Aspen Waite - Winter 2020 Magazine

Winter 2020

Aspen Waite Group News

Like a bridge over troubled water...

D I V E R S I F IC A T I O N

Climbing the ranks of the top 100

BRINGING YOU THE ASPEN WAITE TRUE FRIENDS PROGRAMME • The importance of Diversification • Food & Drink Special • Resilience in spite of COVID-19 • Updates from London, Media and more

...we will ease your mind at Christmas and beyond

2020 will go down as one of the most interesting and life changing years in history. by Paul Waite Things we took for granted at the start of the year no longer apply. The world is a very different place with many people driven by fear. Covid reared its head in China at the back end of 2019. I, for one did not see it as a serious threat at the time so going into lockdown at the end of March was a bit of a shock. Running concurrently with this was the discovery that I had been experiencing arrhythmia, in effect my heart occasionally was not in rhythm. I was prescribed some new meds and these have been incredibly successful.

fantastic weather we had for the first 3 months and the birth of Paul Waite as a media force. I quite enjoyed being at home and like many others discovered a new way of working. I found that FREE from driving to work every day and travelling to clients I had far more time. There are 24 hours in a day and if I wanted to go cycling at 10am or 3pm I could, I found this very liberating. Last year I came up with the idea of building a world where no business owner need feel alone.

I cycled over 1000 miles over lockdown and having bought a running machine have done at least 30 minutes on it every day.

I am very proud of our website. With the emergence of Covid I created ‘The Aspen Waite Friend’ programme which I saw as my logical response to the issues presented by Covid.

I have managed to stay positive throughout and my mood was greatly buoyed by the

In my opinion lockdown defined Aspen Waite and elevated us a FORCE.

Where most firms ran to the hills, we stood square with the business community offering a range of free advice and fact sheets. We initiated a live stream and initially this ran daily. We combined sound business advice with objective opinions on current affairs. I had come up with the idea of Aspen Waite Radio maybe 4 years ago, but patiently waited for the right opportunity to develop this. We launched Aspen Waite Radio over lockdown starting with my Friday Breakfast Show. The first couple of weeks I was really nervous, but now I thoroughly enjoy the experience. The quality of our Radio offering is really down to one man; the incomparable Ben Eltham, he of the best voice in radio and a rare passion. Everything we do is magnificent and that includes the quality of our presenters. I genuinely believe we have the best radio station and in the months and years to come we are going to prove it. If you have not already done so, check out my weekend breakfast shows from 7-10am. Aspen Waite Food was also born over lockdown and we have two quality sandwich factories notably in Southampton after we purchased the business Artisarni. See the special feature at the end of our magazine on all our businesses. October saw us receive two fantastic pieces of news; Firstly we had moved up to number 79 from 97 in the UK Top 100 Firms reporting growth of 44.3%. Based on current year turnover (we have a 31 January year end) I expect to be in the mid 60’s next year.

We have been runner up in the category of Best South West Accountants three times now and this really helps with credibility and of course being recognised by one’s peers. However, during the last week we heard that we had been shortlisted as best UK tax advisory which I consider to be the pinnacle to date of my life in practise and Aspen Waite. I can also now report the acquisition of the practise of Ceri Millar & Co in Porthcawl and the merger with Apsleys of Tiverton and Wellington. My new partners Phil and Michelle are lovely people and I consider myself fortunate to have come across them. Michelle will be heading up our UK accounting practise. So 2020 was quite a year, maybe the best of my life and also when liberty died, let’s hope not. The real event of the year was the arrival of baby Evelyn who is our family’s pride and joy. She is such a wonderful happy baby and I’m already teaching her CALCULUS. I have never seen such devoted parents as Calum and Emily, Evelyn is already a little star and I just know she is going to fill the world with joy.

I am utterly resolved to take us into the top 30 firms and there is nothing to stop us now. We offer the complete package and I see our distressed business service and Corporate Finance offerings really driving us forward. We are also proud to offer a grant service, notably Innovate UK and EU grants.

Paul Waite FCA FCCA Chief Executive Aspen Waite Group

Fun, laughter, exciting, creative, colourful, welcoming, open, entertaining, unique, timely, different, comforting. By Charlotte Richardson

I wouldn’t normally start a piece with other people’s words but Aspen Waite Radio is a little bit special. So special in fact, I wanted to begin this article by reaching out to the latest members of our Aspen Waite family, the presenters of Aspen Waite Radio who have picked this range of adjectives to sum up our mission. 2020 has been a whirlwind. Amongst waves of unprecedented headlines and breaking news, our very own, bespoke radio station has launched broadcasting in the UK and across the world. Behind the scenes, schedules have been planned, a brand built and infrastructure implemented to deliver a station that is there for everyone – anytime – 24 hours a day, seven days a week. The words carefully chosen by our presenters describe what Aspen Waite Radio is all about. An extension of Aspen Waite, the station is the home of work/ life balance and what a home it is! It’s a home that is ‘welcoming’, it is ‘fun’, it is ‘unique’ and it’s certainly ‘timely’. In the midst of a global pandemic and over the past few months, the Aspen Waite Media team led by Paul and managed by Ben, including Ross, Kim, Charlotte, Craig, Drew and Jules has crafted and innovatively launched a station like no other. With a carefully curated musical style, a team of energetic presenters have been drawn by the

magnetic pull that Aspen Waite Radio offers and the station is establishing itself as the embodiment of everything we do from a media and marketing perspective. This visionary and disruptive move means that Aspen Waite has exploded onto the scene with over 1.2 million website impressions and over 4 million on social media channels already plus nearly 1,200 followers across Facebook, Twitter, Instagram and LinkedIn. 22,000 hours of radio content have already been enjoyed by our listeners in our first and three months. And this is just the beginning. All the qualities that underpin Aspen Waite are amplified by Aspen Waite Radio with presenters, shows and music that ooze quality, showcase professionalism and disrupt the airwaves. In November, the station went live on DAB in Portsmouth with a reach of over 240,000 people across the South coast. With Christmas approaching, there are also plans afoot to make sure this special, ground-breaking year is celebrated in style. So, if you haven’t already, do tune in by visiting www.aspenwaiteradio.com - tell your clients, families and friends and enjoy our warm invitation to make yourself at home.

We are

in the 2020 Top 50+50 UK Accountancy Firms

#TheAspenWaiteWay

D I V E R S I F IC A T I O N By Samantha Clyde

Are all your eggs in one basket? If I hear the word ‘unprecedented’ one more time, I think I’m going to scream!..

But it has to be said that this will no doubt, be a time in history that will probably have affected literally every single person in the world, in one way or another. For a vast number of people, it has been an extraordinarily tough time, both physically and mentally, leaving long lasting effects for some.. and consistent stress about finances and the future of their livelihoods for others. But for a monumental number of businesses not just in the UK, but across the globe, this will be an incomparable time. For many businesses and industry sectors the economic impact of COVID 19 will be unimaginable. Not only will the impact be felt with the huge decline of the products or services sold, but

the impact will stretch far down the supply chain in one direction and with consumer confidence in the other. Times are extremely tough for businesses and there is an enormous sense of uncertainty ahead, but this uncertainty will be even tougher for those businesses that do not look at a new approach to surviving this catastrophe. With people’s jobs and livelihoods at stake, can businesses afford not to adapt, innovate or explore a change of direction that may bring in much needed business right now and in the future. We are all going to have to work in a drastically different manner to survive, so instead of feeling disheartened about the current situation, we need to try to seek out alternative opportunities and adapt how we

provide the same service or offer a different one. First Let’s step back in time to before the Pandemic.. Very astute and forward-thinking companies would always try to keep one step ahead in order not only to gain a competitive advantage, but also grow their businesses. There are two main types of diversification: Related - when a company adds to or expands its existing line of production or markets, related to its business core activity. Unrelated - when a company adds new or unrelated product lines and penetrates new markets. Across the globe smart businesses have already adopted this strategy.. Disney – Walt Disney started out with his core animation offering and as the company grew, it then diversified into TV shows, Parks and resorts, cruise lines, merchandise, and retail. Their ability to recognise trends within their own product range and within new markets opened up new opportunities globally and led to Disney becoming the biggest movie studio in the world. Samsung – This South Korean giant started life as a humble grocery and noodle store trading these products to China and its provinces. They then went into textiles opening the largest wool mill in korea. Having established a foothold in textiles they moved into Shipbuilding, engineering, construction and precision instruments. They also dipped their toes in the electronics market with black and white TV’s, before exporting electronic products overseas. That was the start of their rapid expansion in technology businesses and the rest, as they say, is history….. Today Samsung is, amongst other things, a world leader in smartphone technology having one of the world’s bestselling models and is also the top selling global manufacturer of TV’s.

