# London Business Survey 2014

## Methodology Report

 

## Contents

| Introduction                            |     |   2 |
|-----------------------------------------|-----|-----|
|                                         |     |     |
| Survey design                           |     |   4 |
|                                         |     |     |
| Designing a survey of London businesses | 4   |     |
|                                         |     |     |
| The LBS population                      |     |   6 |
|                                         |     |     |
| Drawing the sample                      | 6   |     |
|                                         |     |     |
| Design and testing of questionnaires    | 7   |     |
|                                         |     |     |
| Fieldwork report                        | 8   |     |
|                                         |     |     |
| Response to the survey                  | 9   |     |
|                                         |     |     |
| Response rates by form type             | 9   |     |
|                                         |     |     |
| Response rates by question type         | 10  |     |
|                                         |     |     |
| Editing and imputation                  |     |  11 |
|                                         |     |     |
| Numeric variables                       | 11  |     |
|                                         |     |     |
| Categorical variables                   |     |  12 |
|                                         |     |     |
| Weighting                               |     |  13 |
|                                         |     |     |
| Limitations of the weighting            |     |  13 |
|                                         |     |     |
| Reliability of the estimates            | 14  |     |
|                                         |     |     |
| Sampling error                          | 14  |     |
|                                         |     |     |
| Non-sampling error                      |     |  15 |
|                                         |     |     |
| Concluding comments                     | 16  |     |
|                                         |     |     |
|                                         |     |     |
|                                         |     |     |
|                                         |     |     |

## Introduction

The Greater London Authority (GLA) has commissioned the Office for National Statistics 
(ONS) to design and run the London Business Survey (LBS) 2014 on behalf of the Mayor of London, the GLA, the London Enterprise Panel (LEP) and London & Partners. The survey took place in March-April 2014 (pilot stage) and in May-July 2014 (main stage). The GLA is publishing the Main Findings of the survey. This Methodology Report describes how the survey was carried out by ONS and what choices were made as part of the process. When the GLA approached ONS to run the survey, it had three key requirements: 

1. That the survey should be representative of London, specifically of private sector 
businesses in the main sectors of London's economy. 
2. That the survey should cover the topics of interest to those commissioning the survey, 
including how London is rated as a business location, ease of access to finance for 
Small- and Medium-sized Enterprises (SMEs), employment, skills and training, the 
economic outlook, international trade and innovation. 
3. That it should be possible to analyse the results by enterprise size (comparing SMEs 
with large firms) and by industry sector. 
The first key requirement of the LBS 2014 was that it should be representative of private sector businesses including not-for-profit organisations in London. To achieve this, the GLA 
asked the ONS to select a sample using the Inter-Departmental Business Register (IDBR), the sampling frame which is used for most official business surveys1. The IDBR is invaluable as a sampling frame for business surveys as it is the only comprehensive list of registered businesses and covers almost all of the UK's economic activity. Its main disadvantage for sampling purposes is that it does not include some very small unregistered businesses and self-employed people. 

ONS designed the survey so that the sample could be weighted up to the population in the sectors covered by the survey, thereby producing representative results for London businesses. Although this was possible to achieve using the IDBR as a sampling frame, the requirement to produce results for a specific geographical location within the UK implied the need for a new, experimental survey design (see below: **Survey design**).  
The second key requirement represented a challenge for ONS because the topics of interest imply a combination of question styles: on the one hand, there is a need for questions which ask businesses to report numbers, such as how many employees they have in particular locations, or what was the value of their sales in the past 12 months; these questions produce results in the form of 'numeric' variables. On the other hand there is a need for yes/no and multiple choice questions which describe the nature of the business, decisions taken, choices and attitudes; these produce results in the form of 'categorical' variables. The requirement to include questions producing categorical variables (and proportions based on them) as well as numeric variables, together with the lack of any similar survey which might have informed the design of the LBS 2014, meant that ONS had to come up with a new 
                                                 
design for the survey and that the precision of the estimates could not be predicted. On a more positive note, if the survey is run again in future the design (and therefore the precision of the estimates) could be improved by analysing the outcome of the 2014 survey. 

The third key requirement was that it should be possible to analyse the results of the survey by size of enterprise and industry sector. The LBS enterprise size bands are: 

- Micro enterprises: 0 to 9 employees 
- Other SMEs: 10 to 249 employees 
- Large enterprises: 250+ employees 
It was agreed that enterprise size should be defined at the level of the UK business as a whole. For example, a store in London belonging to a supermarket chain which employs thousands of people across the UK was considered to be part of a 'large enterprise' even if that particular store employed fewer than 250 people.  
The LBS 2014 covers the industry sectors shown in Table 1. These were created for the survey by ONS using the UK Standard Industrial Classification 2007 (SIC07). The SIC07 
sections and divisions were re-grouped to reflect the nature of London's business economy. 

 
LBS industry sector name 
SIC07 section/division 
1 
Manufacturing 
Section C 
2 
Construction 
Section F 
3 
Wholesale (including motor trades) 
Section G: divisions 45 and 46 
4 
Retail (excluding motor trades) 
Section G: division 47 
5 
Transport and storage 
Section H 
6 
Accommodation, food, travel and tourism 
Section I plus division 79 Sections J and R 
7 
Information, communication, arts, entertainment and recreation 
8 
Financial and insurance activities 
Section K 
9 
Real estate, architecture and engineering services, services to buildings and landscape activities 
Section L plus division 71 plus division 81 
10 
High value business support including legal, accounting, head office, management, advertising, market research 
Section M excluding divisions 71, 72 and 75 Section N excluding divisions 79 and 81; plus section S 
11 
Other administrative and support services including employment agencies and security services; and other service activities 
12 
Human health and social work activities, scientific R&D and veterinary activities 
Section Q plus divisions 72 and 75 

were excluded because they are predominantly public sector. 

The LBS industry sectors represent most of London's business economy. We decided to exclude Sections A, B, D, E and T of SIC07, which account for a very small part of the London economy2, because we would have had to use a disproportionate amount of resources in order to collect a large enough sample for these sectors. 

## Survey Design Designing A Survey Of London Businesses

The design of the survey presented many challenges for ONS, the greatest of which was to draw a sample of businesses in the specific geographical area required. Whereas the ONS's Annual Business Survey draws a sample at UK level and then apportions the results to each region using a regression model, in this case the aim was to collect business information specifically for London. This would be straightforward for a household survey, which would select a sample of households with London postcodes. However, businesses have complex structures, and head offices may be in a different place from where much of the activity of the business takes place. ONS produced an innovative survey design to address this issue. Figure 2 shows that the population of interest for the survey (within the grey box) comprises all business sites in London. Some of these sites are also head offices, so in the remainder of this report we will refer to members of the business population as 'business units'. These may be head offices or they may be other sites (workplaces) where the business carries out its activities. Treatment of single site enterprises in the survey was simple: we selected a sample of sites from the IDBR and sent out questionnaires. However, multi-site businesses (mainly large enterprises) are more complex, as illustrated in Figure 2. The business on the left-hand side of the illustration has two sites in London but its head office is in Sheffield, while the business on the right-hand side has a head office site in London but most of its activity takes place outside London (in Reading and Crawley). If we had decided to draw a sample of whole businesses (enterprises) from the IDBR and send questionnaires to their head offices, as UK/GB business surveys do, we would have had two problems: 

- Unit A would not have been selected because it is in Sheffield, so Units B and C 
(which are in London) would have been left out of our estimates. 
- Unit F would have been selected because it is in London, and would have reported 
results for all of its business (including Reading and Crawley, which should not be 
included in our estimates). 
As our aim was to survey London businesses, we decided to draw a sample from the IDBR at site level instead of head office level. However, this created a difficulty: many sites in multisite enterprises would not be able to answer questions on all of the topics that the LBS was interested in. Therefore for multi-site enterprises we decided to send questionnaires asking for responses to 'head office level questions' to related head offices in addition to sending questionnaires with 'site level questions' to the selected sites. When we received responses to head office questionnaires, they were assigned to the business units (sites) selected for the survey and used to estimate results for the LBS population.  
Some of the findings in this report are based on head office level questions, and some on site level questions. However, irrespective of where the responses came from, all results presented in this report are treated as being for the business units (sites) in our sample and are used to produce results for the London business population (or population of business units in London) as shown in Figure 2. A business unit will be the whole business in the case of businesses which only have one site and part of the business in the case of multi-site firms.  

## The Lbs Population

The LBS population is defined as the population of private sector business units in the LBS industry sectors. The total population of business units in the survey is 444,870. This number comes from the IDBR sampling frame in May 2014 (Table 3). Table 3 also shows that there were 400,510 enterprises (whole businesses) in the LBS 
population in May 2014. For microenterprises, the ratio of business units to enterprises was 
1:1, indicating that most of these enterprises had only one site ('single site enterprises'); but most large enterprises were 'multi-site' with, on average, almost 12 sites per enterprise. 

 
Number of business 
Number of 
Ratio of business 
units (sites) 
enterprises 
units to enterprises 
Microenterprises 
358,850 
357,560 
1.0 : 1.0 
Other SMEs 
50,180 
39,910 
1.3 : 1.0 
Large enterprises 
35,840 
3,040 
11.8 : 1.0 
TOTAL 
444,870 
400,510 
1.1 : 1.0 

Source: IDBR, May 2014. Table 3 shows that over 80% of sites in London's private sector business economy were microenterprises. The results of the LBS 2014 suggest that microenterprises employ only 
20% of London's private sector employees and account for 12% of turnover, while other SMEs account for 33% of its private sector employees and 24% of turnover and large firms account for 47% of its private sector employees and 64% of turnover (see LBS 2014 Main Findings report). 

## Drawing The Sample

The LBS 2014 drew a sample of business units (sites) from the IDBR; these are known as 
'local units' on the IDBR. The sample was designed as a stratified simple random sample. 

The 36 'main strata' were specified according to two factors: 

- size of the enterprise to which the business unit belonged, split into three categories: 
microenterprises, other SMEs and large enterprises (see above: **Introduction**) 
- the LBS industry sector of the business unit, comprising 12 categories (see above: 
Introduction) 
There was a further stage of stratification by size of business unit. For instance, the main strata of microenterprises in the manufacturing sector was divided into four strata which were made up of business units with 0 employees, 1 employee, 2-4 employees and 5-9 employees.  
Business units were selected from each stratum, producing a sample of 180 business units for the pilot stage of the survey and 10,029 business units for the main stage. Since the pilot results were included in the survey3, this made a total of 10,209 business units. However, 67 
cases had to be removed following the main stage telephone matching exercise (see below: 
Fieldwork report) as they were found to be out of scope (e.g. moved outside London) or no longer in business. This left a total of 10,142 business units in the original sample. In addition, 2,773 head offices responsible for the sampled business units were sent questionnaires, although these head offices were not part of the sample. 

## Design And Testing Of Questionnaires

The questionnaire design process began with a workshop at City Hall (the headquarters of the GLA) in December 2013. The workshop was attended by representatives from various policy areas within the GLA, London & Partners and ONS survey design specialists. It discussed the topics of interest to stakeholders and the questions that they wanted to include in the survey. In the past when the GLA's London Annual Business Survey was run by private contractors, it was a telephone survey. Given the complex nature of the questions and length of the questionnaire, the ONS questionnaire design team recommended instead a paper questionnaire with telephone follow-up. ONS's specialists then went away and drafted two questionnaires for 'cognitive testing': a Form 1 with questions to be asked at head office level and a Form 2 with questions to be asked at site level. These covered all the topics of interest to those commissioning the survey and were agreed by the workshop participants. Cognitive testing of the draft questionnaires took place in February 2014. A total of 14 interviews were conducted using cognitive interviewing, which is an internationally recognised method of testing questions. It uses probing techniques such as paraphrasing respondents' comments, asking respondents to 'think aloud' while completing a response task and concurrent and retrospective probing of respondents' comments. For the LBS 2014, the cognitive testing process investigated: 

- how respondents answered the questions and whether they understood them in the 
way they were intended; 
- whether there were any questions that that did not work and should be deleted: 
- burden and feasibility, i.e. whether respondents could provide the data; and - whether the order of questions worked well. 
In parallel with the cognitive testing process, in-depth interviewing was also used to assess burden and feasibility. This is an approach to data collection that is extremely useful in situations where either little is known about the topic under examination or in-depth information is required. The researcher develops an aide memoir, known as a topic guide, which comprises a list of open-ended questions on the research topics to be explored. 

The sample for the cognitive testing was a qualitative sample based on an extract from the IDBR. Qualitative research employs purposive sampling techniques. The goal is to 'explain', rather than count, so statistical inferences cannot be drawn from qualitative data. 

