Member News

Simon Michlmayr, of Norwich clock and watch makers and repairers S Michlmayr & Company, returned to the scene of his first summer clock repair job as a 14 year-old – the Maids Head Hotel.

Forty years ago Mr Michlmayr, under the watchful eye of his late father Fritz, repaired the mid 19th century clock, which overlooks diners in the Maids Head Hotel’s 2 AA Rosettes Wine Press Restaurant. Now it was the turn of Mr Michlmayr to oversee his assistant, Esme Collins, who repaired and restored the clock.

“It has been really interesting to come back to the Maids Head and help repair this historic timepiece again,” said Simon Michlmayr. “I remember being very excited forty years ago as I embarked on my first official job.I am pleased that I was able to give the work to Esme.”

The Maids Head clock, which dates from the 1850s, is weight driven and runs for a week. It was originally a striking clock. The mechanism is accessed from a small cupboard in the hotel’s 18th century Assembly Room, now called the Minstrel Suite, which overlooks the restaurant courtyard.

Simon Michlmayr set up his own business 33 years ago, after his father died. He looks after City Hall’s clock and has worked on many of the church clocks in the area, as well as repairing domestic clocks and wristwatches.

Esme Collins has completed the first two years in the British Horological Institute’s Diploma in the Repair and Restoration of Clocks, with one more year of studying to come.

Christine Malcolm, General Manager, the Maids Head Hotel said. “It has been wonderful to welcome Simon Michlmayr back to the Maids Head to look after our historic courtyard clock, which has been a constant presence in the hotel for more than 150 years. With Simon and his colleague Esme’s expert work, the clock will continue to oversee proceedings for many more years.”

Rigby Group (RG) plc, the parent company for a portfolio of family-owned and highly successful businesses operating across Europe, the Middle East and Asia, has achieved another record set of results for the financial year ending March 31st, 2019.

The Group comprises six core divisions: technology, airports, hotels, aviation, real estate and finance, and has made further strategic acquisitions and divestments in the past 12 months.

Technology is the largest part of the Group and its continued growth is driven by demand from businesses seeking outsourced and cost-effective solutions for cloud and digital services. Elsewhere, the airports division continues to be a significant contributor of profitability for the Group and further double-digit growth is expected in the current financial year.

Group Highlights

• Consolidated revenues from continuing operations, £2,771.7m (increase of £398.3m) • EBITDA (before exceptional items) for the continuing operations, £65.4m (increase of £6.7m / 11.4%) • Consolidated net assets of £311.2m (increase of £17.9m / 6% • Pre-tax return of assets delivered 12.3% • Gross cash at year end was £380.4m  • The group continues to be active in the M&A markets across its portfolio interests.

Technology

SCC EMEA Group

SCC delivers IT to more than 2,500 customers in more than 50 countries, supporting five million users. They operate out of 75 locations in the UK, France, Romania and Spain. SCC delivered a solid financial performance with revenue growth of £322m to £2.15bn and EBITDAE of £46.6m (growth of £2m / 4%). The group remains well positioned to continue to benefit from digitisation as well as the move to cloud computing and the associated services and product streams. Notable highlights included ongoing investment in expansion of its data centres, major investments in new HR, service management and ERP systems together with further M&A investments such as the acquisition of AVS.

• Consolidated revenues from continuing operations, £2.15bn. • EBITDA (before exceptional items) for the continuing operations, £46.6m.

Airports

Regional & City Airports (RCA) is the UK’s leading regional airport operator, led by a team with proven commercial and operational expertise in both the airport and airline sectors. RCA owns Bournemouth Airport, Coventry Airport, Exeter Airport and Norwich Airport, and operates Blackpool Airport, City of Derry Airport and Solent Airport Daedalus on behalf of their owners. The Airports division delivered solid growth in both passengers and profitability. Revenues reached £58.1m, an increase of £12.9m / 28.5% with EBITDAE growth of £9.8m to £17.3m. More than 200,000 sq. ft of new hangarage was acquired for clients in Exeter and Bournemouth as well as delivery of a new terminal expansion at Exeter. A major new hangarage development in Norwich was also secured. New carriers were secured for all airports.