However, much closer to home Aspen Waite is a great example of successful diversification. The business, having put down its roots as a chartered accountancy practice in Somerset in 1993, realised the value of adding the Research and Development Tax credit scheme as an additional service some years later. The success of the R&D service brought in complementary skills from the growing number of referring partners, therefore allowing us to add additional professional business services to our list of internal business services and So ‘The complete Business Growth Service’ was established, offering a substantial support service to our clients. The journey has evolved further into the media space, with the birth of Aspen Waite radio. Educating and entertaining not only our clients, but now reaching a whole raft of new potential clients .. How many accountants have embraced diversification as a growth strategy and been so successful with implementing it that it has propelled them into to top 100 practices in the UK?... These are great examples of shrewd companies being very visionary. Fast Forward to the challenges of today’s turbulent economy. There have been some truly creative and inspiring examples of businesses of all sizes trying to overcome the prospect of collapse by using skill and resources to diversify their businesses, whilst also helping out in the pandemic and securing much needed business. • Mercedes produced a ventilator which was used in a trial by the NHS and made the plans freely available for other manufacturers to build their own versions. • Printing businesses were critical to the NHS supply chain, producing an adapted

product range including posters, signage, floor stickers and more used in a host of healthcare settings.

Here are some things you should consider if your business has been largely affected by the pandemic..

• Brewers and gin distilleries finding a new use for ethanol supplies by making and distributing hand sanitiser.

• Could you diversify elements within your business and adapt what you do?

• Seamstresses and clothing companies turning their hand to making faces masks for the NHS and wider distribution. • Manufacturers with 3D printers making much-needed PPE and face shields.

• What is the next level up in your industry and is your business capable of moving to this level? • Is there a new audience you could reach, without alienating your existing customers?

Thinking on their feet, some other examples • Could you partner with other businesses of diversification during these challenging that could be in the same situation to times, are examples of everyday businesses provide a more comprehensive service. trying to survive in very difficult conditions, OR are there new businesses you could some more successfully than others: partner with to provide a new service/ product • Gym classes going online. • Do you have experienced resource in • Other training / teaching going online ie house to manage the diversification? Musical / sports / • Can your current business absorb any • Personal shopping experience online financial requirements for diversification? instead of in store There are a lot of considerations to be • Small grocery stores offering delivery explored, but if well researched, well planned services and well implemented, this could be a lifeline to many 1000’s of businesses. • Pubs / restaurants offering home delivery dinners At Aspen Waite, we have the resource and expertise to help you with this journey. How has your business been affected Having done it ourselves and worked by the pandemic? with existing clients to understand and incorporate diversification into their existing Markets, locally and globally are hugely plan, we can also help you...and would be unpredictable right now and may well be more than happy to help. for months to come. Business owners and leaders must focus on this and have a vision Please feel free to contact me to discuss and plan to overcome the threats to their further. I would be delighted to talk to you. own markets, in order to reduce the risk of collapse. Diversification isn’t about starting Samantha Clyde from fresh, it’s about going in a new direction. Chief Commercial Office samc@aspen-waite.co.uk

Could you adopt a diversification strategy?

Blazing a trail to success by Johno Harris

All business owners want a successful business, with a solid footing and controllable growth… But like many business owners have discovered, this can come at a cost. Often the cost of stress, and the feeling of being alone with no-one who really understands the challenges and responsibilities. In addition, we all need, and deserve, more time to enjoy the rewards of our labours, more time with our families and the feeling of support that comes with belonging. Can one actually have it all? Perhaps it’s possible. At Aspen Waite, we are developing a new business club which offers a warm, practical and valuable environment for our clients and potential clients to interact, reflect, take stock and plan their businesses, and in turn, the quality of their lives. The purpose of the club is to realise our community values and support our existing “Friends” programme. To create a club where people feel a sense of belonging, a place where they can safely discuss challenges they may not be able to discuss within their company, and a friendship group where people receive valuable council from peers , not just relating to business, but life issues. How many of us can feel alone, often with no-one who can fully understand the pressures we are under, and the burden of responsibility we encounter on daily and weekly basis. The Club will become a regular scheduled meeting, run by different group leaders, covering all sorts of topics from how to decipher a P&L statement, and equally, how to decipher your non-communicative teenager! Like everything we do, we are looking for a disruptive, but effective identity for our club, so my challenge to you, dear reader, is to come up with a name for the club. Please feel free to send suggestions to happybusiness@aspen-waite.co.uk . So watch this space, because in 2021 we aim to have a club just for you , a place where no business owner will ever have to feel alone again! Johno Harris johno.harris@aspen-waite.co.uk Director Aspen Waite South

R&D Resilience at the Time of COVID-19 Pandemic By Dr. Oksana Artyomenko

Covid-19 continues to disrupt our daily lives and impact businesses. It is already apparent that this pandemic has consequences not only for population health, but also for economic activities, government policies, and a wide range of social aspects. Moreover, the long lasting after effects of this global disruption are yet to be seen. According to Darwin’s The Origin of Species, it is not the most intellectual of species that survive; it is also not the strongest. The species that survive are those that are able to best adapt and adjust to the changing environment they find themselves in. Previous economic crises have always been opportunities to create new businesses: Microsoft and Dell were created during the oil crisis of the 1970s, while Airbnb and Uber were created during the 2008–09 financial crisis. This is exactly the situation all businesses are facing at the moment. The current crisis will undoubtedly result in emergence of new industry leaders. It is clear now that the pandemic had different effects on various business sectors. Real estate, logistics and industrial equipment are among the most disrupted and financially vulnerable. Industries such as fintech, software, telecoms have actually been able to leverage the situation, and flourished in this environment. But that came at a price: every company, including those reporting positive trends during the pandemic, had to quickly adapt to the new ways of working. And they had to do it very quickly, which was also unprecedented. Zoom for example, now a ubiquitous communication tool, has benefited greatly from the increased demand in secure online communications. Its share price has risen from $113 in early March to over $500 in

October this year. They had to deal with a huge surge in numbers of users, data security and other issues, - all of which require a rapid scale up of the platform. Usually, the adoption of new processes and tools takes a while and there is a natural resistance to change. In this case, however, employers and employees alike were unified to speed up the changes allowing them to sustain businesses and workplaces. As in most case, the businesses reacted quicker than the regulators. Those industries which are not very highly regulated were able to implement new solutions rather quickly, while others (e.g. healthcare, pharmaceuticals) had to wait until the respective regulatory framework was adapted. Furthermore, the initial changes in the ways of working bring in the cascade of other changes, in a form of second and third order effects. For example, further shift to e-commerce and related automation of the supply chain, is likely to lead to changes in customer engagement and a shift in required skills in the workforce. In another example, as working from home has become a new norm, many businesses did not see a significant productivity drop. Now that the offices are mostly empty, people are still longing for social interaction with their co-workers. Hence some companies are considering changing their offices to more of a ‘social hubs’ instead of boring rows of desks.

Working from home may in turn result in more pollution from stay-home workers, as gas burning from boilers is a major source of local pollution, accounting for 21% of total NOx emissions across Greater London. Certainly, in many areas, these second and third order effects are yet unclear. While many businesses had to re-prioritize, or even put on hold their R&D projects since the start of 2020, they had to focus efforts on sustaining their operations. That was an undertaking of its own, and actually required new innovative R&D efforts. And a large number of companies, to the contrary, have used this opportunity to ramp up their R&D, in order to create or advance products which could help to combat COVID-19 or any of its disruptive effects. Indeed, the vaccine development is the We remain committed to delivering the best utmost priority on everyone’s mind. But these value to our clients, helping them withstand innovative companies are addressing a broad the perils of building their businesses in these range of the issues, such as: challenging times. • Machine learning and AI: to make About Dr. Oksana Artyomenko actionable predictions from data and understand and mitigate against further A cardiologist by training with a passion waves of infection. for solving challenges. Oksana’s expertise includes business strategy, product • Technology development and adaptation commercialization, brand creation and to aid recovery and new ways of working, business planning. Oksana is the VP of including within industry and new working Innovation and Strategy at Aspen Waite. environments (e.g. home working); Dr. Oksana Artyomenko, MD, • Understanding, monitoring and controlling oksana@aspen-waite.co.uk COVID-19 transmission in health and social care settings and systems, improving PPE; References: • Improving diagnostics, triage of patients and quality of care, including long-term rehabilitation and mental health support; • Addressing environmental, social and economic impacts of the pandemic across society. At AW, we help emerging and established businesses to overcome challenges, and provide support for business growth, corporate finance, R&D tax credits, and creating strong and long-lasting partnerships.

