Tell us a little bit about CLM and your Land Rights experience.

Connections Legal Management (CLM), established in 2014, act on behalf of statutory undertakers, connection providers and private landowners. We manage the negotiation and legal completion of easements, land acquisitions, wayleaves, and consents, associated with new electricity, gas and water connections.

On leaving school and studying law at college, I worked full time whilst ‘training on the job’ to become an Easement Officer. I then completed my Estate Management degree at The College of Estate Management and was then promoted to Senior Easement Officer.

My career took me to Savills, where I became their Capital Programme Assistant. Recognising a gap in the legal market I carved a role for myself as New Connections Manager, responsible for managing the new connections business within the utility team and working with electricity and gas connection providers to procure the legal rights. I recognised my extensive skills in negotiation and background in feasibility studies, land acquisition and lease administration to start CLM in 2014.

I am so fortunate to work with my husband, Hamish is also a CLM director. We have 2 wonderful daughters, who have also taught me so much already; largely that there is no better negotiator than a child at bedtime

The connections industry is changing rapidly.  How are these changes impacting the demand for your services?

I think firstly it’s because of the urgency on projects that CLM are being brought in to are of a quite specialist nature, there is definitely a leaning towards customer focused tailored solutions. One thing we’re hearing a lot of is that the electricity industry and networks can be quite rigid and therefore having somebody likeCLM, an independent company in place to manage that for companies, they are willing and happy to pay for that additional customer service as people don’t have time to be chasing networks or to understand networks processes.

Secondly, the sites are getting bigger, so if we look at the sites, we are dealing with that are industrial and commercial based, the sites are massive and the power requirements are so much bigger than they were ten years ago; that’s largely due to the growth in overnight refrigeration units and the growth of logistic sites e.g.: you only have to look at how much Amazon has grown in the last five years. We are working with companies that are building large industrial units for super warehouses for the likes of Amazon, DPD, ALDI and Lidl, all the usual household names, and because of their power requirements the connections that are being designed by networks are going back to the major primary substations. We’re not just getting points of connection outside the sites, they are kilometres away and because of that, other consents are required. It isn’t a case of just opening road notices, its dealing with:

• Environment Agency for canal crossings
• Canals and Rivers Trust
• environment agencies for crossing dykes, brooks and streams
• Network Rail for crossing Network Rail land or operational rail

As these areas are of a specialist nature it has impacted the demand for our service because we are able to provide that dedicated resource to getting these things delivered

Your expertise and your service is very specialised, and energy scheme developers have traditionally use in-house generalists for third party consents.  If demand for your services is increasing, developers must be catching on to the difference a specialist can make?

Yes, our expertise is very specialised, and developers are starting to recognise this. By having a dedicated resource in giving that specialist support, it does pay off. Gone are the times where you could get an easy electricity connection for an industrial site, so having us on board is really helping.

How does your independence – you are not an ICP or IDNO – work for your clients?

As CLM is not aligned to any one network we are able to give an industry overview taking the best practise from all the networks that they work with in order to provide a bespoke tailored solution for the end developer. We’re happy to work with the developers directly, we don’t have to just speak to the ICP which is not something that networks tend to do. We are happy to speak to solicitors and surveyors, and because we are independent, they are all happy to speak to us as well. Having our independence allows us to sit on energy boards; for instance, I am a member of the SSE stakeholders panel, I am also able to advise the Department for Business, Energy and Industrial Strategy in relation to the implications of recent Net Zero-related Government policy. In turn we are then able to provide specialist advice and support to our clients relating to these matters.

If there was one piece of advice you could give to developers, what would it be?

It would be to take electricity connections seriously. Get some specialist support on board at the design stage. CLM offer route proving, which is looking at what is adopted highway, what isn’t and where are you your areas of private land. We do this for some clients at tender stage so that they’re going into a contract award knowing what the risks. They are also able to highlight the risks to their client/end developers so they are under no illusion that the supply is going to be challenging or that there may be obstacles that we need to overcome. Certainly ‘time’ and ‘route proving’ will save a lot of time moving forward.

Connection Legal Management is proud to be developing processes alongside distribution network operators, which in turn allows for the connection of green technologies, in the most legally efficient manner.

We are seeing a clear momentum from networks to relax their usual ‘standard’ approach to Land Rights, with the view to reduce the legal delays, which can happen with new connections. They are also working collectively to review current policies and legislation.