• Consolidated revenues from continuing operations, £58.1m • EBITDA (before exceptional items) for the continuing operations, £17.3m.

Hotels

The Eden Hotel Collection (“EHC”) is a well-established and widely recognised award-winning luxury hotel brand within the UK. EHC currently owns or operates eight luxury hotels in the Midlands, the Cotswolds and South West with Bovey Castle Hotel in Devon the flagship hotel for the group.

• Consolidated revenues from continuing operations, £19.6m. • EBITDA (before exceptional items) for the continuing operations, (£0.1m) loss.

Aviation

The Aviation division provides a diverse range of services to the aviation sector through the operation of a fleet of fixed wing aircraft and helicopters underpinned by a safety culture which flows through every aspect of the business.   The aviation business continued to operate its MOD missions in the UK and the Falklands, as well as undertaking hundreds of patient repatriation flights and maintained aircraft through its MRO operations.

• Consolidated revenues from continuing operations, £20.5m. • EBITDA (before exceptional items) for the continuing operations, (£0.8m) loss

Real Estate

Rigby Real Estate owns a diverse real estate portfolio with freehold properties, large scale commercial projects and bespoke residential developments. The Group has an active acquisition programme in place to continue the growth of the division across commercial land and residential property.

Highlights from the past year include securing outline consent for a 3.7m sq. ft. scheme in Coventry. The estate was 98% let in Bournemouth, where consent was also submitted for over 1m sq. ft. of new facilities. In Norwich, planning was submitted for 1m sq. ft. of development. The residential & yacht interior design part of the business was consolidated into Allect, with a healthy order book of over £50m across 50 worldwide projects.

• Consolidated revenues from continuing operations, £18.1m. • EBITDA (before exceptional items) for the continuing operations, £0.4m.

Finance

Rigby Group’s financial division comprises Rigby Private Equity and technology finance leasing business Rigby Capital. The financial services division completed the year with its first private equity disposal of Fluidone. This business invested in during 2015, delivered a 2.1x return and 25% IRR. The investment in Nuvias continues with the business achieving revenues of £398m during the year. The organic investment in Rigby Capital continues to bear dividends with UK revenues of £84m and French revenues of €130m.

• Consolidated revenues from continuing operations, £508m. • EBITDA (before exceptional items) for the continuing operations, £7.1m.

Sir Peter Rigby, Chairman and Chief Executive, commented: “This is another strong set of financial results for the Group, which underlines our growth strategy. Increases in revenue and profitability have been achieved at a time when we have also continued to invest in our services, infrastructure and, most crucial of all, our people, ensuring we are in a position to meet our future group objectives.”

Steven Rigby, Group Chief Operating Officer, commented: “The past 12 months have been yet another period of successful growth and strategic achievement for the Rigby Group. Across our operations, we have witnessed key milestones which collectively have fed into yet another record set of financial metrics. We have made key acquisitions, as well as successful strategic divestments during the period. We will continue to look at further acquisitions if they add value to the Group. As we look to our current fiscal year, we have much to be optimistic about with ambitious plans across our six divisions and expect to maintain our strong growth trajectory.”

Norfolk and Suffolk’s world-class business offer will be globally marketed under a new brand which will help the region prepare it for a post-Brexit future.

‘Unlimited’ will promote the area as a place rich with investment opportunities and position it as the epicentre of clean energy in the UK and world-leading clusters in the ICT, tech and digital, and agri-food sectors.

The campaign is led by New Anglia Local Enterprise Partnership and will help deliver the ambitions of the region’s economic strategy to 2036. It is being delivered in partnership with Norfolk and Suffolk County Councils and has the endorsement of Department for International Trade.

Norfolk & Suffolk Unlimited will be promoted at major international conferences, such as leading property event MIPIM UK in London, Offshore Energy 19 and Horecava in Amsterdam and Mobile World Congress in Barcelona.

