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Happy retirement to telecoms finance legend – John Dowling

John, you’re retiring after 34 years in the telecoms industry as a management accountant – congratulations! Have you always worked in the industry?

No, there was life before telecoms. I consider myself very blessed to have been working full-time for 42 years. Ever since the age of 14, I always wanted to be an accountant and was fully focused on getting there. Even though I had the option to go to University I wanted to work and train at the same time. I took my first job with a shopfitting company on a £2k a year salary who also paid for me to go on a day release course to learn accountancy. After that, I worked for two further smaller companies and then having qualified as a management accountant, I joined Vodafone in 1987. By then I had a mortgage to pay and a young family to support. And there I stayed for 28 years.

That’s an incredible achievement! We probably won’t be able to do it justice but can you share some of your highlights over those 28 years? Where to begin?

My area of expertise is in costs so some of the things I did were to put together business cases to demonstrate the financial viability of new services such as PAKNET which at its basics was a short messaging service. From there I moved into the data function of the company. I remember the first text messages being sent and my Director saying they had no idea why people would need to send text messages, let alone 10k of them in a month! How it all snowballed from there! Data just exploded and so I got involved with looking at how we could monetise data as a service. In my remaining years, I worked for the Technology Finance Team and delivered amongst others, Group training on Capex and Opex which in some markets became mandatory learning.

What happened after 28 years? Why did you leave after achieving so much?

I was made redundant in 2015 which came as a bit of a shock after that length of time. All of a sudden I found myself starting over again having to find a new job. I saw one advertised at Cornerstone, decided to apply and got it.

What was the experience like of going from a global company with 10,000 employees to a UK company with 250 employees?

Honestly, it was quite a terrifying experience. I am naturally a very introverted person. For me to go from a situation where I was comfortable in knowing the people I needed to know to be that new person, starting from scratch was difficult. I am terrible with names so I wrote down all the desk positions and who sat there so I would remember who they were. Also, the way things were done took me back to my early days of accountancy as Cornerstone was and still is a relatively young company. It was all a bit of a shock, I’ve used that word twice now, but that was how I felt.

And now six years on with Cornerstone what’s life been like?

The dial has moved so much, in those 6 years the transformation has been remarkable. It’s been great, it’s given me a whole new experience which has been so refreshing. On a work level, I’ve been responsible for the accounting and financial support for our fixed assets and network OPEX. I’ve also had the opportunity to bring in improvements to these areas which have been well received by the company.

What’s the one thing that you think Cornerstone does well?

In my mind, a company is only ever about its people. If you’re reading this, you may think I was bound to say so, but genuinely I believe Cornerstone is way up there in how it looks after its people from how they are treated to the development opportunities that are available.

The pandemic really has brought the welfare of people into focus. The support we get extends from our line managers through to our receptionist checking in with every one of us each month to being able to talk to others who are prepared to listen in tough times. At Cornerstone, you get the sense you are being looked after and are important to somebody. Cornerstone is all about its people and making sure it is always doing the right things. It’s going above and beyond I would say.

What advice would you give to someone considering applying for a job at Cornerstone?

If you’re someone who likes to interact with people, whose work means something, Cornerstone is a really good place to be. The working facilities, learning resources, level of personal commitment that will be given to you, I’d say go to Cornerstone. You’ll be looked after in a way that cannot be matched by a lot of other companies.

What’s next for you then John, do you have any plans for retirement?

Other than a lie-in, I’ve no immediate plans. I’m going to take some time out as it’s important to relax. Then I’ll think about what next and how to enjoy myself with my two grandsons and the freedom retirement gives you. I’m going to take it as it comes.

Good luck John in your retirement, we wish you all the very best and will miss you!

For current vacancies at Cornerstone, visit our Careers portal here.

Government publishes Electronic Communications Code consultation changes

Connectivity is now more important than ever before, and the Government has highlighted their commitment to ensuring that the legislative framework supports its ambition to speed up rollout of and encourage greater investment in our digital infrastructure.