1. A rolling disruption: COVID-19’s implications for private equity and portfolio companies. September 16, 2020 | Peeyush Dalmia, Vivek Pandit, Gary Pinshaw, and Gaurav Sharma. Accessed 20 October 2020 https://www.mckinsey.com/industries/privateequity-and-principal-investors/our-insights/a-rollingdisruption-covid-19s-implications-for-private-equityand-portfolio-companies 2. More pollution expected from stay-home workers. By Roger Harrabin. Accessed 20 October 2020 https:// www.bbc.co.uk/news/business-54634166 3. UKRI Funding for ideas that address Covid-19 Accessed 20 October 2020 https://www.ukri.org/ funding/funding-opportunities/ukri-open-call-forresearch-and-innovation-ideas-to-address-covid-19

The year in review Updates from our London Office

IT WAS another successful year at Aspen Waite London with five new recruits helping the firm further raise its profile and support a growing number of clients through the testing times of Covid-19.

Manager Lucy White and CEO Gary White continued to lead from the front, while Anthony Heath, who joined the company in April 2018, was promoted to Small Claims Manager in October 2020.

The team rose to the challenge of working from home to ensure clients received an average of £23,536 in Research & Development (R&D) tax credits claims from HMRC in its year end October 2020 - funds which rewarded hundreds of SMEs for innovative working practices, while also helping to ease the financial pressures caused by the pandemic.

Business Development Executive Georgina Freeman and Key Account Manager Shirley Lea also both had another strong year, and the AWL group was further strengthened with the addition of two experienced professionals in October 2019.

The company also welcomed 57 new clients to its already extensive roster, including eyecatching additions such as Nottingham-based sports kit manufacturers Dreamsport, and the world-famous Essex-based Beth Chatto Gardens. Relations also grew and flourished with existing clients, with exciting R&D projects like Hawker Restoration’s conversion of the iconic Hawker Hurricane fighter aircraft from a single to a double-seater plane, along with Resound & Training’s development of a 3D virtual eye clinic rightly benefiting from the government’s corporation tax relief scheme. Operations Manager Katie White, Finance

James Colasanti (the author of this article!) arrived in a part-time freelance consultancy and marketing role after working for a decade on national newspapers as a subeditor, and an award-winning background as a journalist on regional newspapers in Essex and London. Since his appointment, James has helped further strengthen relationships with a long list of external clients, over seeing the compilation of information supporting over £350,000 in new R&D tax credits claims. His journalistic and content production background has also helped to bring the new aspenwaitelondon.com website to life with a number of feature articles, news releases and podcasts.

Michael Manaley also joined last winter and arrived on the back of a career in financial services as a qualified commercial insurance broker for 12 years, and with further experience in retail and investment banking. Michael has used his personable manner to bring in 31 new clients over the past year and he has some big prospects lined up which will help the company to continue to grow in 2021. Two new science graduates joined AWL in March 2019, just before the lockdown. Verity Anipa has a Master of Research degree in in pharmaceutical analysis, while Thomas Hawkins had worked for three years at a contract research laboratory as a formulation chemist. Thomas said: “For me this was a starting role in a new career, one which was different form laboratory work but still requiring a mental investment as each case was different and needed suitable amounts of research.

“Joining at the start of the pandemic meant I was only able to work at the Bishopsgate Street office for a single day before we were requested to work from home by the government. So it was a less than ideal start! “But after an initial furlough period, I have developed my skills and understanding of the nature of the work with some online training and it has led to the start of an exciting new career opportunity.” Verity added: “I saw this as great opportunity to continue to build on my technical writing skills, as well proving a scientific perspective when looking at R&D. “I have settled into the role very well despite the setbacks of adjusting to a new working environment due to the current climate. “Now I am looking forward to understanding companies’ innovations and trying to assess how they could shape and impact the way things are done in the future.”

The fifth new recruit was Alex D’Andrea, who joined as as a Client Onboarding executive in September 2020. Marketing graduate Alex, who was previously an Assistant Marketing Manager at the Beresfords estate agency group, said: “I was searching for a role that allowed me to be an account manager while also being part of a small team, and helping the businesses grow and develop. After speaking with Gary White about this role I felt it ticked all the boxes for me. “Even though I’ve only been part of the team for a few weeks now, I feel very at home. I came from a large family-run property group, so the fact that Aspen Waite London is so family orientated really suits me.

“The support from the start has been excellent and I cannot wait to get stuck into my role, while helping grow the business further.” Operations Manager Katie White, who was one of the pioneers of the AWL project in 2017, added: “I am so proud to be a part of Aspen Waite and our ever-growing team of professionals, who have such a diverse set of skills and expertise. “I am particularly pleased with how well we have all performed during such an uncertain time, both from a professional perspective and in our personal lives, and always managed to show great support to each other when we need it the most.” You can reach the team at Aspen Waite London by emailing info@aspen-waite.co.uk

Grumpy Bear’s Cookery Corner By John Porteous JP, when he’s not writing technical reports or policing staff, can usually be found in the kitchen. An eclectic mix of recipes this time – some Christmassy buns, an African salsa and a nice spicy soup.

Boozy Mincemeat Buns These go down very well in the office when I make them, especially at Christmas time!

Method 1. Soak the currants in a few tablespoons of rum for a day or two, so that they plump up a bit

Ingredients • • • • • • •

375g (12oz) good quality “pimped up” mincemeat 250g (8oz) currants Dark (or spiced) rum to soak your currants in 2 eggs 150g (5oz) caster sugar 150g (5oz) soft unsalted butter 250g (8oz) self-raising flour

2. “Pimp up” your mincemeat by adding a few extra ingredients to your taste, e.g. finely chopped nuts, chopped dried fruit pieces (pineapple, mango, etc.), angelica, etc. 3. Beat together the butter and sugar in a large bowl, then beat in the eggs 4. Sieve in the flour and mix in well 5. Fold in the mincemeat and pre-soaked currants 6. Divide the cake mixture evenly into the paper cases, putting them in bun tins if you like 7. Bake in a preheated oven at 160oC (fan 140oC, 325oF, gas 3) for 25-30 minutes, or until golden and springy to the touch. Transfer to a wire rack and leave to cool.

Kachumbari This is my very favourite side dish. There are many versions, but this is a recipe given to me by the incredibly talented head cook I got to know at Braeburn High School in Nairobi. Kachumbari is Kenya’s version of a salsa. It fresh and zingy, is very simple to make and it goes with so many dishes – although I like it best with the famous Nyama Choma (grilled meat), with or without ugali!

Ingredients • • • • • • • •

2 large green peppers 1 large onion 3 or 4 fresh chillies 250g (8oz) tomatoes 1 bunch fresh coriander Lemon or lime juice Salt and black pepper Optiona: fresh pineapple, cucumber

Method: Chop everything and mix in, adding the salt, pepper and lemon juice to your taste.

Spicy Pumpkin Soup This is lovely and warming on a cold evening, although it’s also very tasty served cold! Top it with a garnish of your choice, e.g. chopped green onion, coriander, a swirl of crème fraiche, croutons, etc. Makes about 2 pints: •

2 tbsp butter

•

2 celery stalks (diced)

•

1 onion (chopped)

•

1 tbsp plain flour

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1 tsp salt

•

¼ tsp ground ginger

•

¼ tsp grated nutmeg

•

Pinch of paprika

•

3 cups chicken stock

•

1½ lbs (680g) diced pumpkin

•

1 cup milk

Method: 1.

Melt the butter in a large saucepan over a medium heat

2.

Add the celery and onion, and sauté for about 10 minutes until the onion is golden

3.

Blend in the flour, salt and spices and cook for 3 minutes

4.