Business leaders and other key stakeholders from around the region will meanwhile become ambassadors for the brand, lending their weight to the ongoing campaign.

Companies can use the bespoke website www.norfolksuffolkunlimited.co.uk to access all key information they need and those making a direct enquiry will be connected to an expert team located at the LEP.

Statistics support Norfolk and Suffolk’s performance as a powerhouse in the key sectors at the heart of the campaign. The region provides 52% of the UK’s current 7.5GW capacity and its 1,000 wind turbines mean it has more installed offshore wind capacity than any other part of the UK.

The tech and digital creative sector has 4,000 companies employing 23,400 people and contributes £1.4 billion to the regional and national economy. Recognised tech clusters are centred on Norwich’s fast-growing digital creative hub and the centre of innovation in communications technology at Adastral Park and Innovation Martlesham near Ipswich.

Norfolk and Suffolk is also open to investment in agri-food. More than 80,000 people are employed in the sector and scientists are involving working at the leading-edge of new discoveries and technologies, in areas such as precision farming, animal health, crop disease control and prevention, and food in human health.

Jeanette Wheeler, a member of the New Anglia LEP board, said: “The strong and clear message to companies around the world is that we are open to you and the potential in this region is unlimited.

“We have a rich and diverse talent pool, a wealth of high-tech assets and excellent connections to the rest of the UK and beyond. The quality of life also makes it an attractive location for recruiting and retaining the very best people.

“New businesses survive and thrive here better than across the UK as a whole and our economy has grown faster than many of the ‘powerhouse’ areas. The businesses of the future are being created right here and we have the support networks in place to help other companies benefit from Norfolk and Suffolk’s unlimited opportunities.”

Phil Popham, CEO at Lotus in Norfolk, said: “Lotus is proud to support the Unlimited campaign, and we are absolutely behind the ethos of the initiative.  The region is very much poised for investment and growth, and Lotus is a great example this. 

“Our workforce has grown some 25% in the past 12 months and our recruitment drive continues. We are investing heavily in our global HQ at Hethel to prepare for the exciting future ahead of us. 

“Major works are now underway with new facilities for manufacturing, for our workforce and for customers opening next year. Lotus’s global expansion plan is underway, and our home in Norfolk is at the very heart of this.”

Lisa Perkins, director of research and applied innovation for BT at Adastral Park in Ipswich, said: “BT has a great history here and we have 125 companies resident with us in Suffolk. We are only an hour away from London and the UEA and the Norwich Research Park, so there is this triangle of connectivity and you are right in the heart of major research and development for the ICT industry.”

Kieran Miles, founder of Norwich-based urban sports clothing company Duco, said: “Times have changed and only those stuck in the past care what our postcode is. We’re operating in the age of globalisation with customers and suppliers across the world. We attract incredible staff who share our values, inspire customers who care about our products and we even kit out the GB Climbing Team from one of the flattest parts of the world. The opportunity is unlimited here.”

To find out more, visit norfolksuffolkunlimited.co.uk

Workplace expert, Acas East of England, has published new advice today for university students who plan to work part-time after they start university. Fresher’s Week begins at the University of East Anglia this week but once the festivities finish, many students may consider taking a part-time job to help with their expenses while they study.

Susan Clews, Acas Chief Executive, said:”Fresher’s Week is a brilliant opportunity for students to meet new people, take part in various social activities and get settled into their new university life. Once the festivities are over, there will be students who decide to work part-time to help with living expenses. A lot of these jobs are likely to be casual, gig working or zero hours contracts. Whatever type of work it is, Acas can help with free advice and guidance to help students get the most out of work and make sure they know their rights.”