The respondents for cognitive testing were identified from appropriate sub-populations taking into account characteristics of interest such as business size; whether the business was a 

## 

single site or multi-site business; whether the questions were being asked at head office or site level and the location of the head office (inside or outside London). It should be noted that sites in multi-site enterprises were hard to recruit for the cognitive testing because many site managers said that survey questionnaires were usually completed by head office. 

The cognitive testing produced a series of recommendations for improving the wording of the questions and the flow of the questionnaires. These were incorporated into the questionnaire that would be used in the pilot and main stages of fieldwork. A small number of questions were found not to work and were removed from the questionnaires. At this stage, we also decided to produce a single questionnaire for single site businesses; this became known as Form 3 (see Appendix 1). Form 1 (the head office questionnaire) and Form 2 (the site questionnaire) would continue to be used for multi-site businesses. 

In early March, questionnaires were prepared for the pilot test (see below: Fieldwork report). By this point, the questionnaires were nearly in their final form. Although in theory the pilot test might have led to more changes to the questionnaires if respondents had had difficulty completing them, the result was good and very few changes were required between the pilot and the main stage of the survey. However, following the pilot test an important addition was made to the information that respondents were to receive with the questionnaires. In addition to a letter from the Mayor of London on the front of each questionnaire explaining what the survey was about, we decided to add a flyer for Forms 1 and 2 (see Appendix 1). The flyer used visual aids to explain clearly to multi-site businesses the difference between the two forms and the importance of completing both of them. 

## Fieldwork Report

Fieldwork for the LBS 2014 took place in two stages: the pilot test between 21 March and 11 April and the main stage between 12 May and 27 August. This section focuses on the main stage, since the pilot was simply a rehearsal for the main stage. However, some of the lessons learnt from the pilot test are referred to when discussing the main stage. The survey design involved sending out paper questionnaires and then using ONS telephone interviewers to do follow-up by chasing responses on the phone. The selected business units would receive Form 2 or 3 (depending on whether they were classed as 'multi-site' or 'single site'). We also sent a questionnaire (Form 1) to the head offices in multi-site enterprises that were responsible for the selected business units.  
The forms for the survey were created and despatched by ONS's Survey Processing Centre, which also received the forms when they were returned by respondents. The Survey Processing Centre handled large numbers of despatches and returns within the tight deadlines demanded by the survey schedule. They also carried out electronic scanning of the forms to create a dataset and keyed in responses manually where necessary. In order to chase responses by phone, ONS telephone interviewers needed to have a phone number for each form that had been despatched. Therefore, before the fieldwork began, we used telephone matching services (both inside ONS and from external providers) to search for phone numbers. The telephone matching exercise was very successful for Form 1s and Form 3s that were large enterprises (97%), but less so for Form 3 microenterprises (35%), Form 3 other SMEs (72%) and Form 2s (66%). Cases without phone numbers were classed as 
'hard to reach' and could not be included in the telephone follow-up exercise. 

In the pilot stage, all three forms were despatched simultaneously. However, this produced a problem: in 30% of pilot cases, the telephone interviewers made contact but the person who answered the phone said that they had not received the form, often because it had not been addressed to a specific contact person. There was also a disappointing response rate for Form 
2 respondents (14% compared with 35% for Form 1 and 28% for Form 3). While ONS holds contact details for many businesses on the IDBR, in multi-site enterprises this tends to be for the head office; there is little contact information available at site level within multi-site enterprises. 

Therefore for the main stage we decided to introduce a time lag between the despatch of Form 1s (on 12-14 May) and the despatch of Form 2s (on 23 June). This allowed us to request contact details for the selected sites within multi-site enterprises from the Form 1 
respondents (head offices). These contact details could then be included in the Form 2s when they were despatched in late June. In addition, we used the telephone matching exercise to search for contact names as well as for telephone numbers.  
Single site businesses were more straightforward. For the main stage Form 3s were despatched on 19-29 May. Telephone matching services were also used for Form 3 cases. All main stage despatches were followed after 2-3 weeks by reminder letters, encouraging respondents to return the questionnaires. An additional reminder letter was sent to 'hard to reach' cases. From mid-May we made available ONS's Survey Enquiry Line for respondents to phone in with any queries, and in June, July and early August ONS telephone interviewers chased responses. The telephone follow-up exercise used a telephone operating system which was automated and able to handle large caseloads The automated telephone operating system worked well in general. However, one area of weakness was the system for re-sends (cases where the person contacted by the telephone interviewers requested a duplicate form because they had not received a questionnaire initially). The telephone operating system was not well designed to handle re-sends. This resulted in delays on ONS's part in despatching duplicate forms and annoyance to respondents. It may also have reduced the survey response rates (see below: Response rates by form type). Any future LBS would need to improve the automation of re-send requests. 

## Response To The Survey Response Rates By Form Type

Table 4 shows the responses received for Forms 1, 2 and 3. Appendix 2 provides further details. Given that the LBS is a voluntary survey, response was considered good for Form 1 (40%) and reasonable for Form 3 (30%). However, it was less good for Form 2 (19%) and in particular for Form 2 in large firms (14%). Since Form 2 responses relate to the business units in our sample of multi-site enterprises and most large firms are multi-site, this means that the survey results for large firms are likely to be less robust than intended. In most cases where questionnaires were not returned we have no information about the reasons for non-response. However, the telephone interviewers recorded 751 instances of refusal to participate (6% of the total number of forms sent out, see Appendix 2). These refusals were spread evenly between enterprise sizes and between sectors. The most common reason for refusing to participate was that the person contacted was too busy, accounting for 
40% of refusals. The second most common reason was that they were uninterested in completing the survey, accounting for 30% of refusals. Only 2% of refusals were due to political reasons or anti-government feeling. 

An important lesson that we learnt from the LBS 2014 is that for this kind of survey - with large numbers of 'hard to reach' cases - re-sends to people who did not receive a form initially make a significant contribution to response rates. During the main stage, 19% of all forms had to be resent and 673 out of the 3,733 forms that were returned to ONS (18% of the total received) were the result of re-sends. Further information on re-sends is provided in Appendix 2. 

Multi-site enterprises
Single site 
enterprises
Raw response rates by enterprise size
Form 3
All forms
Form 1:
head office 
questionnaire
Form 2:
site 
questionnaire
103
57
1,007
1,167
Micro enterprises: 0-9 employees
= 36%
= 21%
=
26%
= 26%
289
275
3,909
4,473
611
370
761
1,742
Other SMEs: 10-249 employees
= 48%
= 27%
= 38%
= 38%
1,278
1,347
1,985
4,610
402
354
68
824
22%
Large enterprises: 250+ employees
= 33%
= 14%
= 41%
=
1,206
2,459
167
3,832
1,116
781
1,836
3,733
Overall
= 40%
= 19%
= 30%
= 29%
2,773
4,081
6,061
12,915
 

Note: This table uses the enterprise size bands and industry sectors given by the original sample; reclassification of business units on the basis of responses is not taken into account here. 

## Response Rates By Question Type

Although the data was collected using Forms 1, 2 and 3, results were analysed by question type rather than by form type. Any analysis of the data needs to start by identifying whether the question is a 'head office level' or 'site level' question. Therefore it is useful to consider response rates by question type. The survey achieved a response rate of 33% (3,326 business units) for head office level questions and 26% (2,620 business units) for site level questions. By and large the survey results are possible to analyse by enterprise size band and industry sector for both question types, meeting the GLA's requirements for such breakdowns.  
However, caution is recommended when interpreting results where the number of responses was low, for instance in the case of business units that are part of large enterprises in the financial and insurance activities sector (Table 5). The reason for these low counts is that ONS's telephone interviewers found it difficult to contact people in banks as they often have automated phone systems which make it impossible to contact the selected branch or to get through to a 'real person'. This is a common problem faced by most business surveys. 


Head office level questions
Site level questions
Micro
Other SME
Large
Micro
Other SME
Large
Manufacturing
89
143
34
81
123
21
Construction
89
131
77
86
98
34
Wholesale (inc. motor trades)
92
117
58
87
103
29
Retail (exc. motor trades)
92
142
65
92
103
29
Transport and storage
63
93
94
58
68
26
Accommodation, food, travel and tourism
62
113
98
61
90
70
Information, communications, arts, entertainment and recreation
68
112
70
67
91
38
Financial and insurance activities
102
96
14
94
76
22
Real estate, architecture, engineering and building services
107
152
76
104
128
33
High value business support
106
115
51
100
93
27
Administrative and support services
76
131
79
72
110
47
Health, social work, scientific R&D and veterinary services
83
144
92
79
125
55
 

Note: This enterprise size bands and industry sectors shown in this table take into account any reclassification of business units on the basis of their responses. 

## Editing And Imputation

After fieldwork for the survey finished, the next stage was to edit the data and impute missing responses. The approach to imputation depended on whether the variable was numeric or categorical: while numeric variables were imputed, we decided against imputing categorical variables. In the LBS 2014: 

- Numeric variables are those derived from number type questions. Examples are numbers 
of employees and the value of turnover, sales and purchases. The question 'Over the last 12 months, what percentage of your sales of goods and services was to customers based in: a) Greater London? b) UK excluding Greater London? c) Europe excluding the UK? d) Rest of the world?' (and the equivalent question for purchases) also produces numeric variables. Such questions were all asked site level in LBS 2014 using Forms 2 and 3. 
- Categorical variables are those derived from yes/no or multiple choice questions which 
describe the nature of the business, decisions taken, choices and attitudes. Such questions could be asked at head office level or site level, using Forms 1, 2 and 3. 

## Numeric Variables

The questions that produced numeric variables were edited and then imputed. Common problems which required editing to correct values included: when components of a total had been provided but the totals had been left blank4; where figures were of the wrong order of magnitude (e.g. had been written in billions rather than millions); and where information in multi-site businesses had been provided for the business as a whole rather than the selected business unit. For official business surveys, ONS undertakes validation including re-contacting respondents to check figures. However, the tight time scale required by the GLA for the LBS 2014 made this impossible in all but a handful of cases. Therefore we used a combination of sense checking and comparing the figures with other sources of information within ONS (e.g. to 

## 

check order of magnitude queries). While we believe that we have managed to correct the majority of errors using this approach, there is no doubt that some errors have gone undetected. This is particularly likely for Form 2 cases involving turnover, sales and purchases since there are no alternative sources of information at site level to compare with. 

After editing, numeric variables were imputed. This means inferring a value where the response to the question is missing (item non-response). Various methods were used: 

1. Employee numbers were imputed using the 'ratio of means' method based on the 
IDBR within the 'imputation class' (defined by combining enterprise size and 
industry sector and in a few cases legal status5). The method calculates a ratio 
between the employee numbers for each imputation class from the returned LBS data and the employee numbers on the IDBR for the corresponding imputation class. 
Where a business unit has not returned a value in the LBS, this ratio is applied to the 
unit's IDBR employee number and this value is then imputed for the LBS. 
2. Numbers of apprentices were imputed using a 'trim mean' method. For each 
imputation class with missing values, the data was 'trimmed' to remove outliers and a 
mean value was calculated. This trimmed mean was then imputed for the missing 
values within the imputation class. 
3. Turnover and sales values were imputed using information from within the LBS. This 
was done by: 
1st. 
assuming that turnover was equal to sales (or vice versa) if one of them was missing but the other was present 
2nd. 
using a ratio to purchase value (see point 3 below) if both sales and turnover were missing but purchase value was present 
3rd. 
imputing the remaining missing values using a 'nearest donor' with similar characteristics within the same industry sector 
4. After the sales values had been imputed, purchase values were imputed using the ratio 
of LBS purchase values to LBS sales values within the industry sector. 
5. The questions about percentages of sales and purchases to/from different geographical 
areas were imputed using a median value taken from the imputation class for the missing value. This value was then constrained to 100. 
It should be noted that the questions about percentages of sales and purchases to/from different geographical areas were only partially imputed. We imputed where the respondent had provided no answer for any part of the question (part a, b, c or d), but where respondents had given a partial answer, it was considered preferable to retain the original response even though it was incomplete. However, this has some disadvantages which are noted below (see Non-sampling error). Appendix 3 shows item non-response before and after imputation for each of the numeric variables. 

## Categorical Variables

Categorical variables were edited but not imputed. Instead, we decided to include estimates of numbers of business units that did not respond to each question (item non-response) in the relevant data table. Proportions can then be calculated excluding non-response (see below: 
Weighting). Appendix 3 provides a summary of item non-response.  

