Tag Archives: leadership

Accountancy & Accounts, Accounts and Accountancy, Business, Business Finance, Finance and Banking

ACCA sets out how accountancy profession can meet the nature reporting challenge

Report sets out accountant’s vital role in protecting and restoring the natural world

 

​​​Accountants must understand the concepts, principles, challenges and opportunities of nature-related reporting to engage with boards and management on this increasingly vital issue.

 

The global accountancy body ACCA has issued a ​paper Empowering business: navigating nature-related reporting, designed to assist accountants supporting organisations to undertake nature-related reporting and drive meaningful action to tackle the sustainability-related challenges.

 

​​Jessica Bingham, regional policy ​​​l​​​​​​​ead for ACCA​ and the report author, said: “Nature is the foundation for all life on Earth​,​ and our research suggests that an overwhelming number of organisations do not effectively assess and communicate their impacts and dependencies on nature.”

 

Organisations are increasingly disclosing their impacts and dependencies on nature, especially with the advent of the Corporate Sustainability Reporting Directive in Europe. The International Sustainability Standards Board (ISSB) has​ recently announced​ that it plans to carry out ​​research into biodiversity, ecosystems and ecosystem services as part of its work plan over the next two years​, with a view to developing global reporting standards​. ​         ​

 

These changes will require accountants to increase their knowledge in this area. ​A ​​c​ore​ element of ​​reporting ​these ​​matters is​ ​setting out​​ an organisation’s material nature-related impacts, dependencies, risks and opportunities and underpins interconnections between the natural, social and human capitals.

 

The ​key messages in​​​ the report will be discussed by Jessica Bingham at COP16 on biodiversity in Colombia 21 October​ ​-​ ​1 November​, including​​​ a panel discussion with standard setter the Global Reporting Initiative, credit agency S&P and biopharmaceutical company AstraZeneca.   ​​

​

​ACCA’s ​​​​research​, ​​in​ collaboration with​ Glasgow University​,​ found that 95% of the 183 early adopters of ​disclosures recommended by ​The Taskforce on Nature-related Financial Disclosures (TNFD) have policies or commitments to halt and ​reverse​ biodiversity loss.

 

However​,​ only 35% have policies and commitments informed by 2030 and 2050 global diversity frameworks (GBFs). Organisations that are already working with accountants on Task Force on Climate-related Financial Disclosures (TCFD) are giving themselves a head start in developing nature-related reporting​,​​ making themselves more ​resilient​ and managing their impact on nature​.

 

The rise of nature-related reporting is ​an opportunity for individual accountants and the profession across strategic planning, value creation, risk management, regulatory compliance, partnership development and decision making processes.

 

Lloyd Powell, head of ACCA Wales/Cymru, said: “Nature-related reporting is increasingly recognised as an essential component of organisational reporting. The role of accountants in this domain is pivotal in driving sustainable business practices and ensuring long-term financial health and environmental stewardship.”

Accountancy, Accountancy & Accounts, Accounts and Accountancy, Business News, Cardiff, Leadership

Kilsby Williams announces major Partner promotions

Tax and accountancy specialist Kilsby Williams has announced a major enhancement of its leadership team, doubling its partner group to 11 with six new internal promotions to partner.

Lucy Creese, Stuart Evans, Dafydd Ford, Rob Meredith and Kaye Morris have been promoted from within the firm’s fast growing Tax, Growth and Transactions departments, while Huw Sheppard from the Audit, Accountancy and Payroll teams completes the leadership group.

Simon Tee, managing partner at Kilsby Williams, said: “This is an incredibly exciting time for our business and we are proud that we are able to expand our leadership team with six outstanding internal promotions. We have been growing at a fantastic rate over the last few years and the capabilities and ideas our new partners bring will ensure we can continue to do so in the future.”

The announcement coincides with an exciting new brand identity and website.

The brand refresh has seen the firm retain the respected Kilsby Williams name and diamond logo, supported by a fresh colour palette and updated design across its new website with improved functionality, and at its Newport headquarters.