Earlier this year, the Government opened up a consultation on changes to the Code. Cornerstone is delighted to see the Government has now published its response and has very clearly set out how it intends to address the potential changes needed to make the Code more effective.

The Government’s response also states that there is no intention to revisit the valuation framework and believe the existing statutory framework remains appropriate for facilitating the installation and maintenance of this critical national infrastructure. The valuation principles have been through the Tribunal process. Cornerstone continues to apply the guidance provided by the Tribunal in its negotiations with landowners to ensure we reach fair outcomes with our landlords that reflect the increased investment that infrastructure providers and the Operators have to make in the network.

Our next steps will be to continue working with the Government and our landlord community to make it easier and quicker to roll out and upgrade our mobile infrastructure, which is critical for our society’s connectivity demands and economic growth. We will also continue to adapt our processes to help build trust and a greater sense of collaboration with our landowners that reflects the Governments response and the policy they have proposed to ensure the Code is fit for purpose.

Read the Governments update here.

Cornerstone starts its journey towards environmentally-friendly site design

A partnership between Cornerstone, Vodafone and Crossflow Energy has resulted in an innovative trial using self-powered sites to enable mobile connectivity in rural locations. It could be a potential game changer for communities across the nation to access mobile and broadband connectivity that were previously hindered by challenging geography and less environmentally friendly power sources. We are at the early stages of exploring greener power solutions and this presents an exciting prospect. We spoke to Nick Spedding, Operations Manager at Cornerstone to find out more about Cornerstone’s involvement:

Nick, what has Cornerstone’s role been in this initiative?

It all began when we were approached by Vodafone and Crossflow Energy. They asked us if we could provide a couple of our sites to prove the concept of Crossflow Energy’s solution in producing off-grid power for mobile telecoms sites through their wind turbine design. Having selected our sites we then needed to work out how to upgrade them to deploy the Crossflow Energy mast.

How are Cornerstone upgrading their sites to house the new infrastructure?

For each site we are swapping out the existing pole for one designed and provided by Crossflow Energy which also accommodates Vodafone’s radio antenna. We’re responsible for the full infrastructure deployment and have been designing the sites with input from Crossflow on their technical specification and Vodafone from a radio antenna perspective. It’s been very much a team effort from everyone.

What else has Cornerstone needed to do?

With this trial we’ve needed to think about additional elements to the mobile telecoms environment. For example, structural considerations and planning requirements that will hopefully lead to planning permissions that are currently in progress. On that, we’re consulting with and where needed, providing the local authorities with information about noise, flicker which is to do with light reflections, wildlife assessment and overall aesthetics to prove the case for this technology.

What makes this trial exciting for Cornerstone?

This collaboration goes a long way in proving the case for renewable energy sources to enable connectivity to communities where previously it has been difficult to do. If successful, it will give us scope to open up more sites without the traditional reliance on diesel power sources, as well as the opportunity to cut down our carbon footprint from mains power and reduce our carbon emissions. It’s an important step within Cornerstone’s wider Environmental programme. As our CEO, Rhys Phillip said,

“Cornerstone is committed to sustainability and safeguarding the future of our planet. Piloting exciting initiatives like this with our partners and customers can only help us develop better ways of contributing to a sustainable, net-zero carbon emission future while ensuring a connected Britain”

Read the Press release issued by Vodafone, 25.11.2021 – Vodafone building self-powered mobile phone masts.

Cornerstone finalist for Most Innovative Response to COVID Award

Our wellbeing programme needed re-energising, after being established several years ago. For FY20/21, our objective was to rip up the rulebook and create a market-leading wellbeing programme that supports our people to develop while enhancing our overall Employee Value Proposition. We wanted to remove the stigma around mental health and raise awareness of the support available to any one of our people who needed it. We consider ourselves as ‘The Cornerstone Family’ and believe no one should struggle alone.

We planned our programme with passion and care, aligning it to topics that were trending nationally throughout the year. We were on the cusp of launching our calendar when March 2021 knocked on our door, and a turn in the external environment no one expected confronted us all – COVID-19.

