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DARREN SHAKESPEAREPortfolio Print / Digital / Branding

PARCRe-brand + redesign

01/Website

Silicon Valley based PARC are the creators of the first ever handheld Mouse, the first ever Graphical User Interface (GUI), Ethernet technology and the Laser Printer but, you would never know by looking at their old website design.

With no fundamental brand style, I was tasked with devising a look an feel for the new PARC.com website that could translate in forming the PARC brand identity off-line.

The website design intentionally brings focus back to PARC as being tech innovators by showcasing the people behind the scenes.

I directed the photography and iconography style, presented new fonts + heirarchy and designed all master web pages over a 6mth period.

www.parc.com

PARCRe-brand + redesign

WYNDHAM HOTELSRamada Encore rebrandIMAGENRebrand

Our logo

The Imagen logo is recognisable, contemporary and memorable.

It represents our core area of expertise (video), forward momentum, and Imagen being at the forefront of new developments in the content management landscape.

Usage

Our primary logo should always be the first choice lockup to consider in all use cases. For instances where horizontal space is limited, our vertically aligned secondary logo should be used.

Monotone and white-out logos can be used where the integrity of the full colour logos could be compromised.

Primary logo

Monotone

White-out

Secondary logo Mark

8 _ 52

Imagen brand guidelines Logo

Our logo

The Imagen logo is recognisable, contemporary and memorable.

It represents our core area of expertise (video), forward momentum, and Imagen being at the forefront of new developments in the content management landscape.

Usage

Our primary logo should always be the first choice lockup to consider in all use cases. For instances where horizontal space is limited, our vertically aligned secondary logo should be used.

Monotone and white-out logos can be used where the integrity of the full colour logos could be compromised.

Primary logo

Monotone

White-out

Secondary logo Mark

8 _ 52

Imagen brand guidelines Logo

CorporateNewsroom

Professional Communications

Advanced Media Operations

Advanced Search

Playback AcceleratedFile Delivery

AutomationWorkflows

CorporateNewsroom

Professional Communications

Advanced Media Operations

Advanced Search

Playback AcceleratedFile Delivery

AutomationWorkflows

02/ 03/

02/Master logo design

03/Iconography suite

Imagen are a UK based tech company that provide cloud-based content distribution platform for global media organistions and broadcasters. My involvement in this project was design lead for the full brand redesign which comprised, new mark + logotype, supporting graphic assets, colour palette, font family, iconography design, photography style + treatment plus template designs.


Strapline lockup

Primary lockup.

Clear zone Clear zone

Secondary lockup

Primary The horizontal arrangement is our primary lockup with our strapline.

Secondary The vertical arrangement should be used in instances where the primary lockup is not feasible.

Usage The strapline lockup should be used on all external marketing materials. For graphics and instances where space is very restrictive, use the lockup without our strapline.

Split The business card example across shows the Imagen logo and strapline in split form. In this instance, use of the primary lockup would have appeared too congested on the right-hand side of the card. When these issues arise, the strapline can be split from the logo and aligned to either the left- or the right-side of the Imagen logo. When doing this, the strapline should be aligned to the baseline of the logo.

The height of the strapline and the logotype should always remain equal.

Name Surname Job Title

[email protected]

D. 01954 262 000

M. 0000 000 000

London

16 Kirby Street, London, EC1N 8TS

imagen.io

Logo

13 _ 52

Imagen brand guidelines

ONE:SYSTEMCOMPONENTSImagen’s video management platform comprises core modules designed to deliver an elegant and simple out-of-the-box user experience. Yet it is also highly configurable, so you can organise complex content to meet your specific business purpose.

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System Specifications Imagen

SYSTEMSPECIFICATION

Imagen is an intelligent video management platform that enables sports federations, broadcasters and media owners to protect the past, capture the present and transform the future of video. Our award-winning solution helps you manage content intuitively, so you can win hearts, minds and markets.

Imagen has been at the forefront of content management for over 20 years. Today, our highly versatile video management platform enables media owners to unlock the full potential of video.

With powerful ingest workflows and best-in-class media asset management, using Imagen means benefitting from:

• A convenient and cost-effective way to manage and monetise content, without the need for hardware expenditure and hosting expertise

• Smart media management and control to truly exploit the commercial value of video across the content lifecycle

• Intelligent video management for content transparency

• Audience insights to increase the value and efficiency of managing content at scale

Imagen delivers premium performance for premium content – allowing end users to search large video libraries in seconds, playback proxies, create edits, run workflows and download high resolution video.

