Helen Clayton, managing partner of Blackburn headquartered accountancy practice PM+M


The biggest challenge for us will be managing the pace of change - whether that’s in technology, AI, or evolving processes and whether that’s driven by changes in our external environment or strategic choices we make within our business.


It’s one thing to opt for change, but quite another to lead people through that change successfully. We want to take everyone with us on the journey, ensuring nobody gets left behind.


Oli McCann, partner and head of employment at Preston based employment law, HR and health and safety firm AfterAthena.


Our biggest challenge is likely to be supporting our growth plans through recruitment of talent – lawyers, health and safety consultants and digital marketeers.


With increased hybrid and remote working options, it’s far easier now for local talent in Lancashire to work for Manchester organisations with city rates without all the commuting.


The next 12 months will see big change with the Employment Rights Bill, particularly the right to claim unfair dismissal from six months service.


Key challenges for retail, leisure and hospitality will be rising costs, including the increase to the national minimum wage for those aged 18 to 20.


These sectors rely heavily on young workers working part time alongside studies and apprenticeships. Add to this the increase in business rates, particularly for leisure and hospitality, rising from between 76 per cent to 115 per cent over the next three tax years, these are serious challenges for the sector.


In contrast, the outlook for aerospace and engineering, particularly advanced manufacturing and defence. and professional services looks strong, with a focus on growth, innovation and job creation.


The new National Cyber Force headquarters in Samlesbury will be gearing up to full operational activity and working as part of the Lancashire Cyber Partnership, resulting in job and wealth creation locally.


My wish-list for the next 12 months is for Lancashire to thrive. If Lancashire thrives then we all thrive, business and individuals alike. To thrive we need to support each other, collaborate with each other and buy locally where we can.


What we cannot afford to do is allow the devolution project to result in both the public sector and private sector becoming distracted or divided.


We see real growth potential in several


areas. The most obvious is digital and AI, continuing to implement solutions for clients to streamline their processes and create powerful reporting tools and expanding and enhancing our digital capabilities internally.


Over the next year we hope to build an even more diverse client base. We want to work with clients who view us not just as service providers but as strategic advisory partners for their businesses and as individuals.


We believe that growth will hinge on the Lancashire Growth Plan’s £20bn investment. To make the most of that, we must build on the existing strengths of businesses in the region and position Lancashire as a place where people want to stay, or move to, gain an education, and then build strong, long-term careers.


Our manufacturing base, education offerings, and professional-services capabilities present a wealth of opportunity.


With investment in technology, process innovation, and a spirit of learning, innovation, and resilience, I believe we can exceed expectations even against a backdrop of modest national growth.


investment years ahead - that ambiguity creates hesitation. The priority next year will be discipline: focusing on productivity, mix and efficiency rather than assuming volume will return on its own.


Yet there are real opportunities for those prepared to modernise. Lancashire’s manufacturing strengths give us a solid platform, but the next step-change will come from practical automation targeted at raising productivity.


Neil Evans, managing director of Burnley manufacturer VEKA


As we look into the year ahead, the biggest challenge for VEKA – and for many Lancashire manufacturers – is operating in a market where low growth has become the norm.


Demand remains steady but subdued, and regulatory change continues to move in ways that are uneven and sometimes unclear. For fenestration – a sector that must plan capital


With investment in technology, process innovation and a spirit of learning, innovation and


resilience, I believe we can exceed expectations even against a backdrop of modest national growth


Another area of opportunity is sustainability, where expectations from customers, policymakers and supply chains are all rising. Businesses that can demonstrate credible progress on reducing waste, lowering carbon and using resources more intelligently will be better placed to win work and meet future standards.


The county’s economy is steady, and while it isn’t accelerating, it is resilient. Lancashire tends to outperform expectations when industry, education and local authorities work together, and that collaborative instinct will be crucial in a year defined more by incremental gains than by dramatic shifts.


My hopes for the next 12 months are straightforward: clearer regulatory direction, targeted support for automation and a continued focus on skills so manufacturers such as VEKA can keep creating high-quality, long-term jobs in Burnley.


Above all, a restoration of confidence from policymakers, businesses and homeowners alike would allow Lancashire’s manufacturing base to convert its resilience into real momentum.


Continued on Page 24 LANCASHIREBUSINES SV IEW.CO.UK


▸ Feature in the next issue of Lancashire


Business View Opportunities to raise your profile with 50,000 readers include:


▸ Business Essentials: Pensions and Retirement


For financial advisers, accountants, legal advisers and business owners.


▸ Business Growth: Landlords and Tenants


For landlords, agents, legal advisers, insurers and property professionals.


For advertising opportunities please contact Joanne Hindley on 07442 949697 or email joanne@lancashirebusinessview.co.uk


exposure


Online


8,000 Email


subscribers


30,000


Page views per month on


the website


37,500 Social media followers


23


THE YEAR AHEAD


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76