Stir in the chicken stock and pumpkin, and simmer for 30 minutes

5.

Mash until smooth, or use a blender – it’s easier!

6.

Stir in the milk, blending well

7.

Serve and garnish, or garnish and serve, whichever you like!

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A journey through the tastes and pleasures of the wee dram Jon Storer, R&D Team - Aspen Waite Scott One of the delights of moving to live in Scotland is the range and depth of single malt whiskies on offer. It seems that wherever you travel there are signposts to exotic sounding distilleries hidden in small undiscovered glens. I am always on the lookout for a new whisky to sample that is not on the shelf of your average supermarket. If you hunt hard enough, it need not break the bank either. To qualify for a Scottish single malt whisky, the dram must be distilled at a single distillery using a pot still distillation process and made from a mash of malted barley only. Most washes are distilled twice, but odd distilleries distil the wash three times.

a range of peaty whiskies. During the germination stage, the barley is smoked over peat. This produces a whisky that is called “heavily peated” and is very much an acquired taste usually associated with the Islay whiskies.

The malting process that germinates the barley using water to create the sugars needed for the brewing phase of production is rarely done on site now and most distilleries buy in the malted barley direct from suppliers. Even rarer to find on site is the smoking process.

As with any Scotch whisky, a single malt Scotch must be distilled in Scotland and matured in oak casks in Scotland for at least three years. (Most single malts are matured longer.) These oak casks must be second hand and are often sherry casks. Expressions (or tasting notes) are mostly created by the choice of barrel. Single Malts are often transferred to sherry, wine or bourbon casks for what is called “finishing.” This process

Some distilleries (and these have become more popular in recent years) have created

adds extra notes and is often what makes the whisky different from a neighbouring distillery. The finishing process can last for as little as a year or be much longer. Most barrels are used just twice by single malt producers. They are then sold on to blended whisky makers. Often the smaller distilleries will experiment with different barrels, length of maturation and finish to create bespoke whiskies. They are often sold at cask strength (usually between 50% and 62% abv). These are well worth a sample once you have tried and appreciated the production line whisky that the distillery produces. As a rule, the longer the whisky has been left to mature and finish in a barrel, the more expensive it will be. This can be quite offputting. Generally, when I try a new whisky, I will try the main whisky that the distillery offers. This is normally a 10 or 12 year old whisky. After appreciating a whisky for a number of years, I might venture an older version of the whisky for comparison. Finally, there is the age-old question of whether to add water to the dram before tasting. Personally, as a rule, I don’t. However, there is no hard or fast diktat on this. The thinking is that adding one or two drops to a dram releases hidden esters within the whisky. Often, I have added a drop to a whisky that I have disliked on first taste and been amazed at the transformation. Having said that, most whisky drinkers will rarely if ever add ice, and NEVER add coke! There are 5 whisky regions of Scotland, each with its distinct stereotypical nose, palette and finish. However, within each region are many variations and two distilleries close by one another can produce radically differing whiskies. A careful reading of the notes on any bottle is advisable or you may end up with a whisky that you really dislike. Below are a few to try and enjoy. Each is a favourite of mine from the different whisky regions of Scotland. As we say in Scotland as we raise a dram “slainte Mhath! “(Slanj-a-va) or cheers!

Speyside This area has the most distilleries. It is famous for its Spey water and fertile glens. Speyside whiskies are rarely peaty. They tend to be very fruity both to smell and taste. Notes often include hints of apple, pears, honey, vanilla and spices. Most Speysides are matured and finished in sherry casks.

Benromach 10 Year Old (Old Bottling) This whisky is a particular favourite of mine on a warm summer evening (not that we get that many in Scotland). The distillery dates back to 1898 but had a chequered history closing several times before reopening in 1998. In 2014, the ten-year-old malt won “Best Speyside whisky for a malt 12 years old and under” at the World Whisky Awards. It is matured in bourbon casks for nine years and finished for one year in sherry casks. On first smelling the whisky, the nose is of dry pine and is very fruity. The palette enforces the first fruity impression from the nose but is accentuated by dry grass and ginger. The finish is ginger and dry sherry.

Lowland Whisky This area is often forgotten by whisky drinkers and it’s a shame as some of these whiskies are really nice. As a rule, these whiskies are soft and smooth, offering a gentle, elegant palate reminiscent of grass, honeysuckle, cream, ginger, toffee, toast and cinnamon.

Auchentoshen 18 year old Auchentoshen distillery is located near Glasgow and is one of the very few distilleries to triple distil its wash. This process tends to make the whisky sweeter than other lowland whiskies. The Nose is of oak and vanilla spice. There is also some Chocolate cake, whereas the palate confirms the vanilla, but adds in some dark nuttiness. It is the finish that makes this whisky for me an excellent choice. There is a malty lingering with a little custard and fresh flowers.

I was first introduced to this dram at a whisky tasting course that I was given as a present by my wife. I confess that I wasn’t that bothered at first to drink a lowland whisky but boy was I wrong. I have chosen this slightly more old and expensive whisky as my lowland choice for a very good reason. The expert was explaining to me the differences in a finish that whiskies have. Finish is the lingering taste that stays in the back of your throat. We had just tried a very famous whisky that I had hitherto enjoyed. The finish vanished almost instantly, and I found myself having to take lots of sips to enjoy the taste. By contrast, the Auchentoshen 18 Year Old finish lasted for a very long time. As the expert said, “spend more money on a drink that you take more time drinking.” – wise words!

Islay This is definitely an acquired taste. Most Islay whiskies are heavily peated and to the unsuspecting, are sometimes said to taste like TCP. This is my go-to drink on a dark winter’s night when the log fire is burning. There is something magical about a really good Islay whisky. Islay whiskies are the only “Island whiskies” to have an area of its own.

Caol Isla 12 Year Old Caol Isla distillery began life in 1846 and like a lot of distilleries in Scotland, has closed, changed hands and rebuilt itself over the years. I have chosen Caol Ila because it is one of the lighter Islay whiskies and if you have not tried an Islay before, it is a good place to start before bravely sampling Laphroig, Lagavulin or Aardbeg. Caol Isla is pale in colour, with peaty, floral and peppery notes.

Campbelltown This is the smallest of the whisky areas centred on the Kintyre Peninsula. At present there are only 3 working distilleries in the area. A typical Campbelltown malt will have the slightest hint of peat and fairly salty notes. It is often forgotten by whisky drinkers which is a shame as I find the salty notes are

often less pronounced than perhaps other coastal whiskies such as Old Pulteney or Tobermory

Springbank 10 Year Old The nose delivers exotic spices, heather, honey and soft smoke. The palate hints of smoke, with marzipan and a slight salty brine. The smoke returns for the finish, that then disappeares leaving sweet cider and toasty barley in the back of the throat.

Highland (and Islands) I had to leave the best to last and this was a very difficult choice. Normally, I would have chosen the Tobermory 10 Year old as my absolute favourite, but since it has gone out of production and I am trying to help those of you who have not experienced many whiskies before, then I had to leave it off my list. It is very difficult to label a Highland (and Islands) whisky by taste. They are so diverse. To the north, Highland whiskies tend to have cereal sweetness and richness. To the south, they are fruitier, lighter and dry, not unlike Speysides. To the east, they tend to be heavily fruited, while to the west and on the coasts, they tend to be saltier.

Edradour 10 Year Old Living in Perthshire I have chosen the Edradour 10 Year Old as my Highland whisky to sample. It is simply fabulous. If you ever have a chance to visit the distillery just north of Pitlochary, then I really recommend it. The distillery is very small compared to its commercial rivals. It prides itself on only making a few barrels of whisky a week. It does, however, produce many bespoke whiskies from different ages and finishes, but best of all, they are all available to trial at the bar before you purchase a bottle! The Edradour 10 Year old is like drinking Christmas cake. It is a very dark whisky and looks off-putting. Do not be fooled! Its nose is of fruity sherry with some hints of vanilla. The taste is that of a beautiful dark Christmas cake that lingers in the back of the throat for an eternity. This is most definitely Perthshire’s best kept secret.