New Acas’ guidance gives some essential top tips on what to expect from a pay packet, what to wear and what kind of rights you can get from various jobs that involve part-time working, gig working or zero hours contracts. Top tips include:

• Part-time workers receive Holidays based on the hours worked, comparable to full-timers. This must be detailed in your employment contract. Check with your manager if you have questions.
• Zero hours workers are entitled to annual leave, the National Minimum Wage and National Living Wage in the same way as regular workers
• Gig work usually means you are paid for the amount of ‘gigs’ you do which might be anything from delivering food to handing out marketing samples. But some gig work is self-employed, which does not entitle you to some basic workplace rights such as paid time off work.
• You may be asked to wear a uniform or the workplace may have a certain Dress code that is expected, this should be in your contract and explained to you before you start.
• You should expect an induction when you’re welcomed into a new organisation. This should include explaining your duties and introducing you to the rest of your team. If you’re not sure how to do something or why you’re doing it then ask your supervisor or a colleague.

For the full advice go to www.acas.org.uk/WorkingStudents

Acas also has advice for employers on employing young and new workers and settling them into the workplace.

Sustainable travel and car-sharing market-leaders, Liftshare, have announced a new partnership with innovative smart parking and intelligent mobility pioneers AppyWay.

The pair will develop new technology solutions that will enable large employers to both better manage their corporate car parking assets and deliver sustainable travel outcomes by driving greater adoption of car-sharing by employees for their daily commute.

For companies struggling with managing the demand for car parking spaces, a car-sharing scheme for employees to share the journey to and from work can deliver significant results. Liftshare saves it’s 700 clients over £20 million per year in parking costs, reducing the amount of spaces and land required to be leased.

Through a new integration with AppyWay’s smart car park solution, companies are now able to supercharge adoption of car-sharing through greater visibility and real-time availability parking bays and by allocating premium parking spaces, like those nearest to the office, exclusively for users of Liftshare.

Smart bay sensors, provided as part of AppyWay’s car park solutions suite, enable real-time availability of spaces to be visualised in their award-winning AppyParking mobile app, helping employees save time and reduce the miles driven finding parking on site.  Through their analytics tool, Insights, facilities teams are presented with the full demand lifecycle for parking, enabling data-driven decisions for how to optimise their assets.

The integration between Liftshare and AppyWay provides full visibility of bay usage for companies and enables real-time management of car-sharing only spaces, with verified Liftshare users pairing with the sensors in each bay. Liftshare for Work provides companies with a bespoke, branded car sharing platform for their staff to use to enable sharing. The dashboard records all of the data, so reports can be generated on real-time figures for CO2 reduction, amount of miles saved, and monetary savings by staff who cut their costs by 50%, just by sharing with colleagues.

Liftshare CEO, Ali Clabburn, said of the collaboration, “We’re very excited to be working with AppyWay. Innovation is in our DNA here at Liftshare and we’re constantly striving to offer our clients the best possible solution to encourage people to travel more sustainably. The opportunity to collaborate with companies like AppyWay means that clients get a well thought through, integrated solution that supports their goals and objectives when it comes to managing their car parks. Our goal of taking 1 billion miles off UK roads by 2020 is even more achievable when we work with others to share our vision.”

Dan Hubert, Founder and CEO of AppyWay added, “As cities and towns look for the means to tackle congestion and lower emissions, it’s important not to forget large companies and their workforce contribute to the challenge. We’re thrilled that through our collaboration with Liftshare, we can support companies with their sustainable transport goals and drive greater adoption of car-sharing, in addition to helping them optimise their parking assets and offer better experiences for their employees.”

Community projects have until 27th September 2019 to apply to the Victory Housing Trust Community Fund.

Community projects have just days left to apply for a share of £15k in funding.

The investment, which has been made available through the Victory Housing Trust Community Fund, is inviting applications of up to £5k until 27th September.

The fund was set up in 2008 to improve people’s lives in the local communities where Victory operates, which is mainly in north Norfolk. Since then more than £500,000 has been given out in 174 grants to charities, community and voluntary groups, parish and town councils and not for profit groups.