## Weighting

This section explains how the responses from our survey (the 'achieved sample') were weighted up to the LBS population. First the number ('N') of business units in each stratum of the LBS population in May 2014 was calculated. Once the survey had been carried out, the number of valid responses in each stratum ('n') was also calculated. A valid response was a returned questionnaire which had legible and reasonable answers to at least some of the questions.  
The weights for the LBS are calculated for each record as the total number of units in that record's stratum ('N') divided by the number of responses in that record's stratum ('n'). For example, if there were 100 micro business unit in a stratum of manufacturing, and the survey received 5 responses for micro business units in that stratum of manufacturing, then the weight for each of these 5 responses would be 20 (100 divided by 5). This means that the answer to a specific question from each of these responses is considered to represent the answer from 20 business units, not just that one business unit. The weighting process for the LBS involved producing two survey weights: a 'site weight' and a 'head office weight'. This reflected the two different question types: site level questions and head office level questions. Although the total population of London business units for which estimates were required was the same in both cases (444,8706), the achieved sample was different: 2,620 for the site level questions and 3,326 for the head office level questions. Thus the site weight had to weight up 2,620 responses to produce estimates for 444,870 business units, while the head office weight had to weight up 3,326 responses to produce estimates for 444,870 business units.  
When looking at the data tables, users should be aware that for many questions there is a 'no response' category which shows how many respondents did not answer that question. For example, in response to the question 'Over the next 12 months, is this business planning to grow?' the options are either 'Yes' or 'No'. While we expect respondents to tick one of these boxes, some did not tick either box. If a table was produced from a question like this and the 
'no response' category was not shown in the table, then the total number of business units in the table might not add up to the population total (444,870). However, when calculating proportions from the number of business units, for instance 'percentage of businesses that are planning to grow', the 'no response' category should be excluded from the calculation. 

## Limitations Of The Weighting

The weighting process 'weights up' the achieved sample to the population of business units in London. In the GLA's Main Findings report, most of the results for categorical variables are presented in terms of numbers (or proportions) of business units. Such estimates are helpful in many ways - not least in understanding the needs and views of business owners and managers - but they are not weighted to reflect relative contributions to economic activity or employment7. For example, microenterprises carry more weight in the 'all London' results than the responses of other SMEs or large firms because there are many of them, although they account for a relatively small proportion of turnover and employment 
(see above: **The LBS population**). Future work on this survey may include exploring additional types of weighting for the categorical variables to enable us to calculate results which better reflect relative contributions to economic activity of London businesses. It should also be noted that in the case of multi-site (mainly large) enterprises, business units are parts of the business, not the business as a whole. It is not possible to weight up the results to whole businesses in London because the survey was not designed to do this. 

## Reliability Of The Estimates

Survey estimates vary in their reliability as a result of sampling error (differences arising from using a sample of the population rather than the whole population). Reliability may also be affected by non-sampling errors such as item non-response or mistakes in answering questions. 

## Sampling Error

Standard Errors (SEs) are used to measure the precision of the survey estimates, i.e. how close to the true population value the estimates from the survey are likely to be. SEs can be used to produce 95% Confidence Intervals (CIs), indicating that if the survey were repeated again and again, 95% of times the true value of the parameter would lie within the CI 
(between the upper and lower 95% confidence limits).  
For the LBS 2014, ONS has calculated CIs for all estimates at London level and for their breakdowns by enterprise size and industry sector. Most of the CIs were generated with SAS software using the in-built procedures SurveyFreq and SurveyMeans. These procedures calculate results taking into account the design of the survey (i.e. the fact the sample was stratified), and the weighting applied to each record. Both SurveyFreq and SurveyMeans produce tables showing 95% confidence limits of the whole sample and of breakdowns by different domains (e.g. size of enterprise or industrial sector). SurveyFreq was used for categorical variables, where we count the number of business units in each category. 

SurveyMeans was used for numeric variables, where we want to sum all responses or compute an average of all responses. 

## Box 1: The Usual Estimator For The Variance Of A Proportion Under Stratified Sampling8

  
where 

  is the stratum 
 is the number of strata 
  is the achieved sample size in stratum h 
  is the population count in stratum h 
  is the total population count in all H strata 
  is the estimated proportion in stratum h 
CIs of percentages were also calculated using SAS. However, this involved a manual process rather than an in-built procedure. First, we calculate the proportion of relevant responses in each stratum (e.g. 'number who said yes' as a proportion of 'number who responded either yes or no'). We then calculate the usual estimator for the variance of a proportion under stratified sampling (see Box 1) for each stratum, and finally sum these variances to generate the variance of the domain we are interested in. Using the calculated proportion and the calculated variance, we can compute the confidence limits around the proportion. 

The data tables for the LBS 2014 available here include the CIs for each estimate, and it is recommended that readers check these when using the results.  

## Non-Sampling Error

It is difficult to be sure what kind of non-sampling errors are present in the LBS 2014, as this is a relatively new, experimental survey. However, we wish to alert readers to two areas where we believe that the results may be affected by non-sampling error: (i) non-response, and (ii) mistakes by respondents when answering questions. Although it is generally reasonable to assume that non-response to the survey is unbiased, i.e. that those responding are representative of business units in that group, readers should be aware of some concerns with non-response relating to **numeric** variables in the LBS 2014: 

1. Business units belonging to large firms in the financial and insurance services 
sector. Given the difficulty that we had contacting these units, the small number of 
responses from them and the fact that the LBS 2014 estimate for number of 
employees in the financial and insurance activities sector was considerably lower than that from ONS's most recent Business Register and Employment Survey (BRES), 
which is the recommended official source for such statistics, we believe that the 
estimates for this category may not be a good reflection of the true values. 
2. **Questions about percentages of sales to different geographical areas**. These 
questions were only partially imputed, so there remains some non-response reflecting incomplete answers. This presents a particular problem for calculating estimates of export values in the financial and insurance activities and administrative and support services sectors. As a result, the calculation of export values is incomplete and total 
export values may be underestimated (see **LBS 2014 Main Findings** report). A 
similar problem applies when calculating total import values using the questions about percentages of purchases from different geographical areas. 
3. **Estimates of numbers of apprentices**. These did not pass our quality control tests 
and we have decided not to publish them. Many business units (in particular those in large firms) did not complete this question, and it was not possible to determine whether this was because they had no apprentices or because they did not know how many they had. The imputation process was unable to resolve this uncertainty.  
Non-response may also be biased for the small number of **categorical** variables that have high item non-response (see Appendix 3). However, it is not possible to determine the extent or direction of any such bias. With regard to mistakes by respondents when answering questions, the main area of concern which remained after the editing process was the estimates of the value of turnover, sales and purchases. By contrast with official business surveys, we have collected this information at site level rather than enterprise (head office) level. Although our efforts to collect information in this way have been quite successful, we are aware that some business units in multi-site firms reported the values for the business as a whole rather than that of the selected unit. 

Therefore, despite careful data editing, a degree of overestimation of such values remains likely for multi-site firms. It should be noted that this mainly affects large firms, not SMEs. 

Another area of possible concern which does not seem to have affected the LBS 2014 is bias due to refusal to participate in the survey. Although around 6% of cases chased by ONS's telephone interviewers met with a refusal to participate in the survey, this was not related to any particular type of business. Therefore it did not cause any obvious bias to results. 

## Concluding Comments

The LBS 2014 has demonstrated that it is possible to design a survey that is representative of the London business economy using the IDBR as a sampling frame. The survey has also succeeded in meeting the other two key requirements of those commissioning the survey: to produce estimates for most of the topics of interest and to provide breakdowns by enterprise size and industry sector. Although the results of this survey are experimental, they appear to be of reasonable quality overall and of good quality for SMEs. The results are of wider interest for estimating business turnover, sales and purchases at regional level. The LBS 2014 has shown that as an alternative to collecting such data from head offices and 'regionalising' it (apportioning it to regions using regression modelling), information can be collected directly from sites located in a geographical area of interest within the UK such as London. However, before considering this approach as an alternative to the established methods, work would be needed to improve the ability of surveys based on the LBS model to reach a sufficient sample of business units belonging to multi-site enterprises and to overcome the main non-sampling errors associated with such units. Finally, in terms of survey design and management, a number of lessons have been learnt from the LBS 2014. The following key improvements should be considered if the survey is run again in future: 

- At the **survey design stage**, data is now available from the 2014 survey which will 
enable specialists to improve the design of the survey in future, resulting in greater precision of the survey estimates (more reliable results).  
- At the **fieldwork stage**, the system for handling re-sends should be improved in order 
to avoid annoyance to respondents and boost response rates. 
- At the **post-fieldwork stage**, although ONS understands the pressures faced by the 
GLA to produce timely results, it recommends building into the schedule some time for validation of responses though re-contacting of respondents. 

## Appendix 1: The Questionnaires

Form 1: Head office questionnaire for multi-site enterprises 
 

## London Business Survey 2014 - Head Office Questionnaire

Using **black ink**, write any changes to your name and address in the box below To be completed for:
From:
Office for National Statistics Government Buildings Cardiff Road Newport NP10 8XG

## Questionnaire Return Details:

Please complete and return this questionnaire to the above address by **13 June 2014** using the prepaid envelope provided. 

This is a voluntary survey.

Dear Sir or Madam I want our city to be the world capital for business and I am working to develop a strong environment in which businesses can flourish. Your views on the issues affecting your business matter greatly to me. I therefore need your help in completing this survey of workplaces in London and the businesses to which they belong. We have commissioned the Office for National Statistics (ONS) to run this survey. The ONS is an independent government department which produces official figures on a range of topics including growth of the economy, inflation and employment.

The ONS guarantees that all the information you provide in this survey will be kept strictly confidential. One or more London workplaces which belong to your business have been selected for the survey and the ONS is sending you this questionnaire because its records show that you are responsible for the selected workplace(s).

This questionnaire asks for information about **the business as a whole, which is the business named above**. The selected workplaces will receive separate questionnaires asking specifically about workplaces. I appreciate the time you will give in responding to this survey. Your input will be used to give us a more detailed understanding of the issues businesses across the city are facing and help us to ensure that London is the best big city in the world to do business. Yours sincerely Boris Johnson Mayor of London All the information you provide is kept strictly confidential.  It is illegal for us to reveal your data or identify your business to unauthorised persons.

## Introduction To The London Business Survey 2014

Coverage Include information for the UK business named on the front of this questionnaire.

Exclude overseas branches, subsidiaries and agencies.

The UK consists of England, Wales, Scotland and Northern Ireland, but excludes the Channel Islands and the Isle of Man.

## Information Required This Questionnaire Is Divided Into Six Sections, Which Ask For Information About:

Section A 
the profile of the business as a whole
Section B 
experience of business support and facilities
Section C 
access to finance
Section D 
innovation
Section E 
Greater London as a business location
Section F 
any comments, completion time and your contact details
How to complete the questionnaire Read the instructions accompanying each question before completing this questionnaire.

Leave question blank if not applicable.  Do not use 'nil', 'n/a' or draw a line in the data.

The items listed under 'Include' and 'Exclude' are examples and should not be taken as a complete list of items.

This questionnaire will be scanned, therefore please:

complete in black ink ensure letters and numbers are PRINTED and centered within each box do not use commas   

do not cross sevens   7   or  zeros   0    
,
_
/
A summary report of findings will be available once this survey has been completed. 

If you would like to receive an electronic copy of this report, please provide your e-mail address at question 34
 and cross the box at question 35.

## Section A - Profile Of The Business As A Whole 1. Questions In This Section Are About The General Characteristics Of This Business As A Whole. Please Answer The Questions Referring To The Business Named On The Front Of This Questionnaire. If This Business Is Part Of A Wider Business Group Structure, Please Exclude Other Members Of The Group.

2. 
In what year was this business first established?
If you do not know the exact year, please provide an estimate.

3.
Is this business UK or foreign-owned?
Please consider immediate ownership only.
 Please       one box only
X
 Go to question 5
UK-owned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
 Go to question 4
Foreign-owned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
 Go to question 4
Joint UK and foreign-owned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

4. 
If this business is not UK-owned, in which country is its immediate parent company based?
Ensure letters are printed and centred within each box. Leave a space between each word.

 Please       all that apply
X

5. 
Which of the following does this business provide?
Exclude:

any activities that account for less than 10% of turnover

Goods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Intellectual property . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
 Please       all that apply

## 6. What Type Of Customers Does This Business Have? Exclude: Any Customer Types That Account For Less Than 10% Of Turnover

Other businesses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Public sector . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Voluntary sector (including charities). . . . . . . . . . . . . . . . . . . . . . . . . . . . . The general public . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

## Section B - Business Support And Facilities

STOP
If this business as a whole has 250 employees or more, please go to section C

7. 
Questions in this section are about the sources of business support and facilities used by this business as
a whole.
Please answer the questions referring to the business named on the front of this questionnaire.  If this business is
part of a wider business group structure, please exclude other members of the group.
8. 
Over the last 12 months, how often has this business sought advice or information from external
organisations/people on matters affecting this business?