The Magic of Radio by Ben Eltham A few essential last minute checks is somewhat of a ritual amongst radio presenters, positioning the microphone to perfect height and distance, adjusting the volume control and the essential cup of tea at the ready. A puff of the chest and a gentle arch of the shoulders and the first link begins ‘Good afternoon and welcome to Aspen Waite Radio, the home of your work life balance’ If you would have told me two years ago that I would have been broadcasting to the world on a professional radio station from my spare room, I would have told you that radio is for the studio, and you would lose the ‘magic’ if you tried to replicate it elsewhere. Yet here we are having launched Aspen Waite Radio, with a group of incredibly talented presenters, bringing you the most complete radio sound each day from their homes. The project began this time last year and I remember having, a now famous (in our circles) cup of tea with CEO Paul Waite in my home town. We sat and began to talk, eyes fixated on our steaming hot tea as the world around us faded, and we dared to dream. Paul’s passion for music and media was infectious and I sensed something special was happening. By the time I had made the fifteen minute journey from Reading to Wokingham, I walked through my front door having planned the next 12 months in meticulous detail. People often talk of ‘giving your all’ or ‘reaching for stars’ and the world is full of feel good stories, inspirational quotes and tales of success, but in my experience very few people really dare to dream and aspire to be the best. Meeting Paul, it was obvious that we shared the same appetite for life, and we both truly believed we could build a radio platform better than anything the industry had to offer.

That dream has now truly become a reality, with Aspen Waite Radio not only having a class leading website and radio app, but also now a fully fledged DAB station. There is nothing quite like radio, a place where you can feel part of something special each day, something that belongs to you, a true friend. Aside from building the station from the ground up and recruiting some of the UK’s most talented presenters, I feel most proud that the station truly epitomises the ‘Aspen Waite Way’. It’s true that some of our presenters have years of commercial radio experience, and have instantly sparkled, personalities beaming, a joy to listen to as they took to the airwaves with immediate ease. But there are many who have begun their radio journey with us, bravely picking up the microphone and charming the world the same. Take Kate Brown, a mum of two in her thirties, a talented singer and performer who posted on facebook during lockdown, looking for work because teaching and performing was cruelly taken away by the world pandemic. When I met Kate she was charming, endearing and full of potential, with one question for me…can I really do this as I’ve never done radio? Kate now presents on the drive show with me, as well as having her own show on a Thursday evening 7-10pm. A natural performer who will I’m sure be captivating listeners for years to come. People often ask me ‘what’s different about Aspen Waite Radio?’…my answer? The way we do things, with Kate being the perfect example.

Broadcasting is magical, anyone who has ever sat by the microphone will tell you that. What makes a good broadcaster? Someone who understands that magic. It has been a tough year for most, and this year more than ever, people need radio. A true friend, someone who is always there and you can be with every day. What’s the plan for the next 12 months? We will be launching on DAB in Cardiff and South Wales in the new year, and we are already looking beyond 2021. DAB national? I wouldn’t put it past us. For now we remain committed to producing great radio, engaging with the listener and disrupting the market.

At this time of year more than any other, it is a time to reflect, count our blessings and look forward, and I hope everyone can enjoy Christmas and make 2021 the year that dreams come true. Ben Eltham Director Of Media – Programme Director – Presenter Aspen Waite Radio ben.eltham@aspen-waite.co.uk

A Sustainable Future? by Marc Carey

In a world seemingly ruled by materialism, and a general public encumbered with an insatiable appetite for consumption surely achieving a truly sustainable future is no more than a noble ideology? In 2015, 193 countries committed to the UN’s 17 Sustainable Development Goals (SDGs), a so-called blueprint for achieving a better and more sustainable future for all. The goals address various important global challenges such as poverty, inequality, climate change, and environmental degradation. But with just ten years left to meet the SDGs, is the world on track? Not quite: At the current rate, most SDGs will not be met by 2030. As the deadline edges closer, just two of the 17 goals — eliminating preventable deaths among new-borns and children under five and getting children into primary schools — are likely to be achieved. So how will we meet these targets? Surely, the starting point is clear: Energy is essential for development, and therefore sustainable energy is essential for sustainable development. In 2012 the United Nations SecretaryGeneral Ban Ki-moon took on this issue and set out three intertwined energy objectives for the world to achieve by 2030: ensuring universal access to modern energy services,

doubling the global rate of improvement in energy efficiency and doubling the share of renewable energy in the global energy mix. Development is central to the United Nation’s mission, and access to modern energy services is critical to reaching the Development Goals — whether in health care, education or poverty reduction, or to produce more food or clean water. Energy powers growth. The lack of energy inhibits it. To deliver sustainable energy for all, government action is necessary but not sufficient. A partnership with the private sector is also required. Development assistance will never be large enough to deliver the many billions of pounds of new investment that will be needed. A new view of private/public partnerships will be needed – led by themes of innovation and collaboration. Hybridised systems of clean tech, net zero developments and new ways of working will be imperative – particularly in a post Covid environment. In this new model we can see real value. Opportunities for closed loop economies and cradle to cradle models of consumerism. Put simply? Sticking to the original concept of sustainable development.

“Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs.”

INVESTING IN A SUSTAINABLE FUTURE A truly sustainable future also requires investment. Investment of time, resources, and finance. And to create a sustainable future we need models that deliver impacts. So, how do we finance impact? In 2018 the World Economic Forum looked at the issue under the headline of ‘Mobilizing Finance for Impact’. One of the key findings of this forum focused on the scale of investment required to achieve the UN’s sustainable development goals. It is estimated this will require some $3.9 trillion annually for the next 15 years in developing countries alone. Truly innovative forms of funding will be required to plug the financial gaps predicted over the coming years. It is not enough to create the new social and business models of commerce, we will need innovative funding models to bolster the growth and to incentivise the funds, investors, and equity owners throughout the journey. Ultimately entrepreneurs and innovators hold the key to responding to the climate challenge. Responding to climate change should not stifle innovation, but instead it should create new businesses, new economic models, and new opportunities, ending our reliance on the economics and thinking of the last century. New variations of collaborative partnerships need space to evolve. This should include traditional competitors working together to accelerate innovation and offer pioneering models of ‘co-opetition’. Working together, sharing resources, creating knowledge transfer partnerships and R&D hubs (or similar) will ultimately lead to real impact. That is the scale of the task ahead. We are running out of options. There is no alternative to ‘sustainability’. Our civilizations now face the most formidable challenge ever presented to mankind.

To quote Francisco Guerra – (Sistemas de Inteligencia Territorial Estrategica · Main partner) “To solve the challenge we all have to accept that we have reached the limits in the availability of non-renewable resources, that there is a disparity in the access to and use of resources between societies and economies and that many of our daily activities have a negative and catastrophic impact on the natural environment and on the health and wellbeing of individuals. In economics we must incorporate the value of nature in the economic analysis and calculations, in terms of the cost of restoring the environment as an asset for future generations, understanding that sustainability is the business of the 21st century. In our societies we must re-define sustainable development and create new spaces for the dialogue of dissimilar approaches in order to organise and make compatible alternative lifestyles and political perspectives. In politics it is necessary to legislate on ecological crime and stop seeing environmentalist as enemies of the state and society; we must put an end to the demagogic discourse around environmental issues and sustainability, currently being used for political manipulation, incorporating sustainability as a national security issue. As for technology, the improper use & abuse is a the centre of sustainability problems; the current revolution in information technology, is the essential tool that will restore to individuals the initiative to perform the necessary changes in society and politics, leading to a sustainable lifestyles and production models.”

SMEs ROLL SMEs are crucially important to the health and stability of the global economy: they account for over 95% of all businesses and for the majority of private sector gross domestic product (GDP), wealth and employment creation, and social and environmental impacts.

Today, SMEs are increasingly being faced with pressure to measure and manage their impact on the environment. They are an integral part of the supply chain where there is a growing demand for sustainability management both from customers and suppliers, especially for those SMEs seeking to secure contracts with governments or larger companies. SMEs also need to ensure they have access to the resources they need to be able to continue to offer their products and services in the future. The good news is that there is growing evidence that sustainability initiatives, such as those to reduce an SME’s carbon footprint, can also help improve their bottom line. SMEs of all shapes and sizes—for profits and not-for-profits, public or private, across all industrial sectors—stand to yield significant benefits from adopting sustainable business practices. The initial cost of integrating sustainability into the core business strategy, and reporting on it, can be more than offset by cost savings, reduced risk, positive brand association, and the ability to meet consumer, investor, and supplier demand for environmentally conscientious products and services. In this way, the initial cost is more an investment.