Imagen is trusted to manage media by a gold standard client portfolio, including ATP Media, Premier League, the Ministry of Defence, Press Association, and IMG, part of Endeavor. We help organisations like these to protect the assets they hold, and promote the content they create, unlocking value from brand to bottom line through a secure, scalable, highly customisable web platform.

Imagen seeks to democratise video management by leveraging a virtualised, software-based infrastructure and public cloud storage to deliver a highly scalable solution that is within the budget of any size organisation.

Awarded Global Digital Asset Management Entrepreneurial Company 2015 by Frost and Sullivan, Imagen takes the cost and complexity out of video management by pioneering an innovative Opex, cloud-based architecture.

The Imagen software is continually evolving with a highly focused and skilled development team, robust process of management and quality control. The software adopts best practices in maintaining currency with technical advances with a flexible architecture and open API’s.

Responding to rapid changes in video consumption trends and the proliferation of connected devices, Imagen’s roadmap is based on continual, expertly executed innovation – optimising the end user experience for a wide range of B2B and consumer audiences.

ABOUT IMAGEN CONTINUAL INNOVATION

Best in class digital preservation and online access for video, images, audio and documents. Protect the past and capture the present with content that is secure and easy to access.

Imagen is ready to take secure payment from your customers and the payment is made directly to you – the content owner.

Elegant and intuitive web interfaces for easy search and retrieval via a branded website. Play, edit, download and share your media.

Customers, staff, public or private, Imagen gives you full control over who can access your content and what they can do with it. Alleviate content chaos in your organisation.

MANAGE YOUR MEDIA – LONG TERM

B2B LICENSING AND B2C SVOD

SEARCHABLE AND CUSTOMISABLE

CONTROLLED ACCESS

Speed to market, choice and ease of management and access are critical to maximising the value of your content. Imagen protects your media and connects your content with fans and commercial partners around the world – increasing ROI and unlocking the value in near-live and legacy video libraries.

Imagen helps production companies to commercialise and distribute their programme libraries more efficiently via a highly secure, self-serve B2B content portal. Manage media operations from one powerful video management platform; license content and deliver broadcast quality files to partners and key customers faster than ever before.

Imagen provides self-service access to large libraries of HD corporate media assets through a branded web-based platform. With a premium experience for staff, customers, partners and PR teams, your business can extract the greatest value from your media assets and increase the coverage.

IMAGEN FOR MEDIA IMAGEN FOR SPORT IMAGEN FOR ENTERPRISE

LEARN MORE ABOUT OUR ADVANCED VIDEO MANAGEMENT PLATFORM

26 _ 28

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ONE:SYSTEMCOMPONENTSImagen’s video management platform comprises core modules designed to deliver an elegant and simple out-of-the-box user experience. Yet it is also highly configurable, so you can organise complex content to meet your specific business purpose.

4 _ 28

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IMAGEN MEDIACONTROL CENTRETHE IMAGEN MEDIA CONTROL CENTRE (MCC) IS THE PROCESSING ENGINE AND THE CENTRAL POINT THROUGH WHICH ALL MODULES COMMUNICATE WITH THE DATABASE. YOUR SYSTEM COMES PRE-CONFIGURED WITH A BASIC DATABASE AND WORKFLOWS FOR DESCRIBING YOUR CONTENT AND INGESTING MEDIA.

Through an intuitive web administration portal, you can add, edit or remove database fields; set default user access permissions and design sophisticated media workflows. MCC also has an extensive API to allow integration with third party systems or extension through custom applications.

Full documentation can be found atwww.developers.imagenevp.com

WORKFLOW MANAGER

A workflow describes the business and technical processes within the system. Imagen’s flexibility is derived from its ability to make as many workflows as needed to suit evolving operational requirements.

Workflows can be created and modified using a “drag and drop” graphical interface, setting the parameters for each stage. In this way it is very simple to respond to changing video formats, including the need to add logos, timecodes or metadata.

Imagen can be configured to automate file ingest and transcode or media can be directly uploaded via the Imagen Web interface.

StorageService manages the storage andretrieval of assets for the media archive.