The website’s significant functionality overhaul now offers existing and prospective clients a seamless experience, showcasing the firm’s tax and accountancy expertise, case studies and thought leadership in a more user-friendly way. The new site allows the firm to better interact with its client base of entrepreneurs, local fast growth businesses, and national and international groups.

Simon Tee added: “With the continued use of the Kilsby Williams name, there is a classic feel to the new branding, representing the firm’s determination to stay true to its history and culture. These have been the bedrock of the firm’s success and made us a recognisable, trusted partner to our varied client portfolio for over 30 years.

“Whilst retaining our heritage, we have also developed a modern, forward-thinking new look that fully embraces the firm’s current evolution and growth as the largest independent firm in the region and improves our clients’ experience.”

Established in 1991, Kilsby Williams works with clients locally in south Wales, extending across the UK and globally. Their clients range from sole traders to international quoted groups.

Book Releases, Books, News, Sport

NEW BOOK: ‘Rest. Practise. Perform. What elite sport can teach leaders about sustainable wellbeing and performance’.

‘Rest. Practise. Perform. What elite sport can teach leaders about sustainable wellbeing and performance’ is the new book from Karen Meager and John McLachlan.

The authors take the latest scientific and academic thinking and make it useful and easy to apply for everyone from the leader of an SME to the CEO of a blue-chip corporate.

Whether you grapple with the relentless demands of your leadership role or are struggling to balance your team’s wellbeing with delivering results, or are simply worried you, and those around you, may not be performing in a way that is both effective and healthy, this book can help.

Contemporary workplace cultures often shackle employees to a culture of ceaseless high performance and productivity. This results in lacklustre productivity, diminished creativity and a shattered workforce.

In contrast elite sports have honed time-tested strategies for sustaining peak performance, consistency and getting results without burnout or exhaustion.

‘Rest. Practise. Perform.’ is a practical and illuminating guide that offers a fresh perspective on leadership, unleashing an empowering, harmonious approach that’s inspired by elite sports’ proven disciplines.

Karen Meager and John McLachlan draw from extensive research and their deep understanding of leadership behaviours to provide you with a playbook for adapting elite sports’ winning techniques to your own team or organisation.

Discover how to apply the incredible rhythm of the rest, practise, perform cycle and explore how it can revolutionise you and your team’s productivity, performance and wellbeing.

‘A game-changer. I wish I’d read it sooner. This should be in every leader’s toolbox.’

Aaron Phipps MBE – paralympic champion

‘Rest. Practise. Perform.’ …

Sheds light on the pitfalls of contemporary workplace cultures that emphasize relentless high performance and productivity.

Provides time-tested strategies for sustaining peak performance, ensuring consistency and achieving outstanding results.

Presents a fresh perspective on leadership inspired by proven sports disciplines.

Expertly adapts elite sports’ winning techniques to enhance team or organizational productivity, performance, and overall well-being.

John and Karen’s approach is grounded in research and professional practice that spans 20-plus years. Both Karen and John hold Masters degrees in psychology and health research. Karen’s specialist research area is mental health and burnout in organisations, and John’s is what organisations can learn from elite sports performance.

The goal of ‘Rest. Practise. Perform.’ is to help leaders and organisations find a working rhythm that delivers top performance whilst also prioritising people and their health.

Available from all good bookstores and via Amazon.

For more information see: www.monkeypuzzletraining.co.uk/rest-practise-perform 

BOOK DETAILS

Author: Karen Meager and John McLachlan

Pub Date: 21st February 2024

ISBN 13: 978-1-915483-27-0

RRP: £16.99

Format: Paperback; 216 x 138 mm

Extent: 176pp

Category: Management and Leadership

Appointments, Boardroom News, Business

Change at the Helm: Swansea Building Society Welcomes New Chair

Swansea Building Society has signalled a significant transition in its leadership, as Ieuan Griffiths steps down after six years as Chair and nine years on the Board. Stephen Maddock will take over as the new Chair, bringing fresh perspectives to the role.