With our entire workforce mandated to work from home for personal safety, we knew we had to act fast and pull our Cornerstone family in close. We had to be creative, and we had to give our wellbeing programme our all. It was time to step up and demonstrate that we could live up to our core values of ‘Inspiring Transformation, Delivering Excellence, Stronger Connections and Sharper Solutions’.

Approach

We needed to be innovative in our approach, given the global changes we were all facing and the new normal of working from home. We used our experience working with Reward Gateway over the past four years to build the foundations for our refreshed programme. We had to be slick and seamless in our delivery and demonstrate our readiness, openness and ability to support our people.

So in March 2020, we created a team of wellbeing warriors tasked to devise a refined wellbeing strategy. It needed to be flexible in its approach and accommodate the natural ebbs and flows we would all experience over the coming year. Meanwhile, striving towards our overall objective to improve our employee engagement score.

We began by catering to the physical needs of our workforce, offering to supply ergonomic chairs and IT setups to all of our people.

Across the year, the team delivered 36 events. These ranged from webinars to support our people in maintaining their wellbeing in isolation; workshops for working parents; guided meditations; yoga; active challenges; masterclasses in nutrition; and even magic shows to entertain young and not so young families! We rounded the year off with a jam-packed ‘Wellbeing week’. Feedback from quarterly pulse and our leaders’ annual engagement surveys helped align each event with the organisation’s needs and coordinated against the national mental health awareness calendar. We aspired to deliver at least one item of wellbeing education per month to our people to maintain a consistent approach and cement wellbeing as one of our cultural bedrocks.

We trained eight employees to become fully accredited Mental Health First Aiders, which has since grown to 10. Forty-two of our leaders have also completed Mental Health Aware accreditations.

We continued to drive our financial wellbeing incentives with Reward Gateway, seeing savings across the platform. We had an active user base of 96%, with four supermarkets appearing within our top 10 retailers showing that we supported our people where they needed it the most.

To bolster our ethos of the ‘Cornerstone Family’, we gifted our workforce five days additional annual leave. In addition to our holiday trading programme, this gift ensured that our people could take time out to care for their families if they needed it. We mobilised internal resources to make regular personal wellbeing check-in calls to keep in touch with our people. We also created a ‘Remote Working Playbook’ to support our leaders in effectively managing the wellbeing and engagement of their remote teams.

Results

Wellbeing is notoriously difficult to measure, and we chose to assess the success of our programme based on the engagement scores received against our ‘pride’ and ‘positive recommendation’ elements. We believe these best reflect how our people felt towards Cornerstone during one of the most challenging times in recent history. If people felt proud to work for us and would positively recommend us as a place to work, we would take that as a win!

As a result of our wellbeing programme and efforts across 2020/21, we saw:

  • an overall increase in our engagement survey participation by 23%
  • an increase in our engagement for ‘I am proud to work for Cornerstone’ by 6%
  • an increase in ‘I would positively recommend Cornerstone as a great place to work’ by 17%.

A fantastic achievement and something we are proud of as an organisation!

To ensure we kept our finger on the pulse with our programme, we conducted a wellbeing survey in February 2021 where 91% of respondents rated their feelings as positive or neutral.

We have begun to see an uptick in the support offered by our Mental Health First Aiders, which is due to the increased awareness of mental health raised through our programme and in breaking down stigmas.

Transforming quickly to provide the most comprehensive wellbeing agenda the organisation has delivered to date is a fantastic example of team agility to deliver excellence aligned to our company values.

Wellbeing is now firmly cemented as part of Cornerstone’s culture, along with ample ongoing, open support provided throughout the year to all of our employees. Continuous evaluation will be critical to the continued success of our wellbeing programme and our future engagement scores.

Even though we did not win the category, we felt like we had won because of all that we have achieved together. Lisa Turner, one of Cornerstone’s colleagues who attended the event, summed it up perfectly by saying:

“I left the evening feeling that this was one of my proudest moments and so happy to be part of a team that cares for its people. Thank you, Cornerstone.”

