed farms to be passed down the generations free of inheritance tax.

Minette Batters, the indefatigable former leader of the National Farmers Union, put it bluntly when she said: “This Treasury attack on farmers is unforgiveable. It will destroy lives, force up food prices and ruin the countryside.”

She is right. This inheritance tax raid of farmers will put food security at risk, and according to suppliers, leave Britain more reliant on foreign imports.

Agriculture has long been part of the Gloucestershire landscape, and according to the National Farmers

Union, over 70 per cent of the county is agricultural land.

Overall, our agricultural and food sector is valued at nearly £1.5 billion. It supports over 50 000 jobs in the county and has doubled the national proportion of activity—that’s according to the GFirstLEP local industrial strategy.

So, Gloucestershire needs to continue to be a testbed for agri-tech innovation. To achieve this our aim must be to create a healthy circular economy in food and farming.

A prime example of this innovation in action is Farm491—part of the Royal Agricultural University in Cirencester. This has grown to be the country’s largest agri-tech incubator providing academic support to agri-tech start ups.

And Hartpury University and College, just like the RAU, is a leading innovator in the sector with its ‘Tech to Plate’ agri-tech centre providing farmers nationally with the latest livestock technologies, expertise and ideas.

Plus in Campden-BRI we have the world leading agri-tech research organisation.

As a county, Gloucestershire must continue to stress to government that the agri-tech sector is vital for our growth.

Our farmers are so very important.

• What was announced in the Budget? From 6 April 2026, the full 100 per cent relief from inheritance tax will be restricted to the first £1 million of combined agricultural and business property. Above this amount, landowners will pay inheritance tax at a reduced rate of 20 per cent, rather than the standard 40 per cent.

I go to a lot of business events, but few excite me like the official opening of Gloucestershire College’s new £5 million sustaInable construction training centre, writes Ian Mean, Business West’s Gloucestershire director.

Yes, it’s part of the college’s Cheltenham campus but a vitally needed training centre which will serve the whole of Gloucestershire at a critical time for our infrastructure development.

Building for growth is the name of the game.

This new centre is sited cheek by jowl with the Golden Valley digital/cyber project and expands the provision with additional training in electrical, plumbing and carpentry.

It will be an essential cog in Gloucestershire’s wheel of growth and skills.

And that growth will not happen unless we have far more skilled young people like these local students taking those important jobs and not leaving the county.

Nationally, the UK faces a huge funding gap on capital projects according to research from EY I read at the weekend which saId that the country must mobilise £1.6 trillion of funding by 2040 to meet the nation’s infrastructure needs.

And as if to back that up, Cheltenham’s new MP, Max Wilkinson, told construction companies at the centre opening that growth would not be achieved “unless we build more.”

But there are challenges, as Matt Burgess, principal and chief executive of the college pointed out with Brexit reducing the number of EU nationals working in construction.

It was good to see the last government recognising the skills need and contributing £4 million to the £5 million costs of building the centre.

I now hope that the new Government’s pledge on apprenticeships helps to encourage more young people going into construction.

The British Chamber of Commerce of which Business West is a major player has consistently argued for reform of the ApprentIceship Levy and we look forward to seeing more details of the changes.

As an honorary vice president of the college, I left this official opening extremely proud that here in Gloucestershire we are helping to drive growth through the skills of more learners in construction.

Tewkesbury is fast becoming a veritable powerhouse for business growth as more companies move into the area and the magnet for young families setting up home there, writes Ian Mean.

In an interview with the new leader of Tewkesbury Borough Council, councillor Richard Stanley, Mean, now of Business West and a former editor of the Western Daily Press, asks him how the area is going to cope with the tremendous growth coming its way. 

Tewkesbury’s housing growth over the next 20 years will be massive-far more than any other part of Gloucestershire. 

And how many people know that Tewkesbury Borough has the fourth highest economy out of 331 boroughs in the UK? 

I certainly didn’t.  