During his tenure, Griffiths has been instrumental in helping guide the Society through a period of sustained growth and development, leaving an indelible mark on its operations and strategic direction. His steadfast commitment and dedication to the Society’s mission have been deeply appreciated by colleagues, stakeholders, and the broader community alike.

Stepping into the role of Chair is Stephen Maddock, who brings with him a wealth of experience and expertise in finance and governance. Stephen joined the Society’s Board in May 2016 and has served with distinction ever since. His appointment as Chair, effective May 2024, underscores the Society’s commitment to maintaining the highest standards of leadership and governance.

A Chartered Accountant and a Fellow of ICAEW, Maddock’s professional journey is marked by a distinguished career in the financial sector. Beginning his career at the Swansea office of accountancy firm Deloitte Haskins & Sells, Maddock went on to join Coopers & Lybrand, now PwC, after qualifying. His career culminated in the role of Director of Financial Shared Services for Tata Steel Europe before embarking on early retirement.

In assuming the role of Chair, Maddock brings to bear a profound understanding of financial management, strategic planning, and corporate governance. His strategic vision, coupled with his deep-rooted commitment to the Society’s values, positions him as an ideal steward for the organisation as it continues its mission of serving its members and community.

Outgoing Chair, Ieuan Griffiths, said:

“It has been a privilege to serve as Chair of Swansea Building Society for the past six years. In fact, I’d have loved to have stayed longer but nine years is the maximum allowed on the Board, so it was time for me to step down. I’d like to thank my colleagues for all that they have done during my tenure, not only do they bring expertise, but they contribute – unstintingly – with their time. I’d especially like to thank Society Chief Executive, Alun Williams. Our working relationship has been uncannily good, and there is a culture in the Society that is very caring, which, I believe, underpins its success.

“I am immensely proud of all that we have achieved together during my time on the Board, and I have every confidence in Stephen’s ability to help lead the Society into its next chapter.”

New Chair, Stephen Maddock, said:

“I am honoured to take on the role of Chair at Swansea Building Society. In the six years of Ieuan’s Chair, the Society has changed and grown significantly. I now look forward to working closely with the Board, management team, and staff to build upon the strong foundation laid by my predecessor and help drive the Society forward.

“On behalf of my colleagues, Board, and the Society’s members, we would like to extend our heartfelt appreciation to Ieuan for his invaluable contributions and commitment to the Society.”

News

Meet the Leader: Pulsant Manchester Manager, Hakan Yalcin, data centre Manager

A data centre leader through the day, one part author and one part basketball player at night, Hakan Yalcin embodies the diversity, competition and collaboration that makes him a unique Mancunian local hero.

Manchester has experienced an evolution in becoming a technological hub that rivals London and the South. It has become a true Northern Digital Powerhouse.

 

A Greater Manchester survey, Adoption of Digital Technologies (ADiTS), found that 78% of firms there use advanced digital tech, with knowledge and high-tech sectors leading the way. Cloud, Big Data, and AI are the most popular, highlighting the varying adoption rates of different digital technologies.

Yalcin, looks to explore different possibilities and combining alternative perspectives to think outside the box. Yalcin says: “I get the most satisfaction from solving complex problems and finding solutions for internal or external clients. This is done by supporting the growth and development of my team members and fostering a collaborative work culture.”

Since Pulsant had acquired the M247 Manchester site in 2022, Yalcin cites the success down to the unification of the team as being the most impactful change he’s made over the past year. In true Manchester spirit, Yalcin avoided corporate days and brought the team together by building a bug hotel on the site!

Establishing better relationships

Applying this unique approach, to delivering optimal customer service, Yalcin cites the devoted, face to face time to build close connection. Yalcin says: We make sure there are both formal and informal conversations and opportunities to put our knowledge and expertise for customers in the most efficient way.”

“We love engaging with clients that can share future projects, so we can bring this experience to bear from day one – regardless of if this issue arises within the Manchester data centre site or not.  I see any challenges as opportunities to co-operate and broaden our knowledge.”

This focus on collaboration has fostered supplier partnerships, enabling development of custom racks to house unique equipment. It has also motivated Yalcin to ensure his team establish a face-to-face relationship with their clients, which they see frequently to ensure customer experience meets expectations. These site visits are ideal opportunities to take on board new requests and assess any opportunities to improve.