With correct advice and support, business owners can access these benefits and contribute to a bright sustainable future. A simple ‘Plan – Do – Check – Act’ method can be designed to support development of new processes and improvements to existing business systems. In conclusion It is believed that Scots town planner and social activist Patrick Geddes first coined the phrase ‘Think Globally, Act Locally’ – although this phrase was originally used in the context of city planning it has since been recontextualised by the ‘green’ movement pioneers (circa 1970s) to illustrate the nature of our environmental predicament. Perhaps in the dawn of the 21st Century it is time to reboot this phrase and even add an additional point – ‘Think Globally. Act Locally. Impact Entirely’ Marc Carey Director, Aspen Waite South East marc.carey@aspen-waite.co.uk

A Recession Without Precedent Monika Stukova, CFA

The COVID-19 recession has disproportionately hit the service sector hard. Most job losses came from industries that depend on customer-provider interactions, like restaurants, cinemas, and hotels. Sadly, those sectors employ predominantly low-paid workers. Effects in these sectors are likely to be long-lasting despite emergency government support. At the same time, some segments of the economy aren’t just surviving; they are booming.

New E-Commerce Boom It is well established that respiratory viruses spread when people are in close proximity. The best way to prevent infection is to avoid direct contact with others. Hence the recommendation to stay home as much as possible. Yet even staying mostly inside, people need goods and services to sustain themselves. The problem is how to get those things without taking the risk of being in a confined public place. The answer: doorstep delivery. This year consumers’ switch from physical retail towards e-commerce has accelerated. Amazon is the biggest and most obvious beneficiary of this surge in demand. The

largest e-commerce company in the world accounts for more than 30% of all UK online sales. Major brick-and-mortar retailers are seeing their online sales grow too. Even at the local level, stores are remodelling and reorganising to service accelerating demand for online deliveries. All these changes increase cost pressures and uncertainty for smaller retailers who often lack the scale or technology to keep up with consumer expectations. But the same economic forces are creating new service jobs to handle all this new demand that will eventually replace those lost in city centres.

From WSJ:

Working from Home

The primary reason for this year’s capacity shortage is that carriers already have been operating near maximum capacity for months as consumers stayed home, avoided stores and shopped online. The delivery surge has strained networks and led to longer processing and delivery times. Carriers can’t quickly boost capacity with new facilities as it often requires a multiyear planning process.

Covid-19 has forced many changes, like more people working from home. Those who spend most of their time at home will naturally want more space and comfort. That may be difficult to achieve if one lives in a densely populated city. As a result, a lot of city dwellers are looking for suburban homes with gardens. Some are moving further out, to the countryside. Companies are allowing this with more flexible virtual-working arrangements, making it possible to live far away from the office. Like the e-commerce boom, this demand surge is outpacing supply. Real estate agents like to say “location, location, location” but now it’s “location” in a new way no one expected. According to the Halifax house price index, UK house prices in September rose at the fastest pace in four years as people working from home sought more space. The commercial real estate market is in deep trouble. People are moving away from cities and towns which reduces demand for office space. New retail and hotel construction are scarce, too.

Robots The carriers have imposed shipping limits on customers and added fees to offset the increased costs to staff up, secure protective equipment and other outlays during the pandemic. Pricing power has quickly shifted to the carriers, which are raising rates and being pickier about which shippers they want to do business with. In the middle of the “largest recession on record”, consumers are placing so many online orders, delivery companies are raising prices and turning down business from some retailers. The recession and recovery vary significantly. Some industries are struggling to survive, while others are flourishing at the same time. This confuses sentiment and adds to the uncertainty.

The items selling online don’t appear out of thin air. Someone, somewhere, makes them. Yet the pandemic is affecting manufacturing, too. It started in January when China’s massive shutdowns threatened global supply chains.

Later, the same happened elsewhere. A lot of manufacturing plants found the new health and safety guidelines and staff shortages raised costs and reduced output. The answer to this is technology. Automation was already growing simply because machines are cheaper than human workers. The pandemic has made human workers not only more expensive but bigger liabilities, too. This quickened the adoption of automation. Meanwhile, new tasks have emerged that are uniquely suited to automation. A robot can disinfect a room or deliver food to quarantined patients without fear. Demand for robots that can perform human tasks has skyrocketed around the world. From the Financial Times: The pandemic is driving a shift in companies’ use of technology, both official statistics and business surveys suggest, making the automation and digitalisation industry one of the few winners from this year’s economic turbulence. The spread of the virus “has accelerated the use of robotics and other technologies to take on tasks that are more fraught during the pandemic”, said Elisabeth Reynolds, executive director of the Massachusetts Institute of Technology’s task force on the work of the future. “It is fair to assume that some firms have learnt how to maintain their productivity with fewer workers and they will not unlearn what they have learnt.” Automation will certainly continue to grow in the future. Not just robots, but artificial intelligence, virtual and augmented reality, and a host of related areas. The robotisation of manufacturing may lead to more local

production and diversified supply chains. The bad news: this may be devastating for employment longer term. Employers who turn to automation will reduce hiring and eventually reduce headcount as well. Bain thinks the rapid spread of automation will eliminate up to 25% of US jobs by 2030— equivalent to 40 million displaced workers— with the lower-wage tiers getting hit the hardest. And there is a good reason to think that the UK scenario is likely to be similar.

Recovery It is critical to understand that consumer behaviour has changed more this year than any time since the Great Depression. That’s why we are not going back to 2019. So much has changed that we will be entering literally a new era. The economy will recover. The airline and hospitality industries will not look the same in 2022 as they did in 2019, but they will be there in a transformed state. Tourism will eventually rebound as consumers are unlikely to have lost their taste for travel. Commercial real estate will be repriced as we continue to work more from home. Just recently many bought more food in restaurants than cooked in their homes. That certainly changed and will continue. Entrepreneurs will adapt and Aspen Waite Group are here to support them. Monika Stukova, CFA Corporate Finance Specialist monika.stukova@aspen-waite.co.uk

New Starters By Rhona Hope

2020 has been a challenging year, however our new seven starters have taken it all in their stride. 2020 has been a challenging year, however our new seven starters have taken it all in their stride since joining the company. Lloyd Hampton joined our Cardiff office as a Management Accountant in April, shortly after the national lockdown, followed by Charlotte Richardson, who burst onto the scene as a self-employed Presenter in May. After impressing she was promoted to Group Marketing Manager just three months later. We’re also delighted to welcome our first two graduate accountancy trainees, Rob Bieri, to our Welsh office in September, and Oliver Spilsbury, to the Bridgwater office the following month. Both have made promising starts to gain their ACCA Level 7 accountancy qualifications with Kaplan.

Administrator Zoe Morris joined our Welsh office in September and in Northern Ireland we have Brendan Burns, who started in July as Director of Research & Development, Ireland. Sadie Avery joined in September at our Bridgwater office as Senior Accountant and I must also mention that we have our first voluntary worker at Aspen Waite South. Kate Kennedy joined our Wantage office as a voluntary bookkeeper in October who will be joining us next year. We asked a few of our staff for their first experiences with Aspen Waite, and wish all of our recent new starters the very best for successful careers. Rhona Hope Group HR Manager

Our Recent New Starters • Brendan Burns joined us in July as R&D Director, Ireland • Charlotte Richardson joined us in August as Marketing Manager • Meg Price has also joined in November as our Customer Services Manager Aspen Waite in Wales expands further with: • Robert Bieri in September as Trainee Accountant • Zoe Morris also in September as Administration Support The Bridgwater accounts team has seen some notable new recruitments including: • Sadie Avery joined in September as Senior Accountant • Oliver Spilsbury joined in October as a Trainee Accountant. • Andrew Cattle joined as Accounts Director in November. • Sarah Burge

joined as Accountant in November.

• Victoria Collins also joined as a Senior Trainee Accountant in November.

Kate Kennedy, Aspen Waite South I initially came across Aspen Waite South when looking for local accountancy firms online. As soon as I read that the company provided business support, as well as traditional accountancy, I knew that it would be an excellent company to work for. From the moment I met the team I felt welcomed, they are all knowledgeable helpful, and have a great sense of humour! In my previous role I spent several years as a Finance Manager for a letting agent, and completed my AAT qualification in my spare time.