But what we don’t probably realise is that many of the  large employers-companies like Safran- are more close to Gloucester or Cheltenham in proximity but are actually in Tewkesbury borough. 

So, why haven’t the council shouted more about their  business growth and their plans to attract more  more companies? 

Councillor Stanley told me: ”The raw ingredients that we have here so many areas of the country would give their right hand for.   

“We have a really diverse economy, great investment opportunities and great transport links. You are right-we are a powerhouse so we need to start like acting like one. 

“It’s not just about getting the best investment, but from that we are creating good quality jobs. We have some great businesses here and manufacturing is a big strength for our local economy. 

“I am grateful for you beating that drum with us. We agree we are a great place in which to invest. 

“What we need to do better is to shape the growth and get the best out of those good ingredients.”

He is right-about 18 per cent of the local economy is manufacturing with high tech internationally renowned companies like Moog playing a big part. 

How can the new council leader help SMEs? 

“My Mum was an SME with a fruit and veg background in Shropshire—that was such a hard business to run with very tight margins. 

“I feel I am one of them and sometimes I feel they just don’t have the time to apply for some of the business grants we can offer them to help.

“I think we have to give those SMEs support and encouragement. It is about making it as easy and free as possible.” 

Over the next 20 years, Tewkesbury is going to be expanding  with the developing of Garden Town Communities with thousands of new homes to cater for the young families moving into the area for the new skilled jobs being created. 

“We need to make sure we get the infrastructure right to cope with that extra housing which needs to be of high quality”, he tells me. 

“We have to get the local communities structure right which we haven’t been getting right-things like community centres and sports pitches.

“Truthfully, we need to be much better at that. It is infrastructure that residents see and know what they should be getting in a timely way. 

“Several communities have been waiting five to 10 years for community buildings. 

“The Garden Town Communities programme means that we are not just doing urban sprawl and bolt-ons which we will get if we don’t plan properly. 

“We are not intending to impose a giant town on the area. It will be small scale developments linked by a joint infrastructure. 

“We certainly need to be on the front foot on planning so we have land that is earmarked for business growth in our strategic plan”. 

• Ian Mean MBE is director of Business West Gloucestershire and the former vice chair of GFirstLEP

🔓 You’ve been reading a free edition of The Raikes Journal. Everything we do on Raikes is possible by our incredible Founding Partners: QuoLux, Willans LLP, Gloucestershire College, Merrell People and Randall & Payne; our sponsors Hartpury University and Hartpury College; our Founding Members and all our wonderful paying subscribers. If you upgrade to paid too, you’ll be able to see beyond the paywalls we place on many of our second and third editions of the week and that locks our archive after two weeks. You will be able to view our rolling Top 100 Businesses in Gloucestershire series, sponsored by Randall & Payne, comment on our stories and you will be helping to make possible this community interest company dedicated to supporting the county, its businesses, charities and education and training providers — all for just £2.30 per week! Please do think about joining us as a paid-for member if you can.

* If you would like to write an expert article for The Raikes Journal visit our About page for prices. Contact andrew.merrell@raikesjournal.co.uk.

Gloucestershire’s Economic Strategy 2024-2034 has been very overt on the importance of key partnerships. Figure two in the strategy outlines who Gloucestershire’s key partners are and the role they will play in delivery each of the four strategic priorities: 

1. Sustainable growth 

2. Inward investment 

3. Employment and skills 

4. Business innovation and support 

The strategy is rightly ambitious and incredibly exciting. Leaders across the county (and beyond) will no doubt be looking at the signals and opportunities contained within the 72 pages. Very few organisations can do anything without their own partnerships.

Supply chains, experts, consultants, administrators, and even competitors can all be part of our success. 

How do we create the right partnerships for us? 

What do we need? 

This questions often requires us to stop what we are doing and think about our organisation. Our horizon might not stretch to the 10 years that Gloucestershire’s Economic Strategy covers, but we should think about the question in different timeframes. It often throws up the need for different partnerships. 