Any original assets or subsequent renditions created within Imagen are assigned a UMID (Unique Media ID) when the asset is stored. The UMID is used for all subsequent media access, providing storage vendor independent uniform access to your content.

StorageService also provides advanced replication features to ensure you have more than one copy of your critical media files (subject to additional licencing costs), and for peace of mind, file integrity checksums of all stored material. A simple interface allows you to direct different media profiles to storage paths on your network to optimize effective use of your available storage.

STORAGESERVICE

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LIBERTY GLOBAL‘Live the journey’ Campaign

01/Logo


02/Social media + Broadcast stills


03/Poster design

OCTOPUS GROUPDigital marketing campaign

01/Website

An Octopus Group promotional website that pokes fun at the digital marketing methods of yester-year. From the 90’s to present day, the site looks to highlight the mistakes that were previously considered ‘best-practise’ in a very light-hearted and humourous way.

www.octopusgrp.com/a-short-history-of-b2b-marketing/

Rebrand for creative agency, Hamilton-Brown. The brief was to develop a visual identity that would convey a sense of fluidity and movement, that would help to dispell the perception of Hamilton-Brown being soley a print based design agency.

HAMILTON-BROWNRe-brand

01/Logo design


02/Stationery


We are always challenged by our clients to be innovative and to push boundaries. Our new identity allows us to demonstrate this flexibility and show our creative thinking.

The Hamilton-Brown logotype and HB ident can work together or in isolation.

When used together, follow the spacing guidelines or use the constructed version of the logo + logotype lockup.

The logotype is the only element within our identity that should be used in conjunction with a specific colour palette for standard print and onscreen applications.

1.1 Our identity... is free thinking.

Our values

Our logo

Our identity

Our usage

Our palette

Our type

Our brand

60% Black

White

100% Black

The Corner Building T.+44 (0)20 7778 782091-93 Farringdon Road E. [email protected]

As a growing business, it is important to have a common goal, underpinned by a central philosophy. Our core values have been developed to help shape our culture and the way we do business, they help us make decisions and guide us on how we do everything.

Our values.

hamilton-brown.com

Bi-annualReview meeting Period: 1 Jan - 30 June 2016

ClientName goes here

Date:14 July 2016

03/Materials

Highlights, statistics and our continued promise to you. HAM100025

Three month reviewNHS England

ContactCarl de Beer

Date:1 August 2016


Working with us. HAM100025

New clientAllen & Overy LLP

ContactCarl de Beer

Date:1 July 2016


TRAVELEXTravelex Business rebrand

01/Logo

New service rename + logo

Restricted space version

Old service logo New sub-services

Travelex needed to relaunch their Currency Solutions platform. We were tasked to rename and create a new identity that had was in keeping with the Travelex parent brand but also had the flexibility to form a suite of product logos.

As part of the brand update, we created new concept imagery, a refreshed colour pallete and a more engaging typography style.

Travelex Business.BRAND GUIDELINES

Travelex Business LogoVariations

Primary logoThe Travelex Business primary logo should be used wherever possible. In special circumstances, a specially adapted monochrome version can be used.

Monochrome whiteThe Travelex Business white monochrome logo can be used in special circumstances such as branded collateral with a dark surface.

Monochrome blackThe Travelex Business black monochrome logo can be used in special circumstances such as branded collateral with a light surface. The Travelex Blue may also be used.

Travelex Business Brand Guidelines 5

1 — Logo Usage

2 — Colour Palette

3 — Typography

4 — Business Products

5 — Design Assets

Home and Contents

Logo UsageSizes and Margins

On occasion it may be necessary to use the ‘wordmark’ version of our logo. In such cases, we have a dedicated logo file that uses only the wording or ‘wordmark’ element of the primary business logo. This can be used in 3 colour options: black, white and the Travelex blue.

The logo itself must never appear smallerthan 30mm (print), or 100px (digital).

An example usage of the wordmark may be on collateral items such as a Travelex branded pen, where available space is limited.

X

X

X

X

Minimum usage size30mm (print)

Minimum usage size100px (digital)


Logo UsageSizes and Margins

The Travelex monochrome logo utilises an inner stroke to maintain the form of its frame. The same margin must be taken into account when using the logo. When appearing next to other logos, copy, or other visual elements, a minimum space equivalent to the height of x2 the ‘‘x’ must be taken into account.

The logo itself must never appear smallerthan 30mm (print), or 120px (digital).