Brendan Burns, Aspen Waite Ireland The company has a dynamic hum of industry to it. Everyone I have spoken to believes in the model that we are all here to support and help our local businesses grow, especially in these turbulent times. I have a strong background in Mathematics with a degree in Mathematics and Philosophy. Upon returning to the UK from working in the Middle East, I began to look at options outside of education, my field of expertise for over a decade and a half. I have two close friends who work in the company and they have expressed their contentedness to work within the organisation. I hold their opinions highly and when they both gave ringing endorsements for the company and their working lives, the decision was an easy one.

Rob Bieri, Trainee Accountant - Wales I was attracted to AW in Wales as the opportunity to follow on from my degree to eventually qualify as an accountant is appealing. Further to this the range of different work and difference in clients interests me. I studied Accounting and Finance with University of South Wales, graduated in the summer, I got a first in the degree and that gave me nine exemptions from the ACCA so the applied knowledge and skills level you pass by doing the degree. I’ve got the strategic level to pass which is four exams which I’m studying for through Kaplan on line.

Zoe Morris, Support

Victoria Collins, Wales

My first impression was the great team spirit with plenty of support. Two members of my family already work for aspen Waite and highly recommend me apply.

I am a part-qualified ACA trainee. Outside of work, I enjoy walking, playing and watching sport, baking, and spending time with my family and friends.

My role is to complete administrative duties for Aspen Waite in Wales - I wanted to join because it’s a fast growing company with lots of opportunities.

I am looking forward to working with the team and gaining new skills and knowledge.

If you’d like to have your say - get in touch with Rhona!

2020: How was it for you? 2021: How will it be? by Rachael Wood

2020: Wow, what a year it has been, unprecedented on so many levels. I do not believe anyone could have predicted the events of the year we have all experienced. How has it been for you? For many it has been an incredibly challenging year in some shape or form, impacting us all in different ways. As a good friend wisely said at the start of the nationwide lockdown, “Some people say we’re all in the same boat, though I disagree. We’re all in the same storm, yes, though we are all in different boats within that same storm” I completely agree. Throughout this crazy year, I have been determined to stick with my resolve to focus on the positive and upon what we can do during these most unusual times rather than what we cannot. I have tried my best to avoid conversations where everyone is wallowing in how awful the year has been, being of the mindset “What you think about, comes about”.

The end of the year is fast approaching, and many people are often heard joking that they have had enough of 2020, 2021 cannot come soon enough. What is your view of 2021? “New Year, New Beginnings” OR “Huh, the next 12 months are going to be pretty similar to the last 12 months?” #Who knows what 2021 has in store, though whatever the future holds, I am determined to make the most of it. My motto for life is simple. “Do More Of What Makes You Happy. Every Single Day.” If you want 2021 to be different, NOW is the time to start doing something differently. Considering Einstein’s definition of Insanity: “Doing the same thing over & over again & expecting different results”, now really is the time to make a change. Whilst business plans for the forthcoming year are typically started very well in advance of the 4th Quarter (in former Retail Finance roles I recall agreeing Budgets for the following calendar year by September latest), when you’re “all planned out” on business, the same

dedication & attention to detail for plans of our personal lives can easily fall by the wayside. Do you have a plan for the various aspects of your personal life, and if so, how much time & attention have you given it? Or do you just drift along, go with the flow & see what happens? I will confess, for many years I didn’t have a firm “life plan”, I was busy enjoying and living life, taking it as it came and going with the flow. However, changes in my personal situation led me to review that strategy. For the last few years, I have made a concerted effort to make a plan for various aspects of my life, and lo & behold, it has made a difference. I wanted to share my experience in the hope that it might help others who find themselves in a similar position. As the year draws to a close, I undertake a review of the last 12 months, and use this to set my life goals for the year ahead.

I do this in the knowledge that there are two common traits of successful people; an unyielding commitment to constant learning, and clearly written goals that have specific plans laid out to achieve them.

Once complete, plot your scores on the wheel. Do you have an even wheel? Or do your joined-up points bear more resemblance to the nucleus of a white blood cell? Is your wheel giving you a bumpy ride?

Attainable, Realistic, Timely and shortlist them to 3 headline or banner goals in each category.

Plan, Do, Review: Do you have a plan for 2021? Have you completed a review of 2020? It is often found that the best start point in creating a plan for the coming year is to reflect on what you already have. “Those who fail to learn from history are doomed to repeat it” Winston Churchill, 1948 speech to House of Commons, paraphrased from “Those who cannot remember the past are condemned to repeat it.” George Santayana, The Life of Reason, 1905. We must always look forward, but we also have to understand our history in order to not repeat the mistakes of the past.

If you’re interested in delving deeper into this I highly recommend referring to “Living Your Best Life Ever” by Darren Hardy which includes a series of questions for each category to help you achieve a more accurate score.

If you have made it this far, thank you for reading. I hope it has been of some interest & inspired you to review your 2020 and start thinking about what you really want from life in 2021. If you want a different outcome, NOW is the time to start DOing something differently.

My review of the prior year is based upon the Wheel of Life (source Living Your Best Life Ever, Darren Hardy) whereby you score 8 categories of your life on a scale of 1-10; 1 = least, 10 = most satisfied with this area of your life. R - Relationships F - Family P - Physical / Health B - Business / Career £ - Financial M - Mental / Intellectual L - Lifestyle S - Spiritual You may wish to modify these categories slightly as applicable. This exercise might feel a little uncomfortable, though remember there are no wrong answers. Be honest & truthful with yourself, even if the truth is painful or embarrassing. No one else needs to see your results & you will only succeed by being truthful with yourself.

I have followed this practice for several years now and am happy to report that whilst some areas are still stronger than others, what was originally an uneven, almost nucleus shaped wheel, has over the years evened out, enabling a smoother ride through life. My work with Aspen Waite has played a part in balancing my wheel, enhancing more than the obvious business/career category, it has impacted various aspects of my life, resulting in a more enriched, fulfilling & rewarding life, and for that I am truly grateful. “Life without balance can cost you your relationships, your health, your wealth & your ultimate happiness. So, find things to motivate you from all areas of your life. Your success depends upon it” Jim Rohn. Once you have your wheel, think about your ideal level for each category, brainstorm each category covered & set balanced goals, and commit them to paper. “Don’t just think it, INK it” Mark Victor Hansen. Anything that is physically written down, rather than being just a thought/idea in your mind, has a better chance of being achieved. Ensure your goals are SMART goals - Specific, Measurable,

“Whatever the mind can conceive & believe, the mind can achieve” Napoleon Hill

“If you don’t design your own life plan, chances are you’ll fall into someone else’s plan. And guess what they have planned for you? Not much.” Jim Rohn I would also like to take this opportunity to wish you all the very best for the year ahead, and at the very least, I encourage you to do more of what makes you happy, every single day. If anyone has any questions, or wants any more information, please drop me an email and I would be very happy to help. Rachael Wood rachael.wood@aspen-waite.co.uk

Aspen Waite Food This summer also saw the launch of Aspen Waite Food, and the incredible opportunity, connecting our food and drink clients together; as well as offering yet another unique and quality service. With plans in the pipeline to develop our own products, bring on board nationally recognised brands and much more. info@aspenwaitefoods.co.uk www.aspenwaitefoods.co.uk

Cheese Salad Ploughmans

Egg & Bacon Use By End of

Fat

1773.5kJ 423.9kcal

Saturates

Sugars

22.6.g 5.3g

3.2g

Gammon Ham Salad

Use By End of

Each pack contains

Energy

Use By End of

Each pack contains

Salt

Keep refrigerated below 0.4C.

1.2.g

21%

Energy

Fat

1773.5kJ 423.9kcal

Saturates

Each pack contains

Sugars

22.6.g 5.3g

3.2g

Salt

1.2.g

Keep refrigerated below 0.4C.

21% of reference intake Typical values per 100g : Energy 3236kJ/271.7kcal

Energy

Fat

1773.5kJ 423.9kcal

Saturates

Sugars

22.6.g 5.3g

3.2g

Salt

1.2.g

Keep refrigerated below 0.4C.

