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businessupdate News…


Studiomakesitmark A


new business is making its mark in Newport with the help of the Kickstart programme. Pins and Needles tattoo studio was set up by Anthony Ellul, and


the venture is proving highly popular with a growing clientele. Anthony said: “We have agrowing


number of clients, mainly coming from the local area. They find it much more convenient than going into town to get work done.” He has more than ten years experience


in the tattoo trade, having worked for studios in Newport. He said: “I decided Iwanted to set up on


my own, and Iamvery glad that Idid.” He received a£3,000 loan from the


Kickstart programme, funded by Tata Steel subsidiary UK Steel Enterprise and administered by Centre for Business. Anthony has invested atotal of £9,000 in


setting up Pins and Needles, and the funding has proved essential. “The loan has been very helpful and really


made abig difference when it came to getting established,” said Anthony. As well as this, the business was granted


a£1,000 rent subsidy by Newport City Council to help it get up and running. Pins and Needles has taken on an


apprentice–Martin Teppett –who is learning the trade on the job. There are also plans to take on afull time staff member to deal with piercing.


“Tattooing is getting more popular all the


time and people come and have awide range of work done. The Japanese designs are fashionable at the moment,” said Anthony. Andrea Hewett-Rogerson, of UK Steel


Enterprise, said: “We are delighted that we have been able to provide funding for this venture, which has enabled it to get up and


Rashad Ismail Centre for Business, Andrea Hewett-Rogerson UK Steel Enterprise and Anthony Ellul of Pins and Needles


running and employ local people.” Martin’s business adviser Rashad Ismail,


from Centre for Business, said: “Anthony has agood reputation in the sector, and has


Twoarebusiness awardwinners


Two companies from Wales have been announced as the regional winners in HSBC’s Business Thinking initiative to find the UK’s most innovative and forward – thinking businesses. Chepstow Plant Services,


based in Gwent, and TB Davies (UK), from Cardiff, were selected from six regional finalists and will be awarded up to £6m in lending, plus afinancial reward of up to £120,000 each (two per cent of their borrowing paid back). The winners of the Business


Thinking initiative were announced at an awards dinner, held at the National Museum of Wales in Cardiff, following their return from aThought Exchange visit to Paris. The winners travelled with four


other carefully selected regional finalists, where they were able to meet like-minded business thinkers, enjoy networking opportunities, as well as consider business development. Following their return, finalists


were asked to present arefined business case including insights


gained on the Thought Exchange, and it was the challenging task of the judging panel to decide which companies should win. Gary Burton, HSBC’s regional


commercial director for the South West and Wales, said: “The standard of entries to the Business Thinking initiative has blown us away and the judging panel faced avery difficult decision in deciding which companies should win. “Chepstow Plant Services and


TB Davies (UK) were selected for presenting atruly compelling business case, reflecting their experiences from the thought exchange in Paris and their overall ability to demonstrate true innovative business thinking.” Chepstow Plant Services


specialises in supplying high quality used construction equipment both domestically in the UK and to export markets worldwide. The business has sold more than 4,000 machines and now has aturnover of more than £15m, with customers in more than 120 countries.


always wanted to run his own business. He provided the passion and hard work and we provided the tools to help turn that dream into areality.”


Mark’snewrole


Abertillery-based Atraverda, the world’s only commercially viable ceramic bipolar battery maker, has appointed Mark Hulse (pictured) as head of sales and marketing. Mark brings more than 24


years of experience in the battery industry to the Atraverda team, joining from Saft Batteries, where he was business manager focusing on the replacement market and emerging technologies as well as key account handling for Bombardier Transportation. Prior to Saft, Mark was UK


&Eire sales director at Enersys UK Ltd. In this position, Mark was responsible for devising the product and pricing structure for the sales force and in turn, negotiated and retained major contracts with several large multi-national corporations, including Motorola and BT. He spent the first ten


years of his career at Tungstone Batteries Ltd, selling into the Automotive OE and aftermarket, and later focused their efforts into UPS and Telecom. He was


ultimately promoted to general sales manager, helping to develop and implement the company’s UK and global sales strategy. Graham Ryan, chief


executive of Atraverda, said: “We are delighted to welcome Mark to the Atraverda team at what is avery significant period for the company. We are confident that his industry knowledge and experience will be invaluable to the company throughout the commercialisation period.”


By Zep Bellavia, managing partner, Harding aEvans Solicitors, Newport


At times when margins are squeezed, borrowing is tough, and cash is tight, businesses have to look more closely at their unpaid debts. Is litigation the best way of resolving


disputes? Can disputes be avoided in the first place? What is the best way of protecting your business in difficult trading conditions? The first rule is that advance planning can


avoid disputes or enable them to be handled more effectively if they do arise. This involves aproper risk assessment for the business and an analysis of your key contracts and relationships. Your contracts should identify your


desired process for settling adispute. Well drafted terms and conditions of business can be beneficial in avoiding disputes (or increasing the chances of winning disputes if they arise). For example, if you are the seller of goods


or services, payment terms should be clear and, where possible, exclude rights of the other party to withhold payment (eg on the ground of set-off). Second, make sure you are clear on the


area of disagreement. Take specialist legal advice early. Self-help has its limits. It is invaluable to get an early and objective legal appraisal of your position, so as to enhance your prospects of recovery rather than waiting until it is too late for anything to be done. Some rights and advantages can be lost if you delay exercising them so you need to know which they are and how to preserve them.


Third, it well be may be commercially


sensible to pursue aclaim for adeal that has gone wrong. However, pick your battles and prepare your battleground and tactics carefully. Analyse the issues at stake (eg weighing up the value of the dispute against the risk of losing or the cost of winning –will you lose acustomer or avaluable supplier? Even if you win, will your opponent be able to pay or are they even willing to make themselves insolvent to avoid paying you?) Be clear on what you are seeking to achieve. This will influence the method of resolution. Court action may not be necessary. The dispute may be better suited to negotiation or more structured alternatives such as mediation. Increasing numbers of disputes are resolved at avery early stage, at considerably less legal and management cost and without the delay involved in court action. Apro-active approach to dispute resolution is invariably better than allowing adispute to become deadlocked and entrenched. Zep Bellavia is an expert in commercial


dispute resolution. Contact Zep on 01633 760680 or e-mail: zb@hevans.com.


Tuesday April 3, 2012


Legally speaking


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