However, what is clear, is that more needs to be done.

The statutory position for electricity networks does not compel a landowner to enter into a consent, whether it be a wayleave or easement. Where offsite routes for connections are involved, electricity networks can be held to ransom by third party landowners, which can result in projects being delayed or are no longer financially viable due to the terms requested by landowners and their agents.

On the flip side, we have commercial landowners and estates issuing statements of their commitment to a ‘net zero future’, and on paper it would appear the two parties are working to the same end goal. However, the reality is quite different.

Landowners are not comforted by the current provisions of the Electricity Act, and with no contractual obligation on a network to act in a certain way or to adhere to landowner’s requirements, the whole delivery becomes quite an unattractive proposition for a party who seeks to gain no benefit from the connection. Sometimes the moral position on net-zero can be lost in the negotiation process.

So, what now?

CLM is delighted to be meeting with The Department for Business, Energy and Industrial Strategy who are working to ensure that the policies, legislation and processes in place are sufficient to allow electricity networks to enable our transition to Net Zero. We will be reviewing planning and consenting for electricity network infrastructure; considering the rights of electricity network operators to both access land and install the appropriate assets upon it, whilst protecting the rights of landowners.

CLM is in quite a unique position, in that we are able to offer our experience, from both a landowner and network position, across all networks and all types of land. We are interested to see where this conversation goes and how quickly changes might happen; but will it be enough? It may be too soon to tell, but at least the conversation is starting.

The CLM team is referred to as kind and thoughtful almost every day of the week, always going above and beyond to support each other and make life a little bit easier in any way they can. As part of Random Acts of Kindness Day, we asked the team about their thoughts around kindness.

Emma Cameron said, ‘I think random acts of kindness are the things that you don’t think about, like making someone a cup of tea, but they end up making a big difference because the people around you know that you are always thinking about them. Also picking up on someone’s wavelength so you can make them feel better or distract them for a while when things are not going well for them.’ 

Emma suggested some acts of kindness which come in all guises:

• When people remember little details about you.
• Making a cup of tea without needing to ask.
• Being invited to things that people know you will enjoy.
• Making me laugh when I am sad.
• Listening/feeling like I am being heard.

When asked about individual Acts of Kindness, Kat Vorster said:

• I often bake cakes and bring treats in for the team.
• If I see/hear that anyone is really busy I always ask if there is anything I can do to help.
• A few weeks ago, an old lady didn’t have enough change to pay for her bits in the post office, so I offered to pay it. She was only short about 50p, but she was a bit flustered by it!

At CLM, we appreciate the kindness shown to us and in turn like to care others, Laura Wilson mentioned:

• Chris bringing in the cheesecake for me – really lovely and very unexpected.
• I recently helped one of the school mums by taking her son into school, rather than her struggling with her 2 year old mid tantrum.

Sahdia Sarwat and Victoria Magnall discussed other ways people can make a difference to others such as:

• If you are able to, park your car in a space away from the shop, leaving the more appealing car park spaces for those who really need them.
• Buy a coffee for the next person at a coffee shop.
• Pick up the litter that someone else dropped.
• Open doors for others, without expecting a thank you – they may have a lot on their mind.
• Give people the benefit of the doubt – we don’t get things right all the time.
• Compliment others – we are often too ready to complain but should aim to praise others and their accomplishments.
• Leave a positive Trip Advisor or Google Review about a small business you have used.

As a business we express kindness in so many ways as we understand that life isn’t linear. We embrace flexible working to help support the team with life logistics and ensure the kitchen is well stocked to incorporate every taste. We have cultivated an environment where people ask how each other is feeling and promote healthy debate and discussion to make sure people are able to communicate and be heard.

In a world where you can be anything, be kind.

As another year adjusting to a ‘new way of living’ concludes, and we approach 2022 with gusto, it seems fitting to recap on events and learnings of 2021, whilst also setting meaningful company objectives which complement our team’s strengths.

To quote Allen Wilen of Property Week, ‘we saw the UK construction market stuttering back to life in 2021’ and in order to ‘thrive in this shifting landscape, industry professionals need to act with agility and flexibility.

‘This includes understanding how supply-side constraints are disrupting project schedules and extending construction times, with implications for project delivery’, and so it remains that balancing resilience and unpredictability, with informed preparation will be key in 2022. We understand that a ‘return to normal’ in 2022 is misguided and that volatility will remain a business challenge.