2X

2X

2X

2X

X

Minimum usage size30mm (print)

Minimum usage size120px (digital)


Travelex BusinessProduct Colours

Above are the Travelex Business primary colours, along with each product’s respective accent colour. Illustrated are the various tints which can be used. Multiple product accent colours should never be used together as this may cause confusion within the product segment.

90% 90% 90% 90% 90% 90%

75% 75% 75% 75% 75% 75%

50% 50% 50% 50% 50% 50%

25% 25% 25% 25% 25% 25%

CMYK 47 | 80 | 31 | 0

RGB 167 | 201 | 106

HEX A7C96A

CMYK 60 | 55 | 0 | 0

RGB 252 | 97 | 112

HEX FC6170

CMYK 72 | 7 | 30 | 0

RGB 46 | 173 | 183

HEX 2EADB7

CMYK 44 | 29 | 25 | 6

RGB 125 | 135 | 146

HEX 7D8792

Travelex BusinessTravelex Blue Travelex Cash Travelex Pay Travelex Cloud Travelex Digital

CMYK 7 | 94 | 82 | 1

RGB 218 | 41 | 47

HEX DA292F

CMYK 96 | 86 | 41 | 46

RGB 33 | 38 | 68

HEX 212644


TRAVELEXTravelex Business rebrand

02/Brand guidelines + Website

www.travelex-business.com

WYNDHAM HOTELSRamada Encore rebrand

WYNDHAM HOTELSRamada Encore rebrandWYNDHAM HOTELSRamada Encore rebrand

01/Logo design

Wyndham Hotel’s Ramada Encore brand was overdue for a complete branding overhaul. After lengthy strategy + creative workshops the task of designing the new visual identity was my responsibility. The brief was unusual but, the result is a visual identity and logo design that is strong and robust enough to withstand the frequent challenges with brand consistency that similar franchise brands face in this industry.

Logo

Ramada Encore Brand Guidelines

Prepared by Octopus Group

4 / 37Rev: Final

©2018 Wyndham Hotels and Resorts, LLC. All rights reserved.

The elements

The complete Ramada Encore logo is made up of four individual elements:

[A] Mark [B] Logotype [C] Brand group [D] Endorsement

C

B

D

A

The Encore mark

The mark aims to reflect a continual movement of rotation through the letter ‘E’. The rotational shapes that form the mark illustrate the definition of ‘encore’ that means again/repeat.

Through the shape of the ’E’, the lines of motion and colour aim to communicate difference, openness and dynamism.

The three main segments represent the three brand pillars, while also performing as an illustrative reference to the synergy of the ‘Guest’, ‘Hotel’ and ‘Service’ exchange.

These elements have been arranged to form two lock-up formats that emphasised clarity, unison and cohesion.

Logo

Ramada Encore Brand Guidelines

Prepared by Octopus Group

4 / 37Rev: Final

©2018 Wyndham Hotels and Resorts, LLC. All rights reserved.

The elements

The complete Ramada Encore logo is made up of four individual elements:

[A] Mark [B] Logotype [C] Brand group [D] Endorsement

C

B

D

A

The Encore mark

The mark aims to reflect a continual movement of rotation through the letter ‘E’. The rotational shapes that form the mark illustrate the definition of ‘encore’ that means again/repeat.

Through the shape of the ’E’, the lines of motion and colour aim to communicate difference, openness and dynamism.

The three main segments represent the three brand pillars, while also performing as an illustrative reference to the synergy of the ‘Guest’, ‘Hotel’ and ‘Service’ exchange.

These elements have been arranged to form two lock-up formats that emphasised clarity, unison and cohesion.

Logos: LocationsLogos: Locations

WYNDHAM HOTELSRamada Encore rebrandWYNDHAM HOTELSRamada Encore rebrand

CBRE22 Bishopsgate

01/Development brochure – slipcase

Identity and brochure design for prestigious Central London developement 22 Bishopsgate. CBRE wanted to produce a piece of literature that could ‘stand up’ to the premium feel and wow-factor of the actual development. I worked with a print company to pioneer a new intricate print technique that allowed us to produce a wooden hinge – which was based on a key design feature within the building.

CBRE22 Bishopsgate

02/Development brochure

CBRE22 Bishopsgate

03/Development brochure – spreads

10 22 Bishopsgate – Report

HEIGHTS.ALLALLNEWNEW

Introduction

A strategic review of the Group which began following the arrival of new management towards the end of Q3 2014 is ongoing, and the Group is being restructured to position the business for a return to growth.