Outside his managerial role, Yalcin is no less inventive. “I played semi-professional basketball in the past and I am looking at coaching a small team, once I have published a collection of the short stories I write.”

News

PinPoint Media sets in motion bold growth plans for 2024, announcing a hard-hitting advisory board

PinPoint Media has appointed former Oliver UK Group Chief Operating Officer, Chris Woodward, to its newly formed advisory board. The advisory board has been formed to help PinPoint Media CEO and Founder, Oliver Bruce, sustain double-digit growth in the UK and accelerate international expansion.

Chris Woodward is the first member of the advisory board and will be shortly be joined by a senior executive from The&Partnership and a former senior executive from We Are Social.

2023 saw PinPoint Media achieve year-on-year topline growth of 68%. 2024 is set to be another fast-growth year with growth of +25%.

Former Oliver UK Group Chief Operating Officer, and current CEO, CTI Digital, Chris Woodward, said: “Having worked with Oliver and his team at PinPoint Media for over 24 months it has been impressive to see their speed of growth. The opportunity to be a shareholder and member of the advisory board as we take PinPoint Media forward through its next phase of growth is something I am very much looking forward to playing an active role in.

“2024 is another key milestone for the business where we have already completed the acquisition of NOVA+, opened a larger London office and also an offshore specialist delivery centre in Cape Town, South Africa.”

Oliver Bruce, CEO, PinPoint Media, said, “Having such an experienced and strong mix of advisors on the board will allow us to drive our ambitious growth strategy forward with confidence. We’ve some hugely exciting plans ahead of us in 2024 and into 2025 and I am thankful to the advisory board for believing in me and the team!”

News

Lucian Hudson appointed Professor in Practice at Durham University Business School

Lucian Hudson, Director of Advancement, Marketing and Communications, has been appointed as a Professor in Practice at Durham University Business School.

Professor in Practice appointments are given to high-achieving, non-academic professionals who are invited to voluntarily share their knowledge with students through special lectures, presentations and seminars. Lucian, who joined the University in 2020, has an exceptional track-record in communications and leadership.

Professor Cathy Cassell, Executive Dean of the Business School, said: “We are delighted that Lucian Hudson is joining the Business School as a Professor in Practice. Lucian brings an exceptional wealth of experience in leadership and communication that will enhance our already considerable expertise in this field. We are excited to be working with Lucian and the positive impact his contribution will make across our education, research and external engagement practice.”

Lucian will continue to lead the University’s Advancement activities, overseeing marketing, communications and development to further Durham’s global reputation and influence.

About Lucian

London-born Lucian graduated from Oxford University with an MA in Philosophy, Politics and Economics.

In his early career he was a pioneering journalist and television executive at the forefront of developing 24-hour breaking news coverage.

He worked for both ITV and the BBC where he established commercial joint venture channels with international broadcasters.

Lucian went on to work in the UK Government, leading communications in several high-profile departments including the Cabinet Office, Ministry of Justice and DEFRA.

He attended summits and ministerial meetings as the Government’s chief spokesman, engaging with media and multiple stakeholders across politics, business and civic society.

Lucian has extensive experience of international and national decision-making, business transformation and crisis management.

He is also an experienced board chair and currently holds high-profile chairman roles including at the Tavistock Institute of Human Relations and Earthwatch.

Lucian spent seven years as Director of Communications at the Open University. He joined Durham after serving as Interim Director of Public Affairs and Communications at the University of Oxford where he led strategic change, overseeing integrated communications across multi-disciplinary teams.

Professor in Practice role

Lucian will be a Professor in Practice (Leadership and Organisations) for the Department of Management and Marketing in our Business School.

His appointment will initially run for three years and will see him contribute his time and expertise at our Centre for Leadership and Followership and Centre for Organisations and Society.

Lucian will contribute to the Business School’s teaching agenda in the areas of human resource management, employment relations, leadership, strategic policy and marketing and communications.