 Please       one box for each category
X
Never
Seldom
Sometimes
Often
Customer/supplier . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Another business owner . . . . . . . . . . . . . . . . . . . . . . . . . . . Solicitor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Accountant/auditor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Consultant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Bank . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . GOV.UK (formerly Business Link) . . . . . . . . . . . . . . . . . . . . Trade Association/professional body . . . . . . . . . . . . . . . . . 
9. 
Over the last 12 months, how often has this business sought external advice or information on each
of the following topics?
 Please       one box for each category
X
Never
Seldom
Sometimes
Often
Business growth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Obtaining/managing finance . . . . . . . . . . . . . . . . . . . . . . . . Sales and marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Workforce (e.g. human resources, recruitment). . . . . . . . . . Training. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Premises . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Regulations/taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . IT/computing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Research and development/innovation . . . . . . . . . . . . . . . . Health and safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

## 10. Are You Aware Of The Existence Of Incubator, Accelerator And Co-Working Spaces? These Are Flexible Spaces Designed For Start-Ups And Small Businesses Featuring Shared Office/Work Space, Shared Facilities And Affordable, All-Inclusive Monthly Charges; They Do Not Include Business Support Services.

X
 Please      one box only Go to question 11

Yes

 Go to question 12

No

11. 
Has this business ever used an Incubator, Accelerator and Co-working Space?
X
 Please      one box only

Yes No Don't know

## Section C - Access To Finance 12. Questions In This Section Are About The Finance Sources Available To This Business As A Whole. Please Answer The Questions Referring To The Business Named On The Front Of This Questionnaire. If This Business Is Part Of A Wider Business Group Structure, Please Exclude Other Members Of The Group. 13. To What Extent Are You Aware Of Each Of The Following Potential Sources Of Finance?

 Please       one box for each category
X
Never heard
of it
Slightly
aware
Aware
Very
 aware
Bank loans, overdrafts, mortgages . . . . . . . . . . . . . . . . . . . 
Leasing or hire purchases . . . . . . . . . . . . . . . . . . . . . . . . . . External peer to peer lending . . . . . . . . . . . . . . . . . . . . . . . Loan funds (e.g. from a government agency) . . . . . . . . . . . Equity finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Grants. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Personal finance such as credit cards . . . . . . . . . . . . . . . . . 

14. 
Over the last 12 months, has this business attempted to access external finance?
For example: bank loans, overdrafts, mortgages; leasing or hire purchases; external peer to peer lending; loan funds; equity finance; grants; personal finance such as credit cards.
Include cases where the business:

has not been successful in obtaining external finance has obtained external finance but has not used it X
 Please      one box only

 Go to question 15
Yes No
 Go to question 18

15. 
Which of the following types of external finance has this business approached over the last 12 months?

 Please       all that apply
X
Bank loans, overdrafts, mortgages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Leasing or hire purchases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . External peer to peer lending . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Loan funds (e.g. from government agency) . . . . . . . . . . . . . . . . . . . . . . . Equity finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Grants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Personal finance such as credit cards . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

16. 
For what purpose(s) has this business sought external finance over the last 12 months?

 Please       all that apply
X
Investing and expanding the business . . . . . . . . . . . . . . . . . . . . . . . . . . . Purchasing stock . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Working capital/day-to-day running of the business . . . . . . . . . . . . . . . . Paying off debt/refinancing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

17. 
Has this business been able to obtain the external finance required?

 Please       one box only
X
Yes - all the external finance required . . . . . . . . . . . . . . . . . . . . . . . . . . . Yes - obtained some, but not all the external finance required . . . . . . . .
No - unable to obtain the external finance required . . . . . . . . . . . . . . . . . No - not yet been resolved . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

If this business has not been able to obtain the finance required, you may wish to explain why (optional)
in the comment box provided at question 32.

18. 
Over the next 12 months, is this business planning to grow?

X
 Please      one box only
Yes No

19. 
Over the next 12 months, do you anticipate that this business will require (more) external finance?

 Please       one box only
X
 Go to question 20
Yes - definitely . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
 Go to question 20
Yes - possibly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
 Go to section D
No . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  . . . . 

20. 
What do you anticipate that this business will use the funds for?

 Please       all that apply
X
Investing and expanding the business . . . . . . . . . . . . . . . . . . . . . . . . . . . Purchasing stock . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Working capital/day-to-day running of the business . . . . . . . . . . . . . . . . Paying off debt/refinancing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

## Section D - Innovation

21. 
Questions in this section are about innovation activities carried out by this business as a whole. 
Please answer the questions referring to the business named on the front of this questionnaire. If this business is part of a wider business group structure, please exclude other members of the group.

22. 
Over the last 12 months, in which of the following areas has this business made major changes?
Include all new and **significantly improved** forms of organisation, business structures or practices aimed at
raising internal efficiency or the effectiveness of approaching markets and customers.
 Please       all that apply
X
New **business practices** for organising procedures (e.g. supply chain management, business 
re-engineering, knowledge management, lean production, quality management etc.) . . . . . . . . . . . . . . 
New methods of **organising work responsibilities and decision making** (e.g. first use of a new 
system of employee responsibilities, team work, decentralisation, integration or de-integration of departments, education/training systems etc.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
New methods of **organising external relationships** with other firms or public institutions 
(e.g. first use of alliances, partnerships, outsourcing or sub-contracting etc.) . . . . . . . . . . . . . . . . . . . . 
Implementation of changes to **marketing concepts or strategies** . . . . . . . . . . . . . . . . . . . . . . . . . . . .
None of these . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

23. 
Over the last 12 months, in which of the following has this business invested for the purposes of current
or future innovation?

 Please       all that apply
X
Internal Research and Development
Creative work undertaken within your business that increases knowledge for developing new and improved goods or services and processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Acquisition of Research and Development
Same activities as above, performed by companies, including other businesses within your group, 
or by public or private research organisations and purchased by your business . . . . . . . . . . . . . . . . . . 
Acquisition of advanced machinery, equipment and software for innovation . . . . . . . . . . . . . . . .
Acquisition of existing knowledge
Purchase or licensing of patents and non-patented inventions, know-how and other types of 
knowledge from other businesses or organisations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Training for innovative activities
Internal or external training for your personnel, specifically for the development and/or introduction of innovations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
All forms of design
Engagement in all design activities, including strategic, for the development or implementation of 
new or improved goods, services and processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Market introduction of innovations
Changes to product or service design, market research, changes to marketing methods, launch advertising . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . None of these . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

24. 

Over the last 12 months, which of the following has this business introduced?

Include all new or **significantly improved** goods or services e.g. improvement in quality or distinct user benefits. The innovation, although new to this business, does not need to be new to the market. Include all product innovations, regardless of their origin.

 Please       all that apply X

New or significantly improved goods
Exclude the simple resale of goods purchased from other businesses and changes of a solely aesthetic nature . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
New or significantly improved services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
None of these . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

25. 

Over the last 12 months, has this business introduced any new or significantly improved processes for producing or supplying goods or services?

Process Innovations are all new or **significantly improved** methods for the production or supply of goods or services. The innovation, although new to the business, does not need to be new to your industry. Include all process innovations, regardless of their origin.

X
 Please      one box only Yes No

## Section E - Greater London As A Business Location

26. 
Questions in this section are about general characteristics of Greater London as a location for businesses.
We are asking you to answer this section because this business has one or more London workplace(s), even if the head office of your business is outside London.

27. 
How would you rate Greater London as a location for this business in each of following areas?
 Please       one box for each category, leave blank if not applicable

Very poor
Poor
Adequate
Good
Excellent
Staff with the appropriate skills for the business . . . . . . .
International/diverse environment . . . . . . . . . . . . . . . . . . Proximity to current or prospective customers . . . . . . . . . Proximity to other businesses (e.g. suppliers, competitors) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Transport infrastructure (e.g. road, rail, tube) within Greater London . . . . . . . . . . . . . . . . . . . . . . . . . . . Transport infrastructure (e.g. road, rail, air) in and out of Greater London . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Digital and communications infrastructure (e.g. optical band width, hardware servers) . . . . . . . . . . . . . . . . . . . . . Suitable and affordable workspace . . . . . . . . . . . . . . . . .
Availability/cost of housing . . . . . . . . . . . . . . . . . . . . . . . . Other living costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Safety and security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

28. 
Comparing Greater London to cities outside of the UK, how would you rate the availability of work visas for
non-European employees?
 Please       one box only
X

Very poor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Poor  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Adequate  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Good  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Excellent  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Don't know  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

29. 
Please specify below any other factors that represent a strength of Greater London as a location for 
this business. 
30. 
Please specify below any other factors that represent a weakness of Greater London as a location for 
this business. 
31. 
If the UK were to leave the European Union, but remained part of the single market, what impact would it
have on this business?

X
 Please      one box only
Very negative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Negative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Neither . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Positive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Very positive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

## Section F - Any Comments, Completion Time And Your Contact Details

32. 
Please provide any comments you might have in the box below: 
33.
How long has it taken you to complete this questionnaire?
34.
Please write the details of the person we should contact if we have any queries regarding the information 
returned on this questionnaire.
35.
Please cross this box if you would like to receive a copy of the summary report of findings by
e-mail once this survey has been completed:

## Thank You For Completing This Questionnaire

To find out more about the work that the Mayor is doing to support businesses in London, please visit:
http://www.london.gov.uk/priorities/business-economy/for-business If you are seeking advice or support for your business, please contact the London Business Support Helpline on 0300 456 3565, available Monday to Friday 9-6pm.

To find out more about how Apprenticeships can benefit your business, please contact the National Apprenticeship Service on 08000 150 600.

## Appendix 1: The Questionnaires

 Form 2: Site questionnaire for multi-site enterprises 

## London Business Survey 2014 - Site Questionnaire

Using **black ink**, write any changes to your name and address in the box below To be completed for:
THE SITE/WORKPLACE NAMED ABOVE
From:
Office for National Statistics Government Buildings Cardiff Road Newport NP10 8XG

## Questionnaire Return Details:

Please complete and return this questionnaire to the above address by **1 August 2014** using the prepaid envelope provided. 

This is a voluntary survey.

Contact for help:
0800 298 5313
Your reference:

Dear Sir or Madam I want our city to be the world capital for business and I am working to develop a strong environment in which businesses can flourish. Your views on the issues affecting your business matter greatly to me. I therefore need your help in completing this survey of workplaces in London and the businesses to which they belong. We have commissioned the Office for National Statistics (ONS) to run this survey. The ONS is an independent government department which produces official figures on a range of topics including growth of the economy, inflation and employment.

The ONS guarantees that all the information you provide in this survey will be kept strictly confidential. 

This questionnaire asks for information about **the site/workplace named above**. The ONS is also collecting information about the business as a whole from your head office (the office which has overall responsibility for your workplace). This information is being collected in a separate questionnaire, which has been sent to that office. I appreciate the time you will give in responding to this survey. Your input will be used to give us a more detailed understanding of the issues businesses across the city are facing and help us to ensure that London is the best big city in the world to do business. Yours sincerely Boris Johnson Mayor of London All the information you provide is kept strictly confidential.  It is illegal for us to reveal your data or identify your business to unauthorised persons.

## Introduction To The London Business Survey 2014 Information Required This Questionnaire Is Divided Into Five Sections, Which Ask For Information About:

Section A 
activity of the business at this site/workplace
Section B 
workforce
Section C 
economic growth and trade
Section D 
factors affecting the business at this site/workplace
Section E 
any comments, completion time and your contact details
How to complete the questionnaire Read the instructions accompanying each question before completing this questionnaire.

Leave question blank if not applicable.  Do not use 'nil', 'n/a' or draw a line in the data.

The items listed under 'Include' and 'Exclude' are examples and should not be taken as a complete list of items.

This questionnaire will be scanned, therefore please:

complete in black ink ensure letters and numbers are PRINTED and centered within each box
, do not use commas   

do not cross sevens   7   or  zeros   0   
_
/
A summary report of findings will be available once this survey has been completed. 

If you would like to receive an electronic copy of this report, please provide your e-mail address at question 40
 and cross the box at question 41.

## Section A - Activity Of The Business At This Site/Workplace

1.
Questions in this section are about the site/workplace named on the front of this questionnaire.

2.
Which of the following does the business provide at this site/workplace?
Exclude:

any activities that account for less than 10% of turnover
 Please       all that apply
X
Goods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Intellectual property . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

3.
Is the activity of the business reported below correct for this site/workplace?
4.

If the description above is incorrect, please describe the activity of the business at this site/workplace in the boxes below.

For example:

MANUFACTURE OF UPVC WINDOWS

LICENSED HOTEL AND RESTAURANT
Ensure letters are printed and centered within each box. Leave a space between each word.

## Section B - Workforce 5. Questions In This Section Are About The Workforce Of The Site/Workplace Named On The Front Of This Questionnaire. 6. What Is The Total Number Of Employees At This Site/Workplace? An Employee Is Anyone Aged 16 Years Or Over That Your Organisation Directly Pays From Its Payroll(S), In Return For Carrying Out A Full-Time Or Part-Time Job Or Being On A Training Scheme.

