Energy BBDO’s Post

THE NORTHERN CREATIVE CORRIDOR: UNLOCKING THE NORTH'S TRUE CREATIVE POTENTIAL 🎨 The Northern Creative Corridor initiative seeks to unleash the North of England's creative potential by fostering existing creative hubs, with projections indicating a potential £10bn increase in regional GVA by 2030, yet opinions diverge on whether it effectively addresses systemic issues or inadvertently perpetuates London-centric dynamics. 🧭 https://ow.ly/l6ts50QIFjV Stay up to date on marketing with The Loop ✉️ https://ow.ly/4ylx50QIFll

If you would like to learn more about how the indicators of the EU initiative 'Level(s): the European framework for sustainable buildings' can help you align with the EU Taxonomy, and how changes to EU legislation affect reporting requirements in the building sector, you can watch the recorded webinar below. Level(s) is applied at building design level but product information and product design also have to be addressed. https://lnkd.in/e4H7Tyh7 #construction #constructionchemicals #EUtaxonomy #sustainablebuildings

Aldenham works was a huge facility near Elstree where London Transport overhauled its bus fleet. Each bus requiring an overhaul every 3.5 years. To avoid needing more buses than necessary, it meant Aldenham having to achieve an output of 50 buses per week with a bus taking only 15 days to be overhauled... as fantastically explained in this 1950 British Transport Films documentary. Its easy to be seduced into thinking that in our modern times our approaches are better than they've ever been. And whilst new technologies are delivering improvements, the reality is the underlying principles of lean manufacturing, reducing all waste, optimising processes aren't new. https://lnkd.in/eNjVbuby

Interesting work on making local journalism work and interesting comments from Martin Loat OBE about the balance between championing a town or area and scrutinizing what goes on there. I think you can do both. To take a slight change of tack from Owen Wyatt’s excellent video a local outlet might choose to aim a reporter at more business stories rather than court stories. Your coverage changes and starts from a position of covering successes or failures, good or bad. A court reporter is largely only going to turn out ‘bad’ news on whichever scally did something unpleasant that week. Like every outlet ever it’s about decisions made in the morning editorial. It’s easy to send to court because someone’s up for a mugging, and always depends on your traffic but sending to other stories takes a real editorial conviction. A front page or social vid on someone who’s winning in a town might also just stand a chance of bringing back news avoiders. Plus - you’ve always got the option to send your reporter to court if there’s a big case. I did this while co-leading a local news project for Sky years ago. Won a great audience but Sky pulled the plug anyway🤷♂️

At Ratio Consultants, with our work in greenfield areas as well as regional and rural Victoria, our traffic team is working tirelessly on various projects to increase road safety and, in turn, reduce the loss of life. At a recent internal meeting we discussed an array of technical solutions. But, as the old planner in the room, I think it is also time that we also refocussed on driver and community education.   Many people in the workforce are too young to remember the groundbreaking work undertaken by the TAC in the late 1980's to 'upset, outrage and appal' Victorian to reduce road deaths in the state. Today was a good chance to revisit that campaign and to remember that in 1987, 776 Victorians lost their lives on the road. Today that figure is 296 and, per capita, is 4.5 times lower than the 1980s. The TAC advertising campaign, combined with the introduction of booze buses, dropped the road toll by 50% in just 3 years.   So, whether its 'Greg, the stop sign' or the coining of the now famous phrase, 'if you drink and drive, you're a bloody idiot', we have much to learn from this historical campaign and work that into our practice as transport and planning professionals. https://lnkd.in/g854tB9W

91% of all Channel 4 programmes are made in England. C4 want that entrenched until 2034, alongside a new 65% quota just for London. Ofcom are recommending both quotas - 91% for England, 65% for London, with just 9% shared between Wales, Northern Ireland and Scotland. With freelancers across the UK facing real hardship in the current production downturn it's vital that our publicly owned broadcasters work fairly and strategically across the UK in each of the four home nations. Linked below is a joint comms release from Screen Scotland, Creative Wales and Northern Ireland Screen - alongside PACT we are asking for a 16%+ C4 quota for "out of England ", with 8% from Scotland. That would double what C4 make in Scotland in an average year, adding £20m production spent per annum into our creative economy and sustaining hundreds of jobs across production and post. Here's my full quote, David Smith, Director of Screen Scotland, said: "A broadcaster that is owned by the UK public should deliver its remit across the UK. When trying to avoid privatisation, Channel 4 argued that it had to “get out of the M25”. With that battle won, the Channel has changed its tune, now saying that it must commission and make 65% of its programmes in London, 91% in England. Scotland’s independent producers have a long history of delivering C4’s hits- Location, Location, Location was devised and developed in Glasgow and has been made in Scotland from its first series. If C4 pivots back towards London-to-London commissioning, thousands of freelancer jobs across the UK will be lost. Screen Scotland urges Ofcom to look again at the evidence it has gathered and introduce production quotas for C4 that match those accepted by the BBC in 2009, 16%+ outside of England, with a specific quota for production from Scotland of at least 8%.”

Rodney, thanks for sharing this post. I think what Drees is doing is extremely relevant for not only their business resilience but for market resilience as well. Leapfrog development is necessary for the massive scale at which these MSAs are growing but a scalable semi-custom build-on-your-lot program can take advantage of existing infrastructure since you’re essentially dealing with finished lots. This could provide quicker development timelines and quicker investment returns. Hopefully this method can cool "some" of the demand pressure on greenfield construction. I wonder how much of our hyper-consumption throwaway culture impacts housing demand? It’s refreshing to see a thoughtful focus in the homebuilding industry. Otherwise, we’re just housebuilding...

A great discussion on tackling scope 3 in real estate at UKREiiF today with our panel of experts; Jennie Colville, Miguel Godfrey, Ceire Kenny, and Emma Williamson hosted by Verco's Andries van der Walt #Scope3 #RealEstate #Sustainability

I was really privileged to be invited to a fantastic roundtable event at Sunderland City Hall this morning, insightful discussions on the challenges and opportunities in relation to decarbonisation and net zero ambitions. Key takeaways focus on how we address the financial gap to speed up approaches and solutions to mitigate and adapt to a net zero future, identification and utilisation of data to help establish delivery pathways and investment plans, how we can learn from others who are leading the way and the importance of a joined-up and strategic approach with clear strategies and delivery goals with buy-in at a corporate level to support ambitious net zero goals. #netzero #decarbonisation #sustainablefuture #decarbonisetoday

Needs Of A Broadcast Support Team To Be Efficient In Helping The Broadcast Industry To Grow Can Be Challenging To Single Out And Quantify. Yet When One Thinks Of Them 3 Things Definitely Should Come Up 1. Defining Regional Boundaries And How We Can Overcome Them 2.Accessing Technologies And Minds Behind Them To Constantly Provide A Better Experience To The Consumer 3.Developing Stong Core Values And An Even Stronger Team To Fulfill Said Values