The quality of the Group’s employees has been refreshed in order to execute the Board’s strategic vision to reposition the company, enabling the provision of a best-in-class foreign exchange trading service, improved technology for clients and employees, a focus on providing the best possible client experience, and enhancing the overall sales service.

The ambition of management and staff is aligned with the Board’s strategic vision in order to drive the Group forward towards a profi table period of sustained growth. When the period of restructuring is complete the business will be fully scalable, allowing the company to start growing abroad.

Business model

London Capital Group Holdings plc operates through its principal subsidiary, London Capital Group Limited. Its core activity is the provision of spread betting and contracts for difference (CFD) products based on fi nancial market products, such as futures, equities and foreign exchange. It provides online trading to private, retail and high net worth and professional clients.

London Capital Group Limited is authorised and regulated by the Financial Conduct Authority (FCA) in London and its parent company London Capital Group Holdings plc is listed on the London Stock Exchange Alternative Investment Market (AIM).

Revenues are generated from the dealing spread – the difference between the buy and sell price of our CFD and spread betting products, commission income, exchange gains and interest.

The Group’s success is driven by providing a high quality service to our customers and offering a variety of fi nancial trading products and platforms. Clients are attracted to us for our value for money, ease of platform navigation, tight dealing spreads and competitive margin requirements, in addition to high levels of customer service.

London Capital Group Holdings plc operates through its principal subsidiary, London Capital Group Limited. Its core activity is the provision of spread betting and contracts for difference (CFD) products based on fi nancial market products, such as futures, equities and foreign exchange. It provides online trading to private, retail and high net worth and professional clients.

London Capital Group Limited is authorised and regulated by the Financial Conduct Authority (FCA) in London and its parent company London Capital Group Holdings plc is listed on the London Stock Exchange Alternative Investment Market (AIM).

Revenues are generated from the dealing spread – the difference between the buy and sell price of our CFD and spread betting products, commission income, exchange gains and interest.

The Group’s success is driven by providing a high quality service to our customers and offering a variety of fi nancial trading products and platforms. Clients are attracted to us for our value for money, ease of platform navigation, tight dealing spreads and competitive margin requirements, in addition to high levels of customer service.

MANAGEMENTSubtitle

11

HEIGHTS.ALLALLNEWNEW

TWENTYTWO

6 22 Bishopsgate – Report

Title goes here

The quality of the Group’s employees has been refreshed in order to execute the Board’s strategic vision to reposition the company, enabling the provision of a best-in-class foreign exchange trading service, improved technology for clients and employees, a focus on providing the best possible client experience, and enhancing the overall sales service.


Image caption

Board’s strategic vision to reposition the company, enabling the provision of a best-in-class foreign enhancing the overall sales service.

Image caption

Board’s strategic vision to reposition the company, enabling the provision of a best-in-class foreign enhancing the overall sales service.

DESIGNEntry

7

Title goes here

The quality of the Group’s employees has been refreshed in order to execute the Board’s strategic vision to reposition the company, enabling the provision of a best-in-class foreign exchange trading service, improved technology for clients and employees, a focus on providing the best possible client experience, and enhancing the overall sales service. The ambition of management and staff is aligned with the Board’s strategic vision in order to drive the Group forward towards a profi table period of sustained growth. When the period of restructuring is complete the business will be fully scalable, allowing the company to start growing abroad.



The ambition of management and staff is aligned with the Board’s strategic vision in order to drive the Group forward towards a profi table period of sustained growth. When the period of restructuring is complete the business will be fully scalable, allowing the company to start growing abroad. The ambition of management and staff is aligned with the Board’s strategic vision in order to drive the Group forward towards a profi table period of sustained growth. When the period of restructuring is complete the business will be fully scalable, allowing the company to start growing abroad.

TWENTYTWO

WYNDHAM HOTELSRamada Encore rebrandSMARTSHEETWithout Smartsheet campaign

01/Animated GIFs

02

01

03 04

A series of four 10 second animated GIFs to emphasise the importance of good planning and utilitising the appropriate tools for the job in-hand. All to bring focus to the versatility of Smartsheet business software solutions.

GIF files were used on Smartsheet’s Twitter + Linkedin accounts.