Key is that applications must involve or have the potential to involve Victory residents.  The funding can be used to meet different needs such as for capital projects, venue hire, equipment, start-up expenses, and training across themes such as health and wellbeing, promoting community cohesion and tackling disadvantage.

Applications will be assessed by a panel of Victory residents supported by Norfolk Community Foundation which administers the fund on Victory’s behalf.

Lisa Collen, Interim Managing Director of Victory Housing Trust explained: “This is a great opportunity for community projects to benefit from funding which could help them to achieve their goals.

“The fund has made a big difference over the last decade, with many great causes receiving investment. We are looking forward to supporting even more activities through this latest round of funding.”

Applications for grants can be made by any organisation or group established for charitable purposes, provided there is a formal structure which allows for monitoring of activity and feedback – official charitable status is not necessary.

Anyone wishing to find out more and apply can do so by 27th September via the Norfolk Community Foundation website: https://www.norfolkfoundation.com/funding-support/grants/groups/victory-housing-trust-community-fund/

Big Fish Little Fish award winning family rave!

Legends of Moving Shadow JMJ, Richie + Trax will be playing (grown up) old school classics for the family ravers! Live Percussionist Paul Fistfunk Crowley will also be taking to the stage. Join us on Sunday 17 November, 2019 from 14:00 at Epic Studio, Norwich.

The event will feature themed crafts, rave dancing stilt walker (from Twisted Bliss), giant balloons, glitter cannons, bubble machine, snow machine, amazing lighting (no strobes), vegan cake stall. face painting stall and the BFLF famous parachute dance.

Theme `Space Is The Place` (Fancy dress optional but encouraged) 2014 – 2019 Best Family Event – National Family Arts Festival Awards’ Family fun for the post-rave generation of parents. Helping parents be responsibly irresponsible since 2013. ‘Best day of my life’ – 6-year-old BFLF attendee ‘Makes me glad I had children’ – BFLF regular

For families with younger children (8s and under) though older siblings are welcome. Adults are not admitted unless accompanied by a child. Each event is stewarded and risk assessed in advance. Music is monitored an played at a safe level for younger ears.

DANCE, LAUGH, CRAFT AND GET DAFT – see you on the dance floor Norwich!

IMPORTANT T&Cs: Parents must remain responsible for their children at all times. A max of 3 children per adult. A max of 4 adults per child (and such groups must be pre-approved by emailing

infoeast@bigfishlittlefishevents.co.uk before buying tickets).

Tickets are non-refundable but if anybody with tickets finds they cannot attend a sold-out event please email infoeast@bigfishlittlefishevents.co.uk and BFLF will attempt to put you in touch with people seeking to buy tickets.

Each member of your group must have a ticket, adults £9.00, child £7.00 and pre-walking infants free (but still a require ticket.)

This is a standing/dancing event with limited seating. Please contact us if you have mobility issues.

Please be prepared for the event to be busy – it is a rave!

The event is conducted indoors with limited club lighting(no strobes) as the venue will be quite light , when entering please allow a few minutes for your eyes to adjust. Please no running!

BFLF sets the volume lower than at normal nightclubs. While it is still loud, it is within safe limits for young ears as set out by the World Health Organisation – and it is monitored throughout the event. It’s up to you if you want to bring ear defenders, although most parents don’t. However, if your child is particularly sensitive to noise or if you want them to nap during the event you might want to consider it. –

2-4 Hour Party People

www.bigfishlittlefishevents.co.uk

Passport to Puppetry is at the first stage of an exciting initiative which we hope to grow well beyond our launch critical mass of 25 passports throughout our 40th Anniversary Year, 2019-2020.  Many young people live in financially restricted households or difficult circumstances, unable to afford access to creative cultural experiences which can greatly improve children’s health and well-being, sense of aspiration and ambition.

Together we’ll provide the access to enjoyable creative experiences at no cost to the families in need, passports for whose use your company’s sponsorship will make possible.  10 donations of just £250 will enable 25 passports allowing access to show and workshop events at Norwich Puppet Theatre.  