Commenting on his Professor in Practice appointment, Lucian said: “I am honoured to be conferred with this role. I look forward to sharing my knowledge and experience with our business students.

“I will draw on my four decades of extensive experience of strategic communications and corporate leadership to contribute to the world-class student experience at Durham.”

Business Research, Diversity & Inclusion, News

A Failure To Consider Language Diversity In EDI Provision Causes Problems For Multinational Firms

Multinational companies are struggling to effectively produce and embed effective equality, diversity and inclusion (EDI) focused agendas, according to research from Durham University Business School.

Despite operating on a global basis and pulling in a workforce that spans multiple continents, cultures and languages, multinational companies are often disappointed with the progress they make with regards to EDI management.

According to research by Martyna Śliwa of Durham University Business School, Sylwia Ciuk of Oxford Brookes University, and Anne-Wil Harzing of Middlesex University, the difficulty often stems from having too narrow a focus when it comes to what matters in EDI provision.

Martyna Śliwa says,

“Multinational companies recognise the importance of the EDI agenda, but often struggle to implement it and leverage its strategic potential. Often, their focus lies on a small range of diversity and dimensions which fail to include other important factors, such as language.”

A lack of attention to the management of linguistic diversity is revealed to be of particular concern. Even though language based stereotyping and discrimination are recognised barriers to work and career outcomes for minority individuals and groups, the researchers say too little focus is paid to fostering linguistic diversity and inclusion in such organisations.

Their study seeks to address this by proposing a two-step framework for multinational companies to apply when creating and implementing their EDI agendas.

The first step seeks to change the way multinational companies think about diversity and differences.

Martyna Śliwa says,

“We need to stop viewing diversity and differences primarily in negative terms, or seeing them as challenges to overcome or work around. Instead, viewing diversity in a positive light, and differences as something fluid can allow us to act differently.”

To achieve such a shift, those leading teams or departments within multinational firms must recognise multiple languages and multi-lingual workers as a resource, and question the assumption that the non-dominant languages of the company are somehow inferior.

The second step concerns changing multinational companies’ actions.

Deliberate steps need to be taken to challenge expectations and norms that members of non-dominant groups – those who communicate at work in a foreign language – need to adjust to the dominant group’s way of communicating.

Sylwia Ciuk says,

“Displaying positive attitudes towards language differences and an openness to non-standard language norms, as well as adjusting the communicative behaviour of all members of the organisation are all small, but vital steps to enhance inclusion.”

Reciprocity is key here. Anne-Wil Harzing says,

“Successful interactions between those with different levels of fluency in the language of their interaction should not solely depend on the skills of non-dominant language users. Aside of putting additional pressure on such colleagues, there is a significant danger of miscommunications occurring.”

The framework proposed by the researchers brings considerable practical implications for those operating in human resource management. Though the study displays the framework as a means of linguistic diversity in particular, the researchers state the framework can be applied to any other area of the EDI discussion.

The study has been published, and is available to read via the Human Resource Management Journal.

News

Rise of the rockstar CIO: How CIOs can drive business transformation for today and tomorrow

As the new rockstars of the business, CIOs are increasingly taking their well-earned place on center stage, I.e.at the board room top table, to offer their advice and expertise to steer transformation. But what’s the secret to their stardom? Transparency plays an increasing role in enabling CIOs to rise to the upper echelons, to engage leadership and generate buy-in from the board when it comes to driving business change. The virtue of this transparency is that CIOs are then agile enough to establish a clear steering model with an accurate understanding of cost, value and optimisation potential, allowing for investment decisions that deliver returns for the business. CIOs can become the rockstars of the business world through sharing their direction and vision via this transparency to take the business on a transformative journey. Indeed, it is excellent leverage for them to be able to save or shift costs around for the purposes that matter the most.

A comprehensive IT Financial Management (ITFM) solution can assist CIOs and businesses with achieving the necessary level of transparency to enable accurate and growth-promoting decision-making. Now more than ever, CIOs need to articulate the value of IT and power business transformation in order keep their fans, i.e. leadership on board to achieve and maintain rockstar status within their organization.