1. Shot of airport baggage reclaim

LIGHTBULBS TOO HIGH TO REPLACE IN AIRPORT

2. Lights start to blow whilst baggage rolls out. (airfield activity in background

3. Lights continue to blow

Ilustration example based on Smartsheet iconography style.

3

4. “Shambles without Smartsheet” appears once all lights blow

Remember when Heathrow Terminal 5 installed 120,000 lightbulbs so high they got a high-wire walker to replace them? Avoid the circus – use Smartsheet: https://www.smartsheet.com/platform #ShamblesWithoutSmartsheet

Smartsheet - Shambles without Smartsheet storyboard

Tweet Ad Copy@TweetAdCopy

Shambles without Smartsheet

1. Shot of airport baggage reclaim

LIGHTBULBS TOO HIGH TO REPLACE IN AIRPORT

2. Lights start to blow whilst baggage rolls out. (airfield activity in background

3. Lights continue to blow

Ilustration example based on Smartsheet iconography style.

3

4. “Shambles without Smartsheet” appears once all lights blow

Remember when Heathrow Terminal 5 installed 120,000 lightbulbs so high they got a high-wire walker to replace them? Avoid the circus – use Smartsheet: https://www.smartsheet.com/platform #ShamblesWithoutSmartsheet

Smartsheet - Shambles without Smartsheet storyboard

Tweet Ad Copy@TweetAdCopy

Shambles without Smartsheet

HOW ARE WE FUELING THEECONOMIC ENGINE?

BDONew Economy campaign (ongoing)

01/Feature image

The UK’s vote to leave the EU sent shockwaves around the global economy.

Immediately after the referendum result was known, the financial markets were hit hard and sterling fell sharply. Since then markets have started to calm down and volatility is lower. Despite a period of relative calm the Chancellor has been right to warn of the roller-coaster that will accompany the Brexit negotiations (and currency markets are still providing evidence of this). However, focus is now shifting to the impact of long-term growth in the economy and the Government’s negotiating strategy.

The Brexit negotiations will be hugely complicated. David Davis, Secretary of State for Exiting the European Union, has called it: “the most complicated negotiation of all time. By comparison, Schleswig-Holstein is an O-level question.”

It would, therefore, be wrong for this report to second-guess the nuances of the negotiation and attempt to provide complete answers to a complex situation that will be changing on a monthly basis. Instead, this section highlights broad principles that are desirable to help create a ‘new economy’ where businesses are able to seize opportunity wherever in the world it arises while acknowledging the realities of the referendum result.

The UK has a long and proud history as a trading nation. According to the FAME database, the UK economic engine has increased its overseas turnover faster than any other segment over the last year and five years.

In the last year the UK economic engine has grown its overseas turnover by 8% and in the last five years it has grown it by 55%. This compares to an FT350 decline in overseas turnover by 27% last year and a decline of 5% in five years. Small business overseas turnover has declined by 11% in the last year and 25% in five years. In total the UK economic engine accounts for only 1.5% of UK companies but is responsible for one third of the UK’s overseas turnover.

The businesses we speak to have two key concerns which stem from the UK’s decision to leave the EU. Firstly they are concerned that exports and their business interests abroad will suffer as tariff and non-tariff barriers are imposed. Secondly, businesses are concerned about restrictions in their access to global talent and skills. The policies below are designed to address both concerns.

POLICY 17: RETAIN A VARIANT OF EU FINANCIAL SERVICES PASSPORTINGFinancial service passports, which were introduced in 1993, give UK banks, insurers and asset managers the right to sell their services freely across the rest of the EU and give firms based in Europe unfettered access to Britain. They have enabled London to develop into a financial hub, with many companies from the US, Asia and elsewhere basing their European operations in the City and relying on passports to access the rest of the EU. According to the Treasury Select Committee nearly 5,500 UK-registered firms depend on passports to do business in the rest of the EU and another 8,000 European companies rely on passports to offer services in Britain.

The alternatives, such as equivalence, will not provide the same access. They only allow a much narrower range of services, more limited rights and can be withdrawn at short notice.

While leaving the EU single market is likely to render it difficult to keep financial passporting (as it currently exists) in place, the UK government must work hard during its negotiations to ensure some variant of passporting can remain. We agree with TheCityUK that it is important for the UK Government to reach a detailed agreement that provides market access to a wide spectrum of financial products and services without the need for businesses to establish a commercial presence in both markets. This would mean the UK and EU 27 agreeing to mutual recognition of regulatory regimes going beyond current equivalence which can only be changed by formal agreement.