Include:

all employees paid directly from this business's
payroll(s) including directors paid via PAYE

those temporarily absent but still being paid, for example on maternity leave

employees who are mainly based at this
site/workplace, even if they also work at other sites/workplaces
Exclude:

working owners who are not paid via PAYE 

agency workers paid directly from the agency payroll

voluntary employees

former employees only receiving a pension

self-employed employees 

7.
Of the total number of employees provided at question 6, how many work:

| a.                          | Full-time (more than 30 hours)?    |
|-----------------------------|------------------------------------|
|                             |                                    |
| i.                          |                                    |
| of which, male employees?   |                                    |
| ii.                         |                                    |
| of which, female employees? |                                    |
| b.                          | Part-time (30 hours or fewer)?     |
|                             |                                    |
| i.                          |                                    |
| of which, male employees?   |                                    |
| ii.                         |                                    |
| of which, female employees? |                                    |

8.
Over the last 12 months, has the total number of employees at this site/workplace . . . ?

 Go to question 9
Decreased substantially (10% or more). . . . . . . . . . . . . . . . . . . . . . . . . . 
 Go to question 9
Decreased slightly (less than 10%) . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  
 Go to question 11
Remained the same . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
 Go to question 10
Increased slightly (less than 10%). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
 Go to question 10
Increased substantially (10% or more) . . . . . . . . . . . . . . . . . . . . . . . . . . .

## 9. Which Of The Following Factors Have Contributed To The Decrease In Employees At This Site/Workplace Indicated At Question 8?

 Please       all that apply
X
Fall in demand for goods or services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . Higher input/staff costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Shortage of suitable workers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Pressures on cash flow/bad debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Lack of access to finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . General business restructuring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Employees' personal circumstances (e.g. family commitments, career change) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

## 10. Which Of The Following Factors Have Contributed To The Increase In Employees At This Site/Workplace Indicated At Question 8?

 Please       all that apply
X
Increase in demand for goods or services . . . . . . . . . . . . . . . . . . . . . . . . Introduction of new technology/new equipment . . . . . . . . . . . . . . . . . . . . Introduction of flexible-working patterns (e.g. job shares) . . . . . . . . . . . . 
Introduction of new products/services . . . . . . . . . . . . . . . . . . . . . . . . . . . Need staff with specific skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . General business expansion/restructuring . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

11. 
Over the last 12 months, has the business recruited any employees at this site/workplace?
X
 Please      one box only

 Go to question 12
Yes No
 Go to question 15

12. 
Over the last 12 months, has the business recruited any employees from Job Centre Plus
at this site/workplace?

X
 Please      one box only
Yes No

13. 
How do you rate the education/skills of candidates from Job Centre Plus in relation to the business
needs at this site/workplace?
 Please       one box only
X

Very unsuitable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Unsuitable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Suitable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Very suitable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Don't know . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

14.
If the business has not recruited any employees from Job Centre Plus at this site/workplace, please explain
why in the boxes below.
15. 
Over the last 12 months, how many apprentices has the business had at this site/workplace?
Apprenticeships are paid jobs that incorporate on and off the job training leading to nationally recognised 
qualifications. They are open to anyone aged 16 or over and not in full-time education.
Please note that apprenticeships are not the same as traineeship and internships.
Please give the best estimate you can if you do not have exact figures . . . .

16. 
Of the apprentices included in question 15, how many have been digital apprenticeships?
Digital apprenticeships develop skills such as IT, web design, social media marketing and video production.
They work for employers in areas like information and communications technology, media and publishing, and sales and marketing.
Please give the best estimate you can if you do not have exact figures. . . .

## 17. Are You Aware That Grants Are Available For Apprenticeships?

X
 Please      one box only Go to question 18
Yes Go to question 19
No

18. 
Over the last 12 months, has the business received any grants for apprenticeships at this site/workplace? 
X
 Please      one box only
Yes

No

19. 
Over the last 12 months, have the employees working at this site/workplace engaged in upskilling,
training or development?
Please consider both on-the-job learning/in-house training and courses with external providers.
X
 Please      one box only Go to question 20

Yes No

 Go to question 22

20. 
Over the last 12 months, which of following sources of learning and training has the business used to
improve employees' skills at this site/workplace?
 Please       all that apply
X

On-the-job learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . In-house training courses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Short courses (one week or less) with external providers . . . . . . . . . . . . Long courses (more than one week) with external providers . . . . . . . . . . 

21. 
For long courses (more than one week), which of the following external providers have been used
by this site/workplace?
 Please       all that apply
X

Further Education (FE) colleges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Adult Education colleges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Universities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Private businesses/organisations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

22. 
Does the business employ any staff with STEM (Science, Technology, Engineering and Maths)
 skills/qualifications at this site/workplace?
X
 Please      one box only Go to question 23

Yes No

 Go to question 24

23. 
Over the last 12 months, has the business engaged in training or development of staff with STEM
(Science, Technology, Engineering and Maths) skills/qualifications at this site/workplace?
X
 Please      one box only Yes

No

24. 
Over the next 12 months, do you anticipate that the total number of employees at this site/workplace will . . . ?
 Please      one box only

Decrease substantially (10% or more). . . . . . . . . . . . . . . . . . . . . . . . . . Decrease slightly (less than 10%) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Remain the same . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Increase slightly (less than 10%). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Increase substantially (10% or more) . . . . . . . . . . . . . . . . . . . . . . . . . . .

## Section C - Economic Growth And Trade

25. 
Questions in this section are about the economic growth of the site/workplace named on the front of
this questionnaire.

26. 
Over the last 12 months, what was the total value of goods and services sold by this site/workplace?

Exclude VAT

Give the best estimate you can if you do not have exact figures
To the nearest £ thousand
£
  0   0   0
,
,
,

27. 
Over the last 12 months, what percentage of your sales of goods and services was to customers based in:

Give the best estimate you can if you do not have exact figures

%
a. Greater London?  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
%
b. UK - excluding Greater London? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
%
c. Europe - excluding the UK?  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
%
d. Rest of the world? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
1    0    0
%
=
28. 
Over the last 12 months, what was the total value of goods and services purchased by this site/workplace?

Exclude VAT

Give the best estimate you can if you do not have exact figures
To the nearest £ thousand
£
  0   0   0
,
,
,

29. 
Over the last 12 months, what percentage of your purchases of goods and services came from
suppliers based in:

Give the best estimate you can if you do not have exact figures

a. Greater London? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
%
b. UK - excluding Greater London? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
%
c. Europe - excluding the UK?  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
%
d. Rest of the world? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
%
1    0    0
%
=
30. 
Over the last 12 months, what was the total turnover of this site/workplace?

Leave question blank if the figure is the same as the one provided at question 26

Exclude VAT

Give the best estimate you can if you do not have exact figures
To the nearest £ thousand
£
  0   0   0
,
,
,

31. 
In comparison to 12 months ago, has the total turnover of this site/workplace …?

X
 Please      one box only
Decreased . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Remained the same . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Increased . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

## Section D - Factors Affecting The Business At This Site/Workplace

32. 
Questions in this section are about the factors affecting the site/workplace named on the
front of this questionnaire.

33. 
Over the last 12 months, what impact has each of the following factors had on the business at this
site/workplace?
 Please       one box for each category, leave blank if not applicable
X
Very
negative
Negative
No
impact
Positive
Very
positive
Demand for the products and/or services . . . . . . . . . . . . .
Availability of inputs (e.g. materials, energy) . . . . . . . . . . Cost of materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cost of energy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Availability of staff with appropriate skills . . . . . . . . . . . . . Staff costs/cost of living . . . . . . . . . . . . . . . . . . . . . . . . . . . Availability of affordable business space . . . . . . . . . . . . . . Availability and/or cost of finance . . . . . . . . . . . . . . . . . . . . Government regulations . . . . . . . . . . . . . . . . . . . . . . . . . . . Taxes and business rates . . . . . . . . . . . . . . . . . . . . . . . . . Technology/IT/connectivity/digital infrastructure . . . . . . . . 
Public transport (tubes, buses, overground) . . . . . . . . . . . Rail infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Road infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Air travel infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . Closeness to residential area(s) . . . . . . . . . . . . . . . . . . . . .

34. 
Over the next 12 months, do you anticipate that the economic situation for the business at this
site/workplace will . . . ?

X
 Please      one box only
Worsen substantially . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Worsen slightly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Remain the same . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Improve slightly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Improve substantially . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

35. 
Over the next 12 months, do you anticipate that, in general, the economic situation in London will . . . ?     

X
 Please      one box only
Worsen substantially . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Worsen slightly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Remain the same . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Improve slightly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Improve substantially . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

## 36. How Important Is Each Of The Following Local Facilities For This Site/Workplace?

 Please       one box for each category
X
Not
important
Slightly
important
Important
Very
important
Local amenities such as cafes, restaurants, shops . . . . . . . . . Access to cultural activities such as museums, cinemas and theatres  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Parks, sporting and recreational facilities . . . . . . . . . . . . . . . . Safety and cleanliness of local environment . . . . . . . . . . . . . . Attractiveness of workspace/work environment . . . . . . . . . . .

## 37. How Satisfied Are You With Each Of The Following Facilities Local To This Site/Workplace?

Very
dissatisfied
Disatisfied
Satisfied
Very
satisfied
Local amenities such as cafes, restaurants, shops . . . . . . . . . Access to cultural activities such as museums, cinemas and theatres  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Parks, sporting and recreational facilities . . . . . . . . . . . . . . . .
Safety and cleanliness of local environment . . . . . . . . . . . . . . Attractiveness of workspace/work environment . . . . . . . . . . .

## Section E - Any Comments, Completion Time And Your Contact Details

38. 
Please provide any comments you might have in the box below: 
39.
How long has it taken you to complete this questionnaire?
40.
Please write the details of the person we should contact if we have any queries regarding the information 
returned on this questionnaire.
41.
Please cross this box if you would like to receive a copy of the summary report of findings by
e-mail once this survey has been completed:

## Thank You For Completing This Questionnaire

To find out more about the work that the Mayor is doing to support businesses in London, please visit:
http://www.london.gov.uk/priorities/business-economy/for-business If you are seeking advice or support for your business, please contact the London Business Support Helpline on 0300 456 3565, available Monday to Friday 9-6pm.

To find out more about how Apprenticeships can benefit your business, please contact the National Apprenticeship Service on 08000 150 600.

## Appendix 1: The Questionnaires

The flyer for multi-site enterprises 
 

## London Business Survey 2014

Your business is asked to complete **two questionnaires** for this survey:

## Head Office

Questionnaire                                                Head office
This questionnaire goes to the head office of the business responsible for one or more workplaces/sites in London selected for this survey.
It is sent out in **May 2014** and asks for information about the business as a whole.
If your site contacts you, please encourage them to return their questionnaire.

## Site

Questionnaire                                                      Site
This questionnaire goes to one or more workplaces/sites in London which are part of the business.
It is sent out in **June 2014** and asks for specific information about workplaces/sites.

Please note that both questionnaires need to be returned.

## Appendix 1: The Questionnaires

 Form 3: Single questionnaire for single site enterprises 
 

## London Business Survey 2014

Using **black ink**, write any changes to your name and address in the box below To be completed for:
From:
Office for National Statistics Government Buildings Cardiff Road Newport NP10 8XG

## Questionnaire Return Details:

Please complete and return this questionnaire to the above address by **1 August 2014** using the prepaid envelope provided. 

This is a voluntary survey.

Contact for help:
0800 298 5313

Dear Sir or Madam I want our city to be the world capital for business and I am working to develop a strong environment in which businesses can flourish. Your views on the issues affecting your business matter greatly to me. I therefore need your help in completing this survey of workplaces in London and the businesses to which they belong. We have commissioned the Office for National Statistics (ONS) to run this survey. The ONS is an independent government department which produces official figures on a range of topics including growth of the economy, inflation and employment.

The ONS guarantees that all the information you provide in this survey will be kept strictly confidential. I appreciate the time you will give in responding to this survey. Your input will be used to give us a more detailed understanding of the issues businesses across the city are facing and help us to ensure that London is the best big city in the world to do business. Yours sincerely Boris Johnson Mayor of London All the information you provide is kept strictly confidential.  It is illegal for us to reveal your data or identify your business to unauthorised persons.

## Introduction To The London Business Survey 2014 Information Required This Questionnaire Is Divided Into Nine Sections, Which Ask For Information About:

Section A
the profile of the business
Section B 
workforce
Section C
economic growth and trade
Section D
factors affecting the business
Section E
experience of business support and facilities
Section F
access to finance
Section G 
innovation
Section H
Greater London as a business location
Section I
any comments, completion time and your contact details
How to complete the questionnaire Read the instructions accompanying each question before completing this questionnaire.