IT at the heart of business decision-making

Over the past couple of years, technology and IT leadership have stood front and center. Now, with companies settled into new business models and new ways of working, IT organizations have moved into a governance phase. IT leaders are actively making operational excellence a priority and working to ensure the fast-paced cycle of digital investments made over the course of the pandemic is delivering on business outcomes for the future. Almost, three quarters (74%) of CIOs agree that the CIO role was elevated due to the pandemic and 78% of their line of business (LOB) counterparts agree.

The latest digital transformation initiatives and demands of today’s customer expectations have completely changed c-suite dynamics, which means CIOs and CFOs need to work collaboratively. As businesses evolve with digital at their core, CIOs will need to adapt just as rockstars rebrand to ensure they can deliver fully to meet consumer demands – and they need to do so quickly. Rising costs and greater demands with fewer resources are encouraging businesses to review their IT investments and identify opportunities to lower and control their IT spending – without impacting services delivered to their customers. Whilst there is continual pressure on a rockstar to go on tour or release a new album, the same applies to CIOs, who must invest in new technologies to meet changing business needs and maintain a competitive advantage, business leaders need to prioritize spend in ITFM so that they can gain accurate insight into technology budgets and forecasted expenses.

Gartner predicts thar by 2024, 70% of CIOs will have a dedicated ITFM system or tool to help clarify and analyze total IT spend. With the right ITFM platform implemented, there is a low probability of people reverting back to manually inputting data into Excel. However, due to the manual nature of spreadsheets these pose a risk to data integrity and therefore should be avoided. Spreadsheets not only carry the risk of human mistakes, but they are also impossible to keep up to date at all times.

The biggest CIO challenge: Innovation versus efficiency

IT is undoubtedly a crucial enabler of innovation, which in turn plays an important role in growth and emerging business opportunities. But IT also remains a major cost – at a time where cost pressure is already high on the CIO agenda. For many, improving cost efficiencies can have a direct and positive impact on innovation but how do CIOs achieve the right balance between keeping the ‘lights on’ and innovation just as any rockstar needs to keep their existing fans happy whilst also enticing new audiences?

Cloud is one area of innovation that holds huge potential for businesses as it can offer significant cost savings if used effectively. Whilst many financial institutions already use cloud-based software for business processes such as CRM, HR and financial accounting, the opportunity for cloud within core activities such as consumer payments, credit scoring, statements and billing is endless. There is expected to be a significant increase in the number of organizations adopting cloud to promote innovation with global spending on public cloud services expected to come close to $500 billion this year.

Unleashing the power of the CIO

Now more than ever, CIOs have greater responsibility and accountability to their organizations. As businesses increasingly become digital, corporate leaders are beginning to realize that technology expertise is a powerful asset to their business. They no longer view IT as a maintenance and support function, but as a valuable asset helping business leaders to manage their enterprise with increased accuracy and visibility across various departments and multiple projects.

Technology spending is an expense that typically represents a significant portion of company expenditure, yet most organizations have minimal visibility into how IT is linked to the business strategy and return on investment. ITFM solutions give CIOs and other executives a way to identify and manage the cost, quality and value of the technology services operating across an organization. In order to achieve and maintain the rockstar status, CIOs need to utilize their expertise and embrace a holistic view of the business to lead their band, i.e. the organisation, to future success.

Agriculture, Farming, News

The Oxford Farming Conference extends bursary and scholarship programme for 2023 event.

The 2023 Oxford Farming Conference (OFC) will support more than 40 individuals through bursaries and scholarships offering fully funded tickets, mentoring, and contributions to travel and accommodation.

With a strong focus on networking and social activities, ensuring the event is as inclusive and accessible as possible, these scholarships and bursaries will align with OFC’s charitable objectives. As part of a commitment to inform, challenge and inspire, the opportunities will enable those who may otherwise face social or economic barriers, the ability to experience one of the UK’s leading agricultural events.

Taking place from the 4 to 6 January 2023, the event will focus on “Farming a New Future”, exploring systemic solutions to the cumulative biodiversity, climate, food and energy crises, with optimism and determination not to repeat the mistakes of the past.