We are working with leading local charities and services – Break, Benjamin Foundation, Nelson’s Journey and others – to set up safe and secure connections between the families with children we aim to benefit and ourselves.   We are talking to transport providers like Norwich Door2Door to help overcome transport barriers.

Book now for our launch event or call us on 01603 516654, email info@puppettheatre.co.uk to find out more. We welcome Enquiries from charities in the social and children’s care arena as partners to help the right children and families benefit from the scheme.     https://www.norfolkchamber.co.uk/events/be-good-company-norwich-puppet-theatre

Why do we believe we can deliver benefits from this? For 40 years Norwich Puppet Theatre has inspired, entertained and enriched audiences both nationally and internationally, and we are a unique asset in Norwich – one of only three dedicated building based puppet theatres in the country.  Our track record is to champion the ancient, unique and multifaceted art of puppetry, welcoming children, young people, families and adults into a world of imagination and storytelling.  We are a trusted and committed partner providing creative entertainment and skills for everyone, producing high quality puppet shows and workshops.

Latest developments: we are so excited! With the help of Arts Council and local matched funding we have two projects under way.

Beastly Belle is an exciting reimagining of our 2015 Beauty and the Beast show, updated to be able to extend our touring repertoire and featuring as our Christmas 2019 featured show.  https://www.puppettheatre.co.uk/whats-on/puppetry/beastly-belle

Puppets in Libraries is exploring how we can use puppet shows and workshops in local libraries to bring creative experiences and interest in further skills and learning in Norwich’s Millennium, Brundall and Aylsham Local Libraries. The learning and feedback from this we hope to take to a Libraries all over our region!   https://www.puppettheatre.co.uk/media/dContent/uploads/Creative_Learning/Creative_Learning_Programme_2019-20_mail_out.pdf Our work is not just for children! ​Our exciting partner Hocus Pocus gives the lie to any idea the only clowning is in international politics. “Where do you go when you feel low? How do you cope when your negative thoughts begin to spiral? What do you do when the blues turn black? Could it be that laughter really is the best medicine?”. In a takeover of our lovely venue, Hocus Pocus offer an exciting immersive experience with their Fun Clinic for 16+.  https://www.puppettheatre.co.uk/whats-on/puppetry/fun-clinic For general information and programme bookings, check out https://www.puppettheatre.co.uk/whats-on

Abate introduces the RatMat, an innovative, humane and cost-effective solution to protect property and assets from rodents.

Using the principles of an electric fence, the RatMat tiles can be used as a long term solution to prevent rats and mice causing expensive damage to property such as motor vehicles. The RatMat is safe, scalable and transportable and doubles as a hardwearing floor surface.

The main safety feature of the RatMat is the low energy pulse it uses. This is dramatically less powerful than a standard electric fence.

At Abate Pest Management, we see this as an ideal solution for two areas, which have proven to be very costly after rodent infestations.

RatMat for Vehicles

Your dream car sits in the garage just waiting for you to get behind the wheel and take it out for a spin. Whether you have put many hours work into your car or you’ve had the opportunity to buy the car of your dreams, all you can think of is the pleasure you’re going to get when you sit behind the steering wheel.

But unfortunately, you have also got to be aware of the pain you might suffer if your car is damaged by rodents. Rodents can chew wires, hoses, plastic panels, and other car parts to make nesting materials, turning your dream car into an expensive nightmare!

RatMat, not just for cars, it’s also a perfect solution to protect farm machinery such as combine harvesters, balers, sprayers and tractor units.

The one-off purchase of a RatMat will protect your vehicle for years to come – preventing damage which can cost many thousands.

RatMat for Warehouses

The entrance to a warehouse can be the perfect front door to nearby rodents. If your logistics operation has roller shutters or high-speed roll-up doors which are left open for any given time, you may be inviting rodents into your warehouse. With RatMat, we can prevent this occurring by installing a system at the warehouse entrance points. This is an ideal solution for BRC audited premises and any logistics operations within the food chain. It will certainly keep warehouse rodent free, even if the doors are open (subjeHomect to other standard proofing measures in place).