2021

Since March 2020, CLM have taken even bigger strides towards business and process development; not only ensuring that our current client portfolio received our very best service, but also welcoming new clients.

This was expanded upon in April 2021, as we returned to the office after months of working from home. The energy and momentum from the team were tangible with them partaking in engaged collaboration, pitching ideas for positive change, and embracing a new working pattern.

Once again, we referred to our robust and evolving business strategy and concentrated on business capability, delivering continuous improvement, and creating sustainable success. This clear and collective vision has continued to ensure we are all working with the same shared objectives in mind and achieving outstanding results for our clients.

Our team have achieved so much in 2021. It has been a record year in many respects for CLM, not only our healthy completion total, turnaround time, number of new clients and collaborations in new industry sectors; but we have grown immeasurably in terms of mindset, experience, and sector specialism.

Training and development remain a priority at CLM with all team members enjoying in-house training, resulting in a flourishing, inter-skilled team. Our relationship with Rutland College continues as we have enrolled our newest apprentice who will ‘earn whilst she learns’ and will ultimately sit the City and Guilds examination for Business Administration.

Business growth has also been seen in the recruitment of a CAD Technician, Senior Project Coordinator and Project Coordinator. This has also resulted in existing team members being promoted to Lead Project Coordinator and Senior Project Coordinator. This scalable business model shows CLM’s commitment to the individuals who all make more than a significant difference to CLM’s success. We work smart to recruit the very best people to make up our team and it is a privilege to watch their professional growth, highlights, and successes.

We have enjoyed a variety of recognition over the last 12 months, including our very first apprentice being a finalist at the Peterborough Apprentice of the Year Awards. I was honoured to be awarded ‘Businessperson of the Year’ at the Mercury Business Awards, as well as secure my place on the SSEN Expert Panel, something I am extremely excited about for 2022. CLM are also finalists at the first ‘Great British Wellbeing in the Workplace Awards’ being held in March 2022. These moments are hugely appreciated by us all at CLM and encourage us to set our standards high and deliver our very best to all those we work with.

Our involvement with Investors In People continues to be incredibly valuable, as our 24 month review illustrated exactly what we are doing right and highlighted exciting opportunities of ways we could deliver some things even better. We have always remained agile in our ways of working, ready to tweak a process or rework a model which isn’t quite delivering what it should. We find ourselves in the unique position of being able to tailor our processes to the needs of our clients and this has been continually recognised via glowing feedback and appreciation from our committed and conscientious clients.

Living Our Company Values

Passionate that our team should bring their whole selves to work in a safe and happy environment we culminated our wellbeing initiatives in the CLM 4 Pillars of Wellbeing, a scheme we are extremely proud to offer our team. Over the last 21 months, there has never been more need to nurture our team ensuring their emotional, physical, social, and financial wellbeing is tended to. This in turn means they can work in a culture which truly cares that they are healthy, thriving and inspired to be their best each day.

Our team’s commitment to wellbeing is evident in how each member lives and breathes our company core values of Capabilities, Accountability, Integrity and Respect. In 2021, upon returning to the office, it was suggested that we include Adaptability as one of our core values as that is exactly what had been demonstrated in every area at CLM, towards each other, the company and especially our clients and their requirements. We launched our new 5th core value on our 7^th birthday in August!

2022

As we embark on a fresh new year with exciting projects to greet us, we look forward to working closely with all stakeholders. We are fortunate enough to work with clients who are committed to providing their customers with the highest level of service. Our ethos echoes that and we work intrinsically with our clients ensuring the CLM team is trained directly in line with their customer service standards. We continue our company promise of reducing project risk from unknown third parties, providing a professional approach, ensuring clients are aware of risks as well as cost certainty.

It is therefore imperative that we support our clients with a team who understand that challenges can be overcome, and no problem is unsolvable. If the last 21 months have taught us anything it is that the CLM team can resolve a multitude of hurdles and obstacles whilst still delivering a seamless result.

Thriving Partnerships

We are a growing team who make a lasting imprint and we are grateful that our team are thriving during these unprecedented times. Their professionalism and conscientiousness really are what allow us to deliver the difference in our industry. As we continue our mission to simplify Land Rights, we look forward to delivering more exceptional results in 2022!

Wishing you a very prosperous new year from us all at CLM.

Laura Wilson

Director