Commenting on the scholarships and bursaries, OFC 2023 Chair, Emily Norton said,

“The ongoing successes of the alumni from the Scholars, Emerging Leaders and now Inspire bursary programmes is a testament to the importance of giving the next generation confidence to belong in an environment that can seem remote and intimidating.

“Bursaries widen the pool of talent we can bring into the conversation at Oxford, and give those individuals a chance to inspire us and learn from each other at the conference. After all, the world is run by the people who show up – if these bursaries enable even a handful of curious, innovative and alternative thinkers to have the confidence to contribute even a little bit more, then we stand a chance of creating the future we want.”

OFC Bursary

New this year, the OFC bursary is awarded to individuals who are actively working in the food, farming and agricultural sector, or with an evidenced pathway to enter the industry.

Supported by NFU Mutual Charitable Trust, the Royal Agricultural Society of England, Roythornes Solicitors and Grow Up Farms, successful applicants will receive a fully funded ticket to the conference in January 2023 and can request a contribution to travel and accommodation.

OFC is encouraging applications from individuals who may have recently moved to the UK as a result of conflict overseas.

There are more than 20 bursaries available.

OFC Inspire Programme

The Inspire Programme enables ambitious 18 professionals from across the rural and agri-food sector to attend the OFC for the first time.

Selected on merit, they will receive a fully funded ticket to the conference in January plus accommodation and dinners, a pre-conference event in December 2022, and the opportunity to develop their network and leadership skills, with support from industry bodies and professionals, including programme sponsor TIAH.

Commenting on the initiative, TIAH’s Chief Executive, Janet Swadling said:

“We’re very excited to be sponsoring the OFC Inspire programme once again. TIAH believes in collaboration and networking, opening doors and supporting the next generation to reach their full potential.

“The Inspire programme brings all of these elements together. Last year’s Inspire delegates have been fantastic – throughout this year, we have supported them in a variety of development activities, and they have provided invaluable insight to us as we develop TIAH. We can’t wait to meet the new delegates!”

OFC Scholars

The OFC Scholars Programme aims to give young people the opportunity of peer-to-peer networking and to share views and ideas, while gaining access to key skills development training.

Delivered in partnership with McDonalds UK and Ireland, the 2023 programme includes a 2-day in-person training forum in November 2022, a series of online bespoke webinars, exclusively available to the Scholars, a fully funded ticket to OFC 2023 in January, accommodation, and dinners.

In addition, to celebrate a ten-year partnership between McDonald’s UK and Ireland and OFC, scholars from 2022 and 2023 will be invited to a one-off celebratory event, hosted during the conference.

OFC Breaking Barriers

As part of OFC’s commitment to encouraging and supporting diversity and inclusion, the charity launched the landmark Breaking Barriers Scholarship three years ago.

For 2023, five individuals aged under 30 years old, who identify as Black or Person of Colour (BPOC), and have an interest in the food, farming, and agricultural sector will receive a fully funded ticket to OFC with accommodation and dinners, plus mentoring, pre-conference events and materials such as books, to support their future career journey.

Supported by McDonald’s UK and Ireland, Agriculture & Sustainable, Sourcing Manager, Harriet Wilson explained why they are so passionate about working with OFC.

“There are some big changes coming and the British farming and food industry is having to think differently about how it operates in future. Unfortunately, for many young people today, a career in farming is often misunderstood. We want to challenge those misperceptions and we are keen to help the industry to diversify its talent pool.

That’s why we’re proud to work with the Oxford Farming Conference to provide opportunities for young people from non-agri and diverse backgrounds to attend the 2023 Conference. We hope the Scholarship continues to inspire candidates from any background to consider a future career in the industry.”

How to apply for OFC bursaries and scholarships

To apply for a bursary or scholarship, visit www.ofc.org.uk. Applications close on 30 September 2022.

The OFC Scholar programme is funded by agricultural organisations, who coordinate their own application process and nominations. To fund a scholar, please contact secretariat@ofc.org.uk