Our answers to this question helps us be clear with potential or existing partners. It becomes easier to set the right expectations and discuss whether these are being met. 

One organisation we are working with has a need to become more commercial so it can translate its huge academic and practical expertise into a product that has real social, environmental and economic benefit. The type of partnerships required to do this will be significantly different. 

Evolve 

‘Driven by innovation, built on heritage’. This is the sub-heading for the county’s new economic strategy. Borrowing from the definition of heritage, valued qualities and traditions are often key ingredients in strong partnerships. There can sometimes be a sense of loss and tension when we need to move on to something new. 

Being clear on our changing needs helps signal to existing partnerships how the relationship will need to evolve or end. In many cases our partners are being impacted by the same changing landscape. Good partners can become part of the conversation about what the future solutions could be. This limits the sense of isolation and can create a more positive future outlook.   

Get your head up 

There is scary research that correlates decreasing friendship circles and increasing age. Perhaps a tendency to rely on trusted relationships is part of our success. The economic strategy is explicit about the ambition for the county and the changes required to make it happen. This will require partnerships from those beyond the county lines. 

We draw lines around our networks, but the Western Gateway is one that invites us across the county borders to work with our neighbours. The Western Gateway is the first of its kind to bring together business communities from two countries. With a region stretching from St David’s (in Wales) to Swindon, including Gloucestershire, it opens up the potential for new partnerships, connections and even friends. 

• Gloucestershire’s Economic Stratgy was published in April 2024 by the county council mapping out how it sees Gloucestershire developing over the next 10 years. Think of it as the local authority’s business plan. You can read it here. You can read Raikes’ report on it all here: Business reacts to Gloucestershire's new economic strategy.

• To read more articles by Simon Merrell visit our Expert Insight channel here or search Simon Merrell or Merrell People via the top of this page.

Simon Merrell supports organisations, teams, groups and individuals to bring about change. He lives in Gloucestershire, works across the UK, is a fellow of the Chartered Institute of Personnel and Development and the founder of Merrell People.

🔓 You’ve been reading a free edition of The Raikes Journal. Everything we do on Raikes is possible by our incredible Founding Partners: QuoLux, Willans LLP, Gloucestershire College, Merrell People and Randall & Payne; our sponsors Hartpury University and Hartpury College; our Founding Members and all our wonderful paying subscribers. If you upgrade to paid too, you’ll be able to see beyond the paywalls we place on many of our second and third editions of the week and that locks our archive after two weeks. You will be able to view our rolling Top 100 Businesses in Gloucestershire series, sponsored by Randall & Payne, comment on our stories and you will be helping to make possible this community interest company dedicated to supporting the county, its businesses, charities and education and training providers — all for just £2.30 per week! Please do think about joining us as a paid-for member if you can.

Confidential talks are now moving at pace to site some of the first new nuclear Small Modular Reactors (SMRs) in Gloucestershire with Rolls Royce SMR in a strong position to develop this new technology, writes Ian Mean, Business West Gloucestershire director.

South Gloucestershire and Stroud College are at the centre of the development as they progress the sale of their Gloucestershire Business and Science Park at Berkeley Green to the Chiltern Vital Group (CVG).

Chiltern are leading negotiations which are in the final stage of due diligence for the 38-acre site at Berkeley for a sale figure of up to £10 million.

The government backed Great British Nuclear organisation (GBN) have bought the Oldbury site from Hitachi for £160 million, I believe that the Oldbury/Berkeley sites could house several SMR’s, if required.

The purchase of Oldbury indicates SMR’s will be coming to Gloucestershire and this will herald the start of an exciting new chapter in Gloucestershire’s heritage of nuclear energy.

It will of course need specialist training facilities, possibly at Berkeley, to allow SGS College and the University of Bristol to meet the skills training demand for the construction of, and ultimately, the operation of the new SMRs.