London provides a financial eco-system established over many decades which is difficult to replicate elsewhere. Given its importance and its reputation as a trusted and innovative place to do business, we believe that it is in the economic interests of the EU 27 and the UK to reach a bespoke agreement.

3. How do we ensure open andsimple access to world markets and global talent?

Following the referendum we asked 400 of our clients – all representing high-growth entrepreneurial businesses – for their views on Brexit and the impact upon their business.

Over 80% believe that the UK decision to leave the EU will damage their prospects. There was almost unanimous agreement from the businesses surveyed to retain access to the single market as part of its negotiations.

90% of the firms surveyed want to retain tariff-free access to Europe for their goods and services.

However, there was genuine optimism for the long term, with two thirds (65%) of businesses saying they will continue to invest during the next two years and 60% of respondents still predicting positive growth in the next 12 months, short-term prospects are also looking good.

65% TO INVEST DURING

THE NEXT TWO YEARS

80%+ BELIEVE THAT BREXIT WILL DAMAGE THEIR PROSPECTS

60% PREDICTING POSITIVE GROWTH IN THE NEXT 12 MONTHS

90% WANT TO RETAIN TARIFF FREE ACCESS

IN FOCUSTHE REACTION OF THE UK ECONOMIC ENGINE TO THE EU REFERENDUM

OVERVIEW The UK has a long and proud history as a trading nation. The UK’s vote to leave the EU will change the way Britain does business with foreign markets. It is important that UK businesses are given the practical support needed to continue trading abroad regardless of the outcome of Brexit negotiations. The UK must ensure that it retains open and simple access to world markets and global talent but how is this best achieved?

31WHERE NEXT? A NEW ECONOMY30 WHERE NEXT? A NEW ECONOMY

1.0 – 1784 THE MECANICAL WEAVING LOOM, WATER AND STEAM POWER

2.0 – 1870 FIRST PRODUCTION LINE

3.0 – 1969 FIRST PROGRAMMABLE

LOGIC CONTROLLER (PLC)

4.0 – TODAY BASED ON

CYBER-PHYSICAL SYSTEMS

Imag

e: Z

ebra

Tech

nolo

gies

(4.0

– T

OD

AY )

POLICY 12: ENCOURAGE INNOVATION AND DIGITISATION AND PROVIDE FUNDING TO IMPLEMENT INDUSTRY 4.0 PROCESSESThe pace of change towards more automation, digitisation and Industry 4.0 (fourth industrial revolution) processes over the next five to 10 years will be rapid and UK manufacturers will need to change how they do business to cope with the new digitised environment. The drive towards automation will require education and investment to keep pace with global competitors and meet the increasing demands of consumers.

Industry 4.0 brings together industrial production and network connectivity with the Internet of Things. Core to embedding Industry 4.0 is a strong infrastructure and reliable internet/broadband connections. The Government’s commitment of £1bn investment in full-fibre broadband and trialling 5G networks is a positive start.

Similarly the Government’s increase in research and development funding for both universities and businesses for R&D projects provides a platform to allow businesses to innovate and develop new products and processes.

Britain’s historic strengths in manufacturing, innovation, design and service, as well as the significant potential that the move to more automated manufacturing offers, should be supported and developed as key foundations for a successful and well-balanced UK economy. The Government should make available a dedicated Industry 4.0 fund to support investment and encourage the adoption of Industry 4.0 processes. The fund would be in the form of grants or loans.

BDO’s Industry 4.0 Report found that only 8% of UK manufacturers surveyed have a significant understanding of Industry 4.0 processes despite 59% recognising that the fourth industrial revolution will have a big impact on the sector. Funding for Innovate UK (the executive non-departmental public body sponsored by the Department for Business) and HVM Catapult (a Government announced programme to foster innovation in manufacturing) should be increased to allow sufficient resource to educate and advise manufacturers on how Industry 4.0 is developing and how it’s applicable to their business and the benefits this would bring.

POLICY 11: INCREASE THE ANNUAL INVESTMENT ALLOWANCE TO HELP INCREASE PRODUCTIVITYProductive manufacturing needs investment, and government must encourage this in every way possible. We strongly support the steps taken by the Government in this direction by increasing the annual investment allowance (AIA) to £200,000 (and a temporary increase to £500,000), but this is not yet the game-changer we need to unleash manufacturing might.