Leave question blank if not applicable.  Do not use 'nil', 'n/a' or draw a line in the data.

The items listed under 'Include' and 'Exclude' are examples and should not be taken as a complete list of items.

This questionnaire will be scanned, therefore please:

complete in black ink ensure letters and numbers are PRINTED and centered within each box
, do not use commas   

do not cross sevens   7   or  zeros   0   
_
/
A summary report of findings will be available once this survey has been completed. 

If you would like to receive an electronic copy of this report, please provide your e-mail address at question 61
 and cross the box at question 62.

## Section A - Profile Of The Business

1. 
In what year was this business first established?
If you do not know the exact year, please provide an estimate.

2.
Is this business UK or foreign-owned?
Please consider immediate ownership only.
 Please       one box only
X
 Go to question 4
UK-owned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
 Go to question 3
Foreign-owned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
 Go to question 3
Joint UK and foreign-owned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

3. 
If this business is not UK-owned, in which country is its immediate parent company based?
Ensure letters are printed and centred within each box. Leave a space between each word.

 Please       all that apply
X

4. 
Which of the following does this business provide?
Exclude:

any activities that account for less than 10% of turnover

Goods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Intellectual property . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
 Please       all that apply
X

5. 
What type of customers does this business have?
Exclude:

any customer types that account for less than 10% of turnover

Other businesses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Public sector . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Voluntary sector (including charities) . . . . . . . . . . . . . . . . . . . . . . . . . . . . The general public . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

6.
Is the activity of this business reported below correct?
OOOOOO OOOOOOOO OOOOOOOO OOOOOOOOOO OOOOOOOOO OOOOOOOO OOOOOOO OOOOOOOOOOO OOOOOO OOOOOOOOO OOOOOOOO
X
 Please      one box only Go to question 8
Yes Go to question 7
No
7.

If the description above is incorrect, please describe the activity of this business in the boxes below.

For example:

MANUFACTURE OF UPVC WINDOWS

LICENSED HOTEL AND RESTAURANT
Ensure letters are printed and centered within each box. Leave a space between each word.

## Section B - Workforce 8. What Is The Total Number Of Employees Of This Business? An Employee Is Anyone Aged 16 Years Or Over That Your Organisation Directly Pays From Its Payroll(S), In Return For Carrying Out A Full-Time Or Part-Time Job Or Being On A Training Scheme.

Include:

all employees paid directly from this business's
payroll(s) including directors paid via PAYE

those temporarily absent but still being paid, for example on maternity leave
Exclude:

working owners who are not paid via PAYE 

agency workers paid directly from the agency payroll

voluntary employees

former employees only receiving
a pension

self-employed employees 

9.
Of the total number of employees provided at question 8, how many work:

| a.                          | Full-time (more than 30 hours)?    |
|-----------------------------|------------------------------------|
|                             |                                    |
| i.                          |                                    |
| of which, male employees?   |                                    |
| ii.                         |                                    |
| of which, female employees? |                                    |
| b.                          | Part-time (30 hours or fewer)?     |
|                             |                                    |
| i.                          |                                    |
| of which, male employees?   |                                    |
| ii.                         |                                    |
| of which, female employees? |                                    |

10.
Over the last 12 months, has the total number of employees ...?

 Go to question 11
Decreased substantially (10% or more). . . . . . . . . . . . . . . . . . . . . . . . . . 
 Go to question 11
Decreased slightly (less than 10%) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
 Go to question 13
Remained the same . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
 Go to question 12
Increased slightly (less than 10%). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
 Go to question 12
Increased substantially (10% or more) . . . . . . . . . . . . . . . . . . . . . . . . . . .

11. 
Which of the following factors have contributed to the decrease in employees indicated at question 10?

Fall in demand for goods or services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . Higher input/staff costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Shortage of suitable workers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Pressures on cash flow/bad debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Lack of access to finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . General business restructuring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Employees' personal circumstances (e.g. family commitments, career change) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

12. 
Which of the following factors have contributed to the increase in employees indicated at question 10?

 Please       all that apply
X
Increase in demand for goods or services . . . . . . . . . . . . . . . . . . . . . . . . Introduction of new technology/new equipment . . . . . . . . . . . . . . . . . . . . Introduction of flexible-working patterns (e.g. job shares) . . . . . . . . . . . . Introduction of new products/services . . . . . . . . . . . . . . . . . . . . . . . . . . . Need staff with specific skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . General business expansion/restructuring . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

13. 
Over the last 12 months, has this business recruited any employees?
X
 Please      one box only Go to question 14

Yes No

 Go to question 17

14. 
Over the last 12 months, has this business recruited any employees from Job Centre Plus?
X
 Please      one box only

Yes
No

15. 
How do you rate the education/skills of candidates from Job Centre Plus in relation to this business needs?
 Please       one box only
X

Very unsuitable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Unsuitable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Suitable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Very suitable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Don't know . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

16.
If this business has not recruited any employees from Job Centre Plus, please explain why in the boxes
below.
17. 
Over the last 12 months, how many apprentices has this business had?
Apprenticeships are paid jobs that incorporate on and off the job training leading to nationally recognised 
qualifications. They are open to anyone aged 16 or over and not in full-time education.
Please note that apprenticeships are not the same as traineeship and internships.

Please give the best estimate you can if you do not have exact figures . . . .

18. 
Of the apprentices included in question 17, how many have been digital apprenticeships?
Digital apprenticeships develop skills such as IT, web design, social media marketing and video production.
They work for employers in areas like information and communications technology, media and publishing, and sales and marketing.
Please give the best estimate you can if you do not have exact figures. . . .

19. 
Are you aware that grants are available for apprenticeships?
X
 Please      one box only

 Go to question 20
Yes 
 Go to question 21
No

20. 
Over the last 12 months, has this business received any grants for apprenticeships? 
X
 Please      one box only Yes

No

21. 
Over the last 12 months, have the employees working at this business engaged in upskilling, training
or development? 
Please consider both on-the-job learning/in-house training and courses with external providers.
X
 Please      one box only Go to question 22

Yes No
 Go to question 24

22. 
Over the last 12 months, which of following sources of learning and training has this business used to
improve employees' skills?
 Please       all that apply
X

On-the-job learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . In-house training courses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Short courses (one week or less) with external providers . . . . . . . . . . . . Long courses (more than one week) with external providers . . . . . . . . . . 

23. 
For long courses (more than one week), which of the following external providers have been used by
this business?
 Please       all that apply
X

Further Education (FE) colleges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Adult Education colleges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Universities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Private businesses/organisations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

24. 
Does this business employ any staff with STEM (Science, Technology, Engineering and Maths)
 skills/qualifications?
X
 Please      one box only Go to question 25

Yes No

 Go to question 26

25. 
Over the last 12 months, has this business engaged in training or development of staff with STEM
(Science, Technology, Engineering and Maths) skills/qualifications?
X
 Please      one box only

Yes No

26. 
Over the next 12 months, do you anticipate that the total number of employees will ...?

Decrease substantially (10% or more). . . . . . . . . . . . . . . . . . . . . . . . . . . Decrease slightly (less than 10%) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Remain the same . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Increase slightly (less than 10%). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Increase substantially (10% or more) . . . . . . . . . . . . . . . . . . . . . . . . . . .

## Section C - Economic Growth And Trade

27. 
Over the last 12 months, what was the total value of goods and services sold by this business?

Exclude VAT

Give the best estimate you can if you do not have exact figures
To the nearest £ thousand
£
  0   0   0
,
,
,

28. 
Over the last 12 months, what percentage of your sales of goods and services was to customers based in:

Give the best estimate you can if you do not have exact figures

%
a. Greater London?  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
%
b. UK - excluding Greater London? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
%
c. Europe - excluding the UK?  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
%
d. Rest of the world? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
%
29. 
Over the last 12 months, what was the total value of goods and services purchased by this business?

Exclude VAT

Give the best estimate you can if you do not have exact figures
To the nearest £ thousand
£
  0   0   0
,
,
,

30. 
Over the last 12 months, what percentage of your purchases of goods and services came from
suppliers based in:

Give the best estimate you can if you do not have exact figures

a. Greater London? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
%
b. UK - excluding Greater London? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
%
c. Europe - excluding the UK?  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
%
d. Rest of the world? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
%
1    0    0
%
=
31. 
Over the last 12 months, what was the total turnover of this business? 

Leave question blank if the figure is the same as the one provided at question 27

Exclude VAT

Give the best estimate you can if you do not have exact figures
To the nearest £ thousand
£
  0   0   0
,
,
,

32. 
In comparison to 12 months ago, has the total turnover of this business …?

X
 Please      one box only
Decreased . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Remained the same . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Increased . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

## Section D - Factors Affecting The Business

33. 
Over the last 12 months, what impact has each of the following factors had on this business?

 Please       one box for each category, leave blank if not applicable
X
Very
negative
Negative
No
impact
Positive
Very
positive
Demand for the products and/or services . . . . . . . . . . . . . Availability of inputs (e.g. materials, energy) . . . . . . . . . . Cost of materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Cost of energy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Availability of staff with appropriate skills . . . . . . . . . . . . . Staff costs/cost of living . . . . . . . . . . . . . . . . . . . . . . . . . . . Availability of affordable business space . . . . . . . . . . . . . . Availability and/or cost of finance . . . . . . . . . . . . . . . . . . . . Government regulations . . . . . . . . . . . . . . . . . . . . . . . . . . . Taxes and business rates . . . . . . . . . . . . . . . . . . . . . . . . . Technology/IT/connectivity/digital infrastructure . . . . . . . . Public transport (tubes, buses, overground) . . . . . . . . . . . Rail infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Road infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Air travel infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . Closeness to residential area(s) . . . . . . . . . . . . . . . . . . . . .

34. 
Over the next 12 months, do you anticipate that the economic situation for this business will . . . ?

X
 Please      one box only
Worsen substantially . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Worsen slightly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Remain the same . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Improve slightly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Improve substantially . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

35. 
Over the next 12 months, do you anticipate that, in general, the economic situation in London will . . . ?     

X
 Please      one box only
Worsen substantially . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Worsen slightly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Remain the same . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Improve slightly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Improve substantially . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

## 36. How Important Is Each Of The Following Local Facilities For This Business?

 Please       one box for each category
X
Not
important
Slightly
important
Important
Very
important
Local amenities such as cafes, restaurants, shops . . . . . . . . . Access to cultural activities such as museums, cinemas and theatres  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Parks, sporting and recreational facilities . . . . . . . . . . . . . . . . Safety and cleanliness of local environment . . . . . . . . . . . . . . Attractiveness of workspace/work environment . . . . . . . . . . .

37. 
How satisfied are you with each of the following facilities local to this business?    

 Please       one box for each category
X
Very
dissatisfied
Disatisfied
Satisfied
Very
satisfied
Local amenities such as cafes, restaurants, shops . . . . . . . . . Access to cultural activities such as museums, cinemas and theatres  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Parks, sporting and recreational facilities . . . . . . . . . . . . . . . .
Safety and cleanliness of local environment . . . . . . . . . . . . . . Attractiveness of workspace/work environment . . . . . . . . . . .

## Section E - Business Support And Facilities

STOP
If this business has 250 employees or more, please go to section F

38. 
Over the last 12 months, how often has this business sought advice or information from external
organisations/people on matters affecting this business?
 Please       one box for each category
X

| Never                               |
|-------------------------------------|
| Customer/supplier                   |
| Another business owner              |
| Solicitor                           |
| Accountant/auditor                  |
| Consultant                          |
| Bank                                |
| GOV.UK (formerly Business Link)     |
| Trade Association/professional body |

39. 
Over the last 12 months, how often has this business sought external advice or information on each
of the following topics?
 Please       one box for each category
X

| Never                                         |
|-----------------------------------------------|
| Often                                         |
| Business growth                               |
| Obtaining/managing finance                    |
| Sales and marketing                           |
| Workforce (e.g. human resources, recruitment) |
| Training                                      |
| Premises                                      |
| Regulations/taxes                             |
| IT/computing                                  |
| Research and development/innovation           |
| Health and safety                             |

40. 
Are you aware of the existence of Incubator, Accelerator and Co-working Spaces? 
These are flexible spaces designed for start-ups and small businesses featuring shared office/work space, shared
facilities and affordable, all-inclusive monthly charges; they do not include business support services.