Kevin Hamblin, chief executive officer of SGS, told me; “The future is very exciting for Gloucestershire as not only will the site develop the next generation of nuclear reactors, it will be the centre of the training of staff who will work on the building and operation, of the technology”.

SGS will be the primary provider training for the workforce to build and operate these SMR’s. SGS will retain a presence at Berkeley Green, where hundreds of young students already study engineering and digital.

Last week, I had the pleasure of meeting the boss of Industria EU, the Polish development agency who visited Berkeley to discuss how our local expertise can train the next generation of nuclear technicians.

The Polish government have now given the go-ahead for applications to build, own and operate the first two Rolls-Royce SMRs in Poland.

We now need the next British government to step up and ensure that the SMR programme is delivered, and we will wait to see if Rolls-Royce officially win the competition to develop the SMRs in the UK—against the international competition.

• To read more of articles by Ian Mean or any of our experts please visit our Expert Insight channel here.

• If you would like to write an expert article for The Raikes Journal visit our About page for prices. Contact andrew.merrell@raikesjournal.co.uk.

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🔓 You’ve been reading a free edition of The Raikes Journal. Everything we do on Raikes is possible by our incredible Founding Partners: QuoLux, Willans LLP, Gloucestershire College, Merrell People and Randall & Payne; our sponsors Hartpury University and Hartpury College; our Founding Members and all our wonderful paying subscribers. If you upgrade to paid too, you’ll be able to see beyond the paywalls we place on many of our second and third editions of the week and that locks our archive after two weeks. You will be able to view our rolling Top 100 Businesses in Gloucestershire series, sponsored by Randall & Payne, comment on our stories and you will be helping to make possible this community interest company dedicated to supporting the county, its businesses, charities and education and training providers — all for just £2.30 per week! Please do think about joining us as a paid-for member if you can.

* If you would like to write an expert article for The Raikes Journal visit our About page for prices. Contact andrew.merrell@raikesjournal.co.uk.

With just a few weeks to go to the general election on July 4, our businesses want a  clear victor to emerge to overhaul the planning system and upgrade infrastructure to kickstart the economy. 

Companies simply want the new government to support investor confidence for real growth, writes Ian Mean, Business West Gloucestershire director.

In my view, the new government needs a formal industrial strategy to maximise Britain’s strengths in the life sciences, digital, creative, financial services, clean power, automotive, aerospace and defence sectors. 

Isn’t that logical? 

Here in Gloucestershire, the key sectors which need the new government’s support include security cyber, digital, nuclear and specialist engineering and manufacturing. 

Quite a list. 

Our prospective MPs must get a grip on the need to support the key sector companies in their areas. 

And in Gloucestershire that support must predominantly be for the SMEs-the small and medium size companies-of which there are around 30,000. 

They are the firms highlighted in the recent Gloucestershire County Council Economic Strategy for the next 10 years. It is these SMEs which will provide the economic health and growth we desperately need. 

Over the next few weeks in this column leading up to polling day, I will be highlighting the key asks that Business West wishes to be considered by the new government. 

One of those key asks-tied in with the county’s economic strategy-is the need for more skills support. 

We must have enhanced investment in education to address the skills-gap and drive social mobility in our region-not just for young learners but lifelong learners too. 

The Business West work we are carrying out for government with the local skills improvement plans - or LSIPs - is clearly showing  that education must be more closely aligned to the needs of business. 

While talking about skills, I must pay a personal tribute to Sarah-Jane Watkins, South Gloucestershire and Stroud (SGS) College’s principal who is leaving to become Warwickshire College’s group chief executive officer and college principal. 

Sarah-Jane has been a tower of strength in helping to advance apprenticeships so that SGS has become one of the most successful colleges in the country. 

We need leadership like hers in government to  prepare our young people for the changing face of the world of work.

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* If you would like to write an expert article for The Raikes Journal visit our About page for prices. Contact andrew.merrell@raikesjournal.co.uk.