Cornerstone visits Conservative Party Conference

As supporters of the Speed Up Britain campaign, Cornerstone attended the Conservative Party Conference in Manchester last week.

Speed Up Britain took part in the “Bridging the digital divide” event at the conference, hosted by The Centre of Policy Studies. Speakers at this event included:

  • Matt Warman MP, Former Minister for Digital Infrastructure;
  • The Rt Hon Patricia Hewitt, Chair of Speed Up Britain & Former Secretary of State for Trade and Industry;
  • Matthew Fell, Chief UK Policy Director, CBI; Cllr Kelham Cooke, member of the LGA’s Environment, Economy, Housing and Transport Board and leader of South Kesteven Council;
  • Nick King, Research Fellow, Centre for Policy Studies.

The event discussed how households and businesses can access connectivity more quickly and effectively and what we can do to improve our digital economy.

As the UK’s leading mobile infrastructure services company, Cornerstone supports these discussions to help enhance the coverage and connectivity for our communities across the UK.

View the full “Bridging the Digital Divide” event here.

Cornerstone shortlisted for British Legal Technology Awards and The Lawyer Awards

Cornerstone and Osborne Clarke have been shortlisted as finalists for the category “Alliance of the Year” at the British Legal Technology Awards 2021 and at The Lawyer Awards for the category “Most innovative use of technology”.

Cornerstone’s Legal & Compliance Team collaborated with Osborne Clarke to develop and launch Keystone, a cloud-based case management and legal transaction system. The aim of the project was to provide Cornerstone with a user-friendly platform that offered transparency, ease of use and high-quality process and case management functionality to help service the needs of both the business and the legal teams.

“We are thrilled to be shortlisted for two prestigious awards. It’s great to be recognised for our partnership with Osborne Clarke and how our collaboration has provided our business and teams with the innovative use of technology.” Phil Warren, Head of Legal & Compliance, Cornerstone.

The winners will be announced at the annual British Legal Awards Technology Awards ceremony held on 11th November 2021 and at The Lawyers Awards on 2nd November 2021.

The World of Planning

Sean McHenry, National Planning and Community Manager at Cornerstone provides a fascinating insight into the world of National Planning.

Can you introduce the Cornerstone planning department?

The Planning Department at Cornerstone manage all the town planning activities and act as an in-house consultancy providing guidance on Town Planning matters. This includes providing advice on site identification and design or acting as Expert Witness at Tribunal. We establish processes and manuals on how we and our suppliers work and handle site-specific consultations with various stakeholders such as Government, Local Authorities, or elected representatives. We also manage the submission of the various types of applications and appeals. We are involved in various types of Planning reform associated with telecoms infrastructure deployment including providing subject matter expert advice to our customers, Government Relations departments, and the industry trade-body at MobileUK. This often involves working directly with the central and devolved Government as major stakeholder consultees in the writing of new planning legislation, supplementary guidance, and policy. The Planning Department carries out most of the publicly accessible work and deals with the public, their representatives, and public organisations.

What is the process for planning permission in Cornerstone?

For a new build site, planning guidance should be at the very earliest stage. Here, the planning agent can advise on sensitive designations or local amenity issues. This gets fed into a site finders report (SFR) and assists in the most appropriate siting option for progression. Post nomination, there will be a multi-skilled visit (MSV) (A site visit to determine if the site is suitable to host our mobile infrastructure).

From this MSV, drawings will be created for the proposal. These are sent to local stakeholders such as the Local Planning Authority (LPA), Councillors, schools, MPs, Community Groups, Parish Councils, etc. We will involve the LPA for a pre-application engagement at the earliest stage. If we are doing a large rollout with a single LPA, we will engage with them on a more strategic level, so they can understand the bigger picture before they start to receive numerous site-specific consultation requests.

Post pre-application engagement, we will prepare and submit the application or notification for the LPA. Assuming an application is required (as opposed to a notification to utilise permitted development rights), the LPA must determine whether to approve or refuse consent.

Town Planning seeks to achieve ‘sustainable development’ for the public greater good, and sustainable development is deemed to be a balance of environmental impacts against socio-economic benefit