X
 Please      one box only
 Go to question 41
Yes
 Go to question 42
No

41. 
Has this business ever used an Incubator, Accelerator and Co-working Space?

X
 Please      one box only
Yes No Don't know

## Section F - Access To Finance

42. 
To what extent are you aware of each of the following potential sources of finance?

 Please       one box for each category
X
Never heard
of it
Slightly
aware
Aware
Very
 aware
Bank loans, overdrafts, mortgages . . . . . . . . . . . . . . . . . . . 
Leasing or hire purchases . . . . . . . . . . . . . . . . . . . . . . . . . . 
External peer to peer lending . . . . . . . . . . . . . . . . . . . . . . . Loan funds (e.g. from a government agency) . . . . . . . . . . . Equity finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Grants. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Personal finance such as credit cards . . . . . . . . . . . . . . . . . 

43. 
Over the last 12 months, has this business attempted to access external finance?
For example: bank loans, overdrafts, mortgages; leasing or hire purchases; external peer to peer lending; loan funds; equity finance; grants; personal finance such as credit cards.

Include cases where the business:

has not been successful in obtaining external finance

has obtained external finance but has not used it
X
 Please      one box only
 Go to question 44
Yes
No
 Go to question 47

44. 
Which of the following types of external finance has this business approached over the last 12 months?

 Please       all that apply
X
Bank loans, overdrafts, mortgages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Leasing or hire purchases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . External peer to peer lending . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Loan funds (e.g. from government agency) . . . . . . . . . . . . . . . . . . . . . . . Equity finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Grants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Personal finance such as credit cards . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

45. 
For what purpose(s) has this business sought external finance over the last 12 months?

 Please       all that apply
X
Investing and expanding the business . . . . . . . . . . . . . . . . . . . . . . . . . . . Purchasing stock . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Working capital/day-to-day running of the business . . . . . . . . . . . . . . . . Paying off debt/refinancing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

46. 
Has this business been able to obtain the external finance required?

Yes - all the external finance required . . . . . . . . . . . . . . . . . . . . . . . . . . . Yes - obtained some, but not all the external finance required . . . . . . . .
No - unable to obtain the external finance required . . . . . . . . . . . . . . . . . No - not yet been resolved . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

If this business has not been able to obtain the finance required, you may wish to explain why (optional)
in the comment box provided at question 59.

47. 
Over the next 12 months, is this business planning to grow?

X
 Please      one box only
Yes No

48. 
Over the next 12 months, do you anticipate that this business will require (more) external finance?

 Please       one box only
X
 Go to question 49
Yes - definitely . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
 Go to question 49
Yes - possibly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
 Go to section G
No . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  . . . . 

49. 
What do you anticipate that this business will use the funds for?

 Please       all that apply
X
Investing and expanding the business . . . . . . . . . . . . . . . . . . . . . . . . . . . Purchasing stock . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Working capital/day-to-day running of the business . . . . . . . . . . . . . . . . Paying off debt/refinancing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

## Section G - Innovation

50. 
Over the last 12 months, in which of the following areas has this business made major changes?
Include all new and **significantly improved** forms of organisation, business structures or practices aimed at
raising internal efficiency or the effectiveness of approaching markets and customers.
 Please       all that apply
X
New **business practices** for organising procedures (e.g. supply chain management, business 
re-engineering, knowledge management, lean production, quality management etc.) . . . . . . . . . . . . . . 
New methods of **organising work responsibilities and decision making** (e.g. first use of a new 
system of employee responsibilities, team work, decentralisation, integration or de-integration of departments, education/training systems etc.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
New methods of **organising external relationships** with other firms or public institutions 
(e.g. first use of alliances, partnerships, outsourcing or sub-contracting etc.) . . . . . . . . . . . . . . . . . . . . 
Implementation of changes to **marketing concepts or strategies** . . . . . . . . . . . . . . . . . . . . . . . . . . . .
None of these . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

51. 
Over the last 12 months, in which of the following has this business invested for the purposes of current
or future innovation?

 Please       all that apply
X
Internal Research and Development
Creative work undertaken within your business that increases knowledge for developing new and improved goods or services and processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Acquisition of Research and Development
Same activities as above, performed by companies, including other businesses within your group, or by public or private research organisations and purchased by your business . . . . . . . . . . . . . . . . . . 
Acquisition of advanced machinery, equipment and software for innovation . . . . . . . . . . . . . . . .
Acquisition of existing knowledge
Purchase or licensing of patents and non-patented inventions, know-how and other types of 
knowledge from other businesses or organisations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Training for innovative activities
Internal or external training for your personnel, specifically for the development and/or introduction of innovations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
All forms of design
Engagement in all design activities, including strategic, for the development or implementation of 
new or improved goods, services and processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Market introduction of innovations
Changes to product or service design, market research, changes to marketing methods, launch advertising . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . None of these . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

52. 

Over the last 12 months, which of the following has this business introduced?

Include all new or **significantly improved** goods or services e.g. improvement in quality or distinct user benefits. The innovation, although new to this business, does not need to be new to the market. Include all product innovations, regardless of their origin.

 Please       all that apply X

New or significantly improved goods
Exclude the simple resale of goods purchased from other businesses and changes of a solely aesthetic nature . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
New or significantly improved services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
None of these . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

53. 

Over the last 12 months, has this business introduced any new or significantly improved processes for producing or supplying goods or services?

Process Innovations are all new or **significantly improved** methods for the production or supply of goods or services. The innovation, although new to the business, does not need to be new to your industry. Include all process innovations, regardless of their origin.

X
 Please      one box only Yes No

## Section H - Greater London As A Business Location

54. 
How would you rate Greater London as a location for this business in each of following areas?

 Please       one box for each category, leave blank if not applicable
X
Very poor
Poor
Adequate
Good
Excellent
Staff with the appropriate skills for the business . . . . . . .
International/diverse environment . . . . . . . . . . . . . . . . . . Proximity to current or prospective customers . . . . . . . . . 
Proximity to other businesses (e.g. suppliers, competitors) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Transport infrastructure (e.g. road, rail, tube) within Greater London . . . . . . . . . . . . . . . . . . . . . . . . . . . . Transport infrastructure (e.g. road, rail, air) in and out of Greater London . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Digital and communications infrastructure (e.g. optical band width, hardware servers) . . . . . . . . . . . . . . . . . . . . . Suitable and affordable workspace . . . . . . . . . . . . . . . . . Availability/cost of housing . . . . . . . . . . . . . . . . . . . . . . . . Other living costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
Safety and security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

55. 
Comparing Greater London to cities outside of the UK, how would you rate the availability of work visas for
non-European employees?

 Please       one box only
X
Very poor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Poor  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Adequate  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Good  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Excellent  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Don't know  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

56. 
Please specify below any other factors that represent a strength of Greater London as a location for 
this business. 
57. 
Please specify below any other factors that represent a weakness of Greater London as a location for
this business. 
58. 
If the UK were to leave the European Union, but remained part of the single market, what impact would it
have on this business?

Very negative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Negative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Neither . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Positive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Very positive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

## Section I - Any Comments, Completion Time And Your Contact Details

59. 
Please provide any comments you might have in the box below: 
60.
How long has it taken you to complete this questionnaire?
61.
Please write the details of the person we should contact if we have any queries regarding the information 
returned on this questionnaire.
62.
Please cross this box if you would like to receive a copy of the summary report of findings by
e-mail once this survey has been completed:

## Thank You For Completing This Questionnaire

To find out more about the work that the Mayor is doing to support businesses in London, please visit:
http://www.london.gov.uk/priorities/business-economy/for-business If you are seeking advice or support for your business, please contact the London Business Support Helpline on 0300 456 3565, available Monday to Friday 9-6pm.

To find out more about how Apprenticeships can benefit your business, please contact the National Apprenticeship Service on 08000 150 600.

## Appendix 2: Responses, Refusals And Re-Sends

Multi-site enterprises
Single site 
enterprises
Raw response rates by enterprise size
Form 3
All forms
Form 1:
head office 
questionnaire
Form 2:
site 
questionnaire
103
57
1,007
1,167
Micro enterprises: 0-9 employees
= 36%
= 21%
=
26%
= 26%
289
275
3,909
4,473
611
370
761
1,742
Other SMEs: 10-249 employees
= 48%
= 27%
= 38%
= 38%
1,278
1,347
1,985
4,610
402
354
68
824
Large enterprises: 250+ employees
= 33%
= 14%
= 41%
=
22%
1,206
2,459
167
3,832
1,116
781
1,836
3,733
Overall
= 40%
= 19%
= 30%
= 29%
2,773
4,081
6,061
12,915
 
Multi-site enterprises
Single site 
enterprises
Form 3
Refusal rates by enterprise size
All forms
Form 1:
head office 
questionnaire
Form 2:
site 
questionnaire
16
14
219
249
Micro enterprises: 0-9 employees
=
6%
=
5%
=
6%
=
6%
289
275
3,909
4,473
47
69
146
262
Other SMEs: 10-249 employees
=
4%
=
5%
=
7%
=
6%
1,278
1,347
1,985
4,610
81
143
16
240
Large enterprises: 250+ employees
=
7%
=
6%
= 10%
=
6%
1,206
2,459
167
3,832
144
226
381
751
Overall
=
5%
=
6%
=
6%
=
6%
2,773
4,081
6,061
12,915
 
Multi-site enterprises
Single site 
Total number of resends (regardless of eventual outcome)
Form 3
All forms
Form 1:
head office 
questionnaire
Form 2:
site 
questionnaire
42
59
638
739
Micro enterprises: 0-9 employees
= 15%
= 21%
= 16%
= 17%
289
275
3,909
4,473
176
389
397
962
Other SMEs: 10-249 employees
= 14%
= 29%
= 20%
= 21%
1,278
1,347
1,985
4,610
136
641
28
805
Large enterprises: 250+ employees
= 11%
= 26%
= 17%
= 21%
1,206
2,459
167
3,832
354
1,089
1,063
2,506
Overall
= 13%
= 27%
= 18%
= 19%
2,773
4,081
6,061
12,915
 
Multi-site enterprises
Single site 
Total number of resends (which were subsequently receipted)
Form 3
All forms
Form 1:
head office 
questionnaire
Form 2:
site 
questionnaire
18
20
184
222
Micro enterprises: 0-9 employees
=
6%
=
7%
=
5%
=
5%
289
275
3,909
4,473
66
106
130
302
Other SMEs: 10-249 employees
=
5%
=
8%
=
7%
=
7%
1,278
1,347
1,985
4,610
34
104
11
149
Large enterprises: 250+ employees
=
3%
=
4%
=
7%
=
4%
1,206
2,459
167
3,832
118
230
325
673
Overall
=
4%
=
6%
=
5%
=
5%
2,773
4,081
6,061
12,915
 

## Appendix 3: List Of Variables

Readers should note that this list is organised by variable name. Each question in the survey produces a variable, and each variable name can be traced back to the original question in Form 3 (see Appendix 1). The Form 3 questions can also be found in Forms 1 and 2, but the question numbering may vary. The results of analysing each variable can be seen in the data table or tables shown in the list below. The list also shows whether the variable comes from a site level question or a head office level question and the degree of non-response associated with it.  

## Numeric Variables

Name of variable 
Question number (Form 3) 
Data table(s) 
Question type 
% non response (original) 
% non response (after imputation) 
EEtotal 
Q8 
WF1 
Site 
3.2 
0.0 
EEFTT 
Q9A 
WF1 
Site 
4.2 
0.0 
EEFTM 
Q9A1 
WF1 
Site 
6.1 
0.0 
EEFTF 
Q9A2 
WF1 
Site 
6.1 
0.0 
EEPTT 
Q9B 
WF1 
Site 
4.2 
0.0 
EEPTM 
Q9B1 
WF1 
Site 
5.5 
0.0 
EEPTF 
Q9B2 
WF1 
Site 
5.5 
0.0 
ApceTotal 
Q17 
AP1 
Site 
16.2 
0.0 
SalesValue 
Q27 
TRD1 
Site 
12.9 
0.0 
SalesPct1 
Q28A 
TRD2, TRD4 
Site 
8.9 
0.1 
SalesPct2 
Q28B 
TRD2, TRD4 
Site 
9.2 
0.4 
SalesPct3 
Q28C 
TRD2, TRD4 
Site 
9.2 
0.4 
SalesPct4 
Q28D 
TRD2, TRD4 
Site 
9.1 
0.3 
Exporter 
Derived variable 
TRD2 
Site 
9.1 
0.3 
PurchaseValue 
Q29 
TRD1 
Site 
16.0 
0.0 
PurchasePct1 
Q30A 
TRD3, TRD5 
Site 
12.1 
0.2 
PurchasePct2 
Q30B 
TRD3, TRD5 
Site 
12.6 
0.7 
PurchasePct3 
Q30C 
TRD3, TRD5 
Site 
12.6 
0.6 
PurchasePct4 
Q30D 
TRD3, TRD5 
Site 
12.6 
0.7 
Importer 
Derived variable 
TRD3, TRD5 
Site 
12.6 
0.6 
TurnoverValue 
Q31 
BMP1 
Site 
10.0 
0.0 

## Categorical Variables

Readers should note that this list is organised by variable name. Each question in the survey produces a variable, and each variable name can be traced back to the original question in Form 3 (see Appendix 1). The Form 3 questions can also be found in Forms 1 and 2, but the question numbering may vary. The results of analysing each variable can be seen in the data table or tables shown in the list below. The list also shows whether the variable comes from a site level question or a head office level question and the degree of non-response associated with it.  
Readers should note that for some of the categorical variables listed below non-response has been adjusted to show zero non-response. There are two reasons for this: (a) some questions were not supposed to be answered by certain respondents, and their non-response has been adjusted accordingly; and (b) non-response to some questions has been treated as equivalent to a 'no' on the assumption that the question was left blank because it was not applicable to the respondent. This is explained in the footnotes of the relevant data tables. 