Frequently Asked Questions

HOW DOES RATMAT WORK? Using the principles of an electric fence, the RatMat can be used as a long term solution to prevent rats and mice causing expensive damage to property and assets such as motor vehicles.

IS RATMAT SAFE? The main safety feature of the RatMat is the low energy pulse it uses, which is effective in repelling small animals.

WHERE CAN I INSTALL RATMAT? RatMat can be used indoors and outdoors on a hard surface.

IS RATMAT A FRAGILE SURFACE? RatMat doubles as a hard-wearing floor surface. The flooring can be swept, vacuumed and pressure washed (always ensure that RatMat is turned off first!).

DO I NEED TO SCREW RATMAT DOWN? If you are driving vehicles onto the mat regularly, it can be screwed down to prevent slippage/damage.

HOW CLOSE DOES THE RODENT NEED TO BE TO BE REPELLED? The box is able to deliver a shock more than 25m from the source in ideal conditions.

WHAT CAN I USE RATMAT TO PROTECT? RatMat can be used to protect cars, motorcycles, machinery, dust bin lorries, combine harvesters and many other vehicles. It can also be used as a barrier on the entrance of garages or as a barrier product for quarantining parts.

HOW MUCH DOES IT COST? Just request a free site survey and Abate Pest Management will provide a no obligation quote. Get in touch via sales@abateltd.co.uk or call 0800 980 9767.

IS THERE A VIDEO OF THE PRODUCT? Yes, follow these links https://youtu.be/MPEwAYzuy7Q and https://youtu.be/hieTaNsdeD0

Hairsmiths have opened a new salon on Timeberhill in the centre of Norwich. To celebrate the launch of their new salon they are offering Chamber Members an introductory 20% off styling. This is valid only on Thursday’s and Saturdays.

To view the amazing salon see here and call 01603 305555 for bookings! 

This month (September 2019) Google is implementing changes to the information and statistics available when managing Google Ads campaigns (otherwise known as PPC, Pay-Per-Click or Paid Search).

One of the most significant is the removal of ‘Average Position’. It’s important to ensure the digital agency or individual managing your campaign is aware and understands the potential impact.

What’s Changing?

Google announced that the Average Position metric will be officially ‘retired’ on Monday 30th September.

Where your business or organisation’s ad appears on Google’s search engine results page (SERP) is dependent on your Ad Rank. Ad Rank is determined by your ad’s Quality Score and how much you bid per click, impression or conversion. Broadly, your Quality Score depends on how well your advert and website landing page relate to the keyword (the search term entered into Google).

Until now, Google Ads (formally known as Google AdWords) has provided a statistic called Average Position for each advert. It details where your ad appears relative to others. For example, an Average Position of 1 indicates your ad is always the first on the search engine results page. An average position of 3 indicates there are typically two ads which appear before it.

As the way paid search results and organic search results are displayed can vary, Average Position indicates how your ad compares to others, rather than its absolute position on the page. Though positions 1 to 3 are often at the top of the page (above the organic results) and positions 4-7 are at the bottom, this is increasingly not the case!

From 30th September 2019, Average Position is being removed and more focus is being placed on four new metrics introduced in November 2018:

1. ‘Top Impression Rate’ details the percentage of impressions of your advert that appear above organic results at the top of the page
2. ‘Absolute Top Impression’ details the percentage of total impressions that appear at the very top of the page
3. ‘Top Impression Share’ details the frequency with which your ad appears in search results at the top of page relative to the number of times it could feasibly appear. It may not appear 100% of the time due to a limited budget.
4. ‘Absolute Top Impression Share’ details the frequency with which your ad appears at the very top of search results, compared with the total number of opportunities to do so. Again, this may be limited by budget.

What Does It Mean for Your Campaign?

Assuming your PPC manager is aware, they will need to understand the changes and potentially revise their strategy.