Government should take the bold step of increasing the annual investment allowance for expenditure on plant and machinery to £5m for five years.

With the progressive reduction in the rates of capital allowances, many businesses are finding that the reward for investing in new capital assets, such as plant and machinery, is no longer a significant incentive. Increasing the AIA to £5m would provide a significant incentive for mid-sized businesses to invest in the capital assets that will drive future growth, and give businesses the confidence to plan ahead.

While there is no single agreed definition, Industry 4.0 is best described as the next phase of digitisation within the manufacturing sector.

The first industrial revolution used water and steam power to mechanise production. The second used electric power to create mass production. The third used electronics and information technology to automate production. And today the manufacturing sector is on the cusp of the fourth industrial revolution driven by a number of technological advances which are blurring the lines between the physical, digital, and biological spheres. These advances include improvements in transferring digital instructions to the physical world through 3D printing, new forms of human-machine interaction (such as touch interfaces and augmented reality) and the huge increase in computing power and data analytics.

2: CREATE SECTOR AND GEOGRAPHIC POWERHOUSES (CONTINUED)

IN FOCUSWHAT IS INDUSTRY 4.0 (THE FOURTH INDUSTRIAL REVOLUTION)?

Source: Daxue Consulting

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02/Report

“ Policymakers need to ensure that the UK has the right plans in place to lessen economic weakness and uncertainty.”Scott Corfe, Head of Macroeconomics, Centre for Economic and Business Research

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Foreword from Scott Corfe Head of Macroeconomics, Centre for Economic and Business Research (CEBR)

The fundamentals of the UK economy are strong and pessimistic forecasts of an immediate recession following the Brexit vote have been proven very wrong.

The UK continues to have one of the lowest rates of unemployment in Europe, and big names such as Google, Facebook and Jaguar Land Rover have committed to creating new jobs in the country. For now, GDP data show key parts of the economy – consumer spending, business investments and exports – all expanding.

However, 2017 will be a year of uncertainty as rising inflation, driven by the weakness of sterling, pushes up business costs and the prices that households face in the shops. This squeeze on profits and consumer spending power is expected to contribute to a halving in economic growth from about 2% in 2016 to just 1% in 2017 – a huge loss of momentum.

Policymakers need to ensure that the UK has the right plans in place to lessen economic weakness and uncertainty in 2017 and beyond. In part this means ensuring that the UK gets the best possible deal following Brexit, with businesses able to trade freely with key markets and able to hire the workers they need from overseas to expand and address skills shortages. Policymakers also need to ensure there is an infrastructure programme that makes the UK economy future-proof and a tax regime that helps draw in investment and top talent from across the world.

There is significant potential for the UK economy to internationalise further and achieve solid export-driven growth over the coming years. Already, the depreciation in the pound seen since the referendum appears to be stimulating exports, as UK goods and services have become more price competitive to overseas buyers. Brexit could serve as a catalyst for the UK economy to focus beyond Europe, building trading relations with faster-growing economies in the East, bringing a host of benefits.

More still needs to be done to spread prosperity across the UK, with vast differences in employment and earnings prospects between regions. Economic growth remains heavily driven by London and the South East. As the Chancellor, Phillip Hammond, has acknowledged, in no other major developed country is the gap in economic activity between the capital and other cities so great. As such, plans to allocate £1.8bn from the Local Growth Fund to the English regions are welcome, as are plans to improve road and rail infrastructure in the North of England. These are steps in the right direction, but more can be done.

Source: Office of National Statistics

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05/Photography

DOES THE WEIGHT OF BREXIT IMPACT GREATLY ON THE ECONOMIC ENGINE?


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NHS ENGLAND / LHCBetter Health for London Collateral

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06Lord Darzi beside our bus

On winning a 3-way pitch battle, Hamilton-Brown were very excited to get stuck into this multi-faceted project. The Lord Darzi initiative ‘London Health Commission’ was established for the sole purpose of researching the physical, social and mental wellbeing of London’s people. The 3yr initiative accrued a wealth of data that needed to be presented to the Mayor of London but also interpreted and used again by the national media. Our task was to humanise the data, design the hard-copy and interactive reports, provide animations, double decker bus wrap and posters

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