21% of reference intake Typical values per 100g : Energy 3236kJ/271.7kcal

of reference intake Typical values per 100g : Energy 3236kJ/271.7kcal

JAKE’S

JAKE’S

JAKE’S

N O W Y O U ’ R E E A T I N G

N O W Y O U ’ R E E A T I N G

N O W Y O U ’ R E E A T I N G

Chicken & Bacon

Chicken Salad

Use By End of

Fat

423.9kcal

Saturates

Sugars

22.6.g 5.3g

3.2g

Egg &Cress

Use By End of

Each pack contains

Energy 1773.5kJ

Use By End of

Each pack contains

Salt

1.2.g

21%

Keep refrigerated below 0.4C.

Energy

Fat

1773.5kJ 423.9kcal

Saturates

Sugars

22.6.g 5.3g

3.2g

Each pack contains

Salt

1.2.g

21% of reference intake Typical values per 100g : Energy 3236kJ/271.7kcal

Keep refrigerated below 0.4C.

Energy

Fat

1773.5kJ 423.9kcal

Saturates

Sugars

22.6.g 5.3g

3.2g

Salt

1.2.g

Keep refrigerated below 0.4C.

21% of reference intake Typical values per 100g : Energy 3236kJ/271.7kcal

of reference intake Typical values per 100g : Energy 3236kJ/271.7kcal

JAKE’S

JAKE’S

JAKE’S

N O W Y O U ’ R E E A T I N G

N O W Y O U ’ R E E A T I N G

N O W Y O U ’ R E E A T I N G

MARGIN BUSTER ON CLARKS PIES AND SLICES

Aspen Waite in Wales and Brackla FC Combine For Fundraising Fun by Darren Talbot 2020 has presented challenges across Wales, the UK and beyond. Millions of peoples’ lives have been impacted by the virus; daily rituals, habits and the smallest of tokens we casually enjoyed as part of our lifestyles have either disappeared or drastically changed due to measures to help keep us safe and protect our services. As the country began to find its feet again, school playgrounds, colleges and sports fields alike began to buzz again. When Wales was placed into a two-week lockdown, there was a threat of a wider impact to people’s mental health and wellbeing. Particularly for the youngest members of our community for whom this year has been a confusing and destabilising one. In such times, you can hide or rise to the challenge. Or maybe even set yourself an additional one! Which is exactly what Brackla JFC did with a little help from a local business, Aspen Waite Wales. The two local forces collaborated to devise a 14-day Lockdown Challenge, encouraging both players and coaches to complete a one mile run or three mile cycle every day. The challenge was set and the response was incredible. Over the two weeks, 20 participants took part, smashing the distance target by covering 560 miles all tracked by Strava on the group page set-up to ensure every metre was met!

Impressed by the endeavours of the club, Aspen Waite Wales got involved donating £1 per mile ran and £1 a mile for every three miles cycled. Not only was this challenge a physical one, it was a creative one too as every participant was encouraged to do their daily exercise in fancy dress with Aspen Waite Wales rewarding such fun endeavour with an £5 donation. And it didn’t stop there. The Challenge was so popular, parents wanted to take part too and were incentivised further by Aspen Waite Wales who donated 50p for every extra mile completed. In total the children, parents and coaches associated with this incredible grassroots club raised an impressive total of £3,169 which will be saved for training kit, equipment and a contribution towards a much-deserved Club Tour when it is safe to arrange. Brackla JFC and Aspen Waite Wales received a huge amount of praise from the local community with one member saying; “It’s been an amazing two weeks and everyone has bought into the challenge full heartedly. This would not have been possible without the ‘Fancy Dress King, that is Darren Talbot’. He is a real inspiration, always trying to help, support and encourage others. A massive thank you to him and Aspen Waite Wales for supporting the U13 and U16 fundraising challenge.”

Whilst one parent added, “I can’t thank the club and Aspen Waite Wales enough for this challenge. My child’s mental health has been really bad but since this challenge happened, it’s pushed him to exercise and get some fresh air and it’s really helped with his mental health. So, for that we are forever grateful” Darren Talbot, a Brackla JFC Manager and Director of Aspen Waite Wales, expressed his delight and pride when reflecting upon the challenge’s success. “Lockdown has hit everybody hard, from our work life to our personal lives. Sport has always been a great outlet with plentiful physical, social and health benefits. For lots of us it has become even more important, as we find a ‘normal’ around Covid19. With the lockdown meaning players couldn’t enjoy having a kick-about and seeing their friends, it was great to be able to devise the challenge, keep active, have fun and help people when they needed it.” “We have a way of doing things at Aspen Waite Wales and pride ourselves upon building a world where business owners never feel alone. Whilst we’re working away on delivering that, outside of work, it was nice to similarly ensure these young footballers and those at the club felt supported and connected. We hope they enjoy utilising the funds they worked so hard to raise on their club tour in the future!” Darren Talbot, AWIW darren.talbot@aspen-waite.co.uk

China UK helps create South West Trade Deal by Clare Wiltshire China UK has signed a trade deal with China boosting the South West’s links with the country and helping West Country/UK innovators create, develop and sell their products worldwide. Darren Horne, CEO of AWCUK, said: “Our partnership with Academe Enterprise, The South West China Alliance and South West Business Council (SWBC), is endorsed by the regional Bureaux of Commerce and Development Zones across China and supported in the UK by the China-Britain Business Council (CBBC) and Lord Robin Teverson in the House of Lords.

This agreement between us and our partners will provide those with innovative products access to an international business growth facility. “Our new initiative supports the export of UK innovation and educational standards and is focused on the key sectors of medtech and life sciences, IT, low carbon and manufacturing. “We see this as an opportunity to expand our existing specialist R&D and incubation provision for innovators, supporting them further with greater opportunities to capitalise on the global market.

China’s economic development strategy partly relies on manufacturing partnerships with UK innovators to meet its own growth and export targets. Chinese companies are prepared to invest into key sectors to achieve these targets.

difficulties created by differences in regulations, as well as social and business cultural differences.

Jamie Shaw, China Market Business Adviser, UK Sector Lead – Healthcare & Life Sciences at CBBC, said: “China is one of the “This is exactly the sort of assistance our largest global economies and presents a clients deserve to have and we hope anyone sustainable growth market for the export of out there who has disruptive innovation UK innovation, goods and services. In 2019, and, is willing to work with Chinese British goods exported to China reached a partners, gets in touch for a chat, and to record-breaking £26.4 billion according to find out how we and our Chinese colleagues the Office of National Statistics, marking and counterparts can help. This partnership annual growth of 27.5%. Imports increased will give UK innovators exposure to more by 9% to £46.9 billion. than 140 incubation bases, science and “Growth in bilateral trade has further technology parks throughout China.” solidified China’s position as one of the UK’s Operations Manager at AWCUK, Clare key trading partners. It is now the second Wiltshire explained: “Our Chinese partners largest source of British imports and the hold capability to incubate and expose third largest destination for UK products.” UK innovation to global opportunities by Assisting AWCUK with this initiative is way of manufacturing partnerships and SWBC, which is the economic partnership investments. We’re able to help innovators for the South West of the UK. who may previously have thought about the potential of the Chinese market but Chris Marrow, SWBC Advisory Board who have been unsure how to move things Member, says: “We shine a spotlight on our forward. Come to us and feel confident. We regional capabilities that are ahead of the can help you take that next step. field nationally and around the world. We focus on delivering and enabling insight, “The current situation with the British innovation and impact for every business economy in recession and the potential impacts to come from Brexit, China is a key across the South West. trading partner for anyone in business in “Our partnership with AWCUK is very the UK who wishes to develop a product exciting as it will help open more doors in and to export it. China for SW innovators who have fantastic new products to showcase.” “Our unique deal offers innovators, manufacturers and investors from both Anyone interested in finding out more China and the UK the chance to meet with about AWCUK, should visit https://chinauk. a better understanding of each other’s co/. If you are an innovator wishing to find cultures. It will also bring the two countries out more about opportunities in China, more closely together than ever before, please register your interest and find out as natural trading partners, and as global more here www.chinauk.co/register. For citizens.” further details of CBBC, please visit http:// AWCUK is a UK company that has very close www.cbbc.org/. links with China, with offices in Beijing and Shanghai, as well as in most regions of the UK, including its head offices in Bridgwater, Somerset. It has a history of developing new sectors of cooperation, strategic partnerships for public and private sector, and overcoming

The Birth of the English Nation Avid history lovers, Paul Waite and Calum Waite embarked on a journey earlier this year. You can watch and listen to the whole series - search on YouTube for The Birth of the English Nation.

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