Many campaign managers use Average Position a help them set the level they are willing to bid for an impression, click or conversion, for a given keyword. For example, though position 1 is typically at the top of the page, some statistics (especially for desktop computers) indicate adverts in position 3 are more likely to be clicked. A campaign manager may establish your campaign to target position 3 as the necessary bids are lower.

However, following September, this tactic will no longer work and managers will need to interpret the four new metrics and set objectives to match.

Google believes that Average Position is an unreliable measure and does not accurately indicate where your adverts appear. However, some PPC experts believe Google’s change is part of a long-term strategy to encourage more campaign automation; a move many believe gives Google too much control and increases costs.

Regardless, even effective automation is dependent on setting the right goals and needs thorough knowledge of your business, customers and objectives. The four new metrics also require thorough understanding and increase the importance of proactive, human and common-sense management.

Our Approach

At Full Mix Marketing, we’ve long been fans of Average Position but began the transition to the new metrics some months ago.  Though complex, they do indeed provide more accurate information with which to boost results and reduce costs.

Many clients have come to us with campaigns which have been previously been delegate to automation and other software by digital marketing agencies. Whilst we can often see why this has identified certain keywords, created certain ads or established certain bids; the results often lack true understanding of what users actively search to find your products and services. We deliver a much more proactive and human approach to get more from your budget.

Google announced that average position will officially retire on Monday 30th September. If your PPC manager isn’t aware, contact us. https://fullmixmarketing.co.uk/digital-marketing/

Technology skills wil be Technology skills will be at a premium, people will work anywhere, and firms will recruit talent to design work which will be done by machines in future, as companies adapt to meet the demands and needs of a changing world.

These are just some of the findings of Flagship Group who are spearheading an initiative to become a future-ready employer.

Led by Victory Housing Managing Director and Flagship Group Director of People and Workplaces Lisa Collen and Director of IT Matt Brazier, the project is underpinned by extensive research including a comprehensive review of Flagship’s customer experience.

Lisa Collen explained: “We know that the world of work is changing and we are keen to stay ahead of the curve to help us to adapt and attract and retain the best talent. Already we have made great progress in becoming an employer which meets the needs of both our people and our customers, not least with the introduction of agile working to offer a truly flexible role.”

Flagship’s research found that in the world of work of the future:

• There will be a move away from people doing the work to machines doing the work, with companies hiring talented people to design the product and process;
• When it comes to recruiting talent, technology skills alongside resilience, communication skills, adapting to change, problem solving and multi-tasking abilities will become more important;
• The development of existing talent will be crucial, and technology skills, in particular will be at a premium;
• People will work anywhere and the office environment will become a place to meet and share ideas;
• People will pursue project and portfolio-based careers, with more self-employed and freelance workers, and crucially,
• People will want an employee experience shaped to suit them individually.

Lisa said: “In the future, there will be greater competition for talent as employers seek skills to design rather than do the work, the delivery of which will become more automated. As employers, we need to recognise this trend and upskill our people accordingly.

“We also need to recognise that the traditional model of working is not going to be effective. With increased flexibility and the changing needs of business, work will become what we do and not where we go.”

The project has also identified some key areas where employers need to consider taking action. This includes:

• Modernising and adapting offices to support flexibility;
• Relaxing dress code;
• Developing policies and procedures which empower the modern company;
• Providing agile working;
• Focusing on a wellness offer for staff;
• Providing flexible benefits;
• Offering learning and development which meets the company’s needs in future, not least with the provision of much in demand technical skills.

And, Flagship are placing their future employees at the heart of the project with the establishment of a working group which brings together a number of aspiring leaders to translate the research into an action plan for the Group.

Lisa explained: “We are empowering this group of staff to help to shape Flagship into the employer of tomorrow. We know that Flagship is an employer of choice for today, and we want to ensure that we continue to be so in the changing years to come.”

Flagship will share its findings on Tuesday 17th September, as Deputy CEO Helen Walsham speaks at a major conference on the future of work.