Name of variable 
Question number (Form 3) 
Data table(s) 
Question type 
% non response 
FirmAge 
Q1 
BPR5 
Head office 
6.6 
OwnUK 
Q2 
BPR1, BPR2 
Head office 
1.1 
Produce1 
Q4.1 
BPR3 
Site 
0.0 
Produce2 
Q4.2 
BPR3 
Site 
0.0 
Produce3 
Q4.3 
BPR3 
Site 
0.0 
Custom1 
Q5.1 
BPR4 
Head office 
0.0 
Custom2 
Q5.2 
BPR4 
Head office 
0.0 
Custom3 
Q5.3 
BPR4 
Head office 
0.0 
Custom4 
Q5.4 
BPR4 
Head office 
0.0 
EEchange 
Q10 
R1 
Site 
2.5 
EEfall1 
Q11.1 
R4 
Site 
0.0 
EEfall2 
Q11.2 
R4 
Site 
0.0 
EEfall3 
Q11.3 
R4 
Site 
0.0 
EEfall4 
Q11.4 
R4 
Site 
0.0 
EEfall5 
Q11.5 
R4 
Site 
0.0 
EEfall6 
Q11.6 
R4 
Site 
0.0 
EEfall7 
Q11.7 
R4 
Site 
0.0 
EEfall8 
Q11.8 
R4 
Site 
0.0 
EErise1 
Q12.1 
R3 
Site 
0.0 
EErise2 
Q12.2 
R3 
Site 
0.0 
EErise3 
Q12.3 
R3 
Site 
0.0 
EErise4 
Q12.4 
R3 
Site 
0.0 
EErise5 
Q12.5 
R3 
Site 
0.0 
EErise6 
Q12.6 
R3 
Site 
0.0 
EErise7 
Q12.7 
R3 
Site 
0.0 
EErecruit 
Q13 
R5 
Site 
0.0 
EEJCP 
Q14 
R6 
Site 
0.0 
ApceAware 
Q19 
AP2 
Site 
0.0 
ApceGrant 
Q20 
AP3 
Site 
0.0 
EEupskill 
Q21 
TRN1 
Site 
0.0 
Name of variable 
Question number (Form 3) 
Data table(s) 
Question type 
% non response 
EEtrain1 
Q22.1 
TRN2 
Site 
0.0 
EEtrain2 
Q22.2 
TRN2 
Site 
0.0 
EEtrain3 
Q22.3 
TRN2 
Site 
0.0 
EEtrain4 
Q22.4 
TRN2 
Site 
0.0 
TrainProvider1 
Q23.1 
TRN3 
Site 
0.0 
TrainProvider2 
Q23.2 
TRN3 
Site 
0.0 
TrainProvider3 
Q23.3 
TRN3 
Site 
0.0 
TrainProvider4 
Q23.4 
TRN3 
Site 
0.0 
TrainProvider5 
Q23.5 
TRN3 
Site 
0.0 
EESTEM 
Q24 
STEM1 
Site 
0.0 
TrainSTEM 
Q25 
TRN1 
Site 
0.0 
EEplan 
Q26 
R2 
Site 
2.7 
TurnoverChange 
Q32 
BPM2 
Site 
7.9 
FactorImpact1 
Q33.1 
FAB1 
Site 
9.1 
FactorImpact2 
Q33.2 
FAB1 
Site 
16.2 
FactorImpact3 
Q33.3 
FAB1 
Site 
13.9 
FactorImpact4 
Q33.4 
FAB1 
Site 
13.0 
FactorImpact5 
Q33.5 
FAB1 
Site 
11.6 
FactorImpact6 
Q33.6 
FAB1 
Site 
11.4 
FactorImpact7 
Q33.7 
FAB1 
Site 
13.5 
FactorImpact8 
Q33.8 
FAB1 
Site 
13.7 
FactorImpact9 
Q33.9 
FAB1 
Site 
13.5 
FactorImpact10 
Q33.10 
FAB1 
Site 
11.5 
FactorImpact11 
Q33.11 
FAB1 
Site 
14.1 
FactorImpact12 
Q33.12 
FAB1 
Site 
13.1 
FactorImpact13 
Q33.13 
FAB1 
Site 
14.6 
FactorImpact14 
Q33.14 
FAB1 
Site 
14.3 
FactorImpact15 
Q33.15 
FAB1 
Site 
16.1 
FactorImpact16 
Q33.16 
FAB1 
Site 
14.6 
EconBus 
Q34 
BPM4 
Site 
2.6 
EconLondon 
Q35 
BPM5 
Site 
2.7 
FacilityLocal1 
Q36.1 
LF1 
Site 
3.2 
FacilityLocal2 
Q36.2 
LF1 
Site 
3.5 
FacilityLocal3 
Q36.3 
LF1 
Site 
3.7 
FacilityLocal4 
Q36.4 
LF1 
Site 
3.4 
FacilityLocal5 
Q36.5 
LF1 
Site 
3.3 
FacilitySatisfy1 
Q37.1 
LF2 
Site 
4.7 
FacilitySatisfy2 
Q37.2 
LF2 
Site 
7.1 
FacilitySatisfy3 
Q37.3 
LF2 
Site 
6.1 
FacilitySatisfy4 
Q37.4 
LF2 
Site 
5.1 
FacilitySatisfy5 
Q37.5 
LF2 
Site 
5.0 


Name of variable 
Question number (Form 3) 
Data table(s) 
Question type 
% non response 
AdvExtWho1 
Q38.1 
BS1 
Head office 
8.4 
AdvExtWho2 
Q38.2 
BS1 
Head office 
10.2 
AdvExtWho3 
Q38.3 
BS1 
Head office 
7.9 
AdvExtWho4 
Q38.4 
BS1 
Head office 
6.1 
AdvExtWho5 
Q38.5 
BS1 
Head office 
9.2 
AdvExtWho6 
Q38.6 
BS1 
Head office 
7.8 
AdvExtWho7 
Q38.7 
BS1 
Head office 
10.7 
AdvExtWho8 
Q38.8 
BS1 
Head office 
9.1 
AdvExtWhat1 
Q39.1 
BS2 
Head office 
8.1 
AdvExtWhat2 
Q39.2 
BS2 
Head office 
7.4 
AdvExtWhat3 
Q39.3 
BS2 
Head office 
7.6 
AdvExtWhat4 
Q39.4 
BS2 
Head office 
7.1 
AdvExtWhat5 
Q39.5 
BS2 
Head office 
6.8 
AdvExtWhat6 
Q39.6 
BS2 
Head office 
7.7 
AdvExtWhat7 
Q39.7 
BS2 
Head office 
7.5 
AdvExtWhat8 
Q39.8 
BS2 
Head office 
7.0 
AdvExtWhat9 
Q39.9 
BS2 
Head office 
8.7 
AdvExtWhat10 
Q39.10 
BS2 
Head office 
6.7 
AwareIAC 
Q40 
BS3 
Head office 
0.0 
UsedIAC 
Q41 
BS4 
Head office 
0.0 
AwareFin1 
Q42.1 
AF1 
Head office 
2.1 
AwareFin2 
Q42.2 
AF1 
Head office 
2.6 
AwareFin3 
Q42.3 
AF1 
Head office 
4.4 
AwareFin4 
Q42.4 
AF1 
Head office 
3.7 
AwareFin5 
Q42.5 
AF1 
Head office 
3.8 
AwareFin6 
Q42.6 
AF1 
Head office 
3.3 
AwareFin7 
Q42.7 
AF1 
Head office 
3.8 
UsedFin 
Q43 
AF2 
Head office 
0.0 
ExtFinType1 
Q44.1 
AF3 
Head office 
0.0 
ExtFinType2 
Q44.2 
AF3 
Head office 
0.0 
ExtFinType3 
Q44.3 
AF3 
Head office 
0.0 
ExtFinType4 
Q44.4 
AF3 
Head office 
0.0 
ExtFinType5 
Q44.5 
AF3 
Head office 
0.0 
ExtFinType6 
Q44.6 
AF3 
Head office 
0.0 
ExtFinType7 
Q44.7 
AF3 
Head office 
0.0 
ExtFinType8 
Q44.8 
AF3 
Head office 
0.0 
ExtFinWhy1 
Q45.1 
AF4 
Head office 
0.0 
ExtFinWhy2 
Q45.2 
AF4 
Head office 
0.0 
ExtFinWhy3 
Q45.3 
AF4 
Head office 
0.0 
ExtFinWhy4 
Q45.4 
AF4 
Head office 
0.0 
ExtFinWhy5 
Q45.5 
AF4 
Head office 
0.0 
ExtFinObtain 
Q46 
AF5 
Head office 
0.0 


Name of variable 
Question number (Form 3) 
Data table(s) 
Question type 
% non response 
PlanGrow 
Q47 
BPM3 
Head office 
0.0 
ExtFinNeed 
Q48 
AF6 
Head office 
0.0 
ExtFinPlan1 
Q49.1 
AF7 
Head office 
0.0 
ExtFinPlan2 
Q49.2 
AF7 
Head office 
0.0 
ExtFinPlan3 
Q49.3 
AF7 
Head office 
0.0 
ExtFinPlan4 
Q49.4 
AF7 
Head office 
0.0 
ExtFinPlan5 
Q49.5 
AF7 
Head office 
0.0 
NewPractice1 
Q50.1  
IOV1, IOV3 
Head office 
0.0 
NewPractice2 
Q50.2 
IOV1, IOV3 
Head office 
0.0 
NewPractice3 
Q50.3 
IOV1, IOV3 
Head office 
0.0 
NewPractice4 
Q50.4 
IOV1, IOV3 
Head office 
0.0 
NewPractice5 
Q50.5 
IOV1, IOV3 
Head office 
0.0 
InnovInvest1 
Q51.1 
IOV2, IOV4 
Head office 
0.0 
InnovInvest2 
Q51.2 
IOV2, IOV4 
Head office 
0.0 
InnovInvest3 
Q51.3 
IOV2, IOV4 
Head office 
0.0 
InnovInvest4 
Q51.4 
IOV2, IOV4 
Head office 
0.0 
InnovInvest5 
Q51.5 
IOV2, IOV4 
Head office 
0.0 
InnovInvest6 
Q51.6 
IOV2, IOV4 
Head office 
0.0 
InnovInvest7 
Q51.7 
IOV2, IOV4 
Head office 
0.0 
InnovInvest8 
Q51.8 
IOV2, IOV4 
Head office 
0.0 
NewProduct1 
Q52.1 
IOV1, IOV3 
Head office 
1.4 
NewProduct2 
Q52.2 
IOV1, IOV3 
Head office 
1.4 
NewProduct3 
Q52.3 
IOV1, IOV3 
Head office 
1.4 
NewProcess 
Q53 
IOV1, IOV3 
Head office 
1.4 
InnovActive 
Derived variable 
IOV1, IOV3 
Head office 
5.0 
InnovInvActive 
Derived variable 
IOV2, IOV4 
Head office 
4.6 
LondonLoc1 
Q54.1 
LBL1 
Head office 
5.7 
LondonLoc2 
Q54.2 
LBL1 
Head office 
12.4 
LondonLoc3 
Q54.3 
LBL1 
Head office 
7.4 
LondonLoc4 
Q54.4 
LBL1 
Head office 
7.6 
LondonLoc5 
Q54.5 
LBL1 
Head office 
6.0 
LondonLoc6 
Q54.6 
LBL1 
Head office 
7.3 
LondonLoc7 
Q54.7 
LBL1 
Head office 
9.0 
LondonLoc8 
Q54.8 
LBL1 
Head office 
8.5 
LondonLoc9 
Q54.9 
LBL1 
Head office 
10.9 
LondonLoc10 
Q54.10 
LBL1 
Head office 
11.1 
LondonLoc11 
Q54.11 
LBL1 
Head office 
8.1 
WorkVisa 
Q55 
LBL2 
Head office 
3.6 
LondonEU 
Q58 
LBL3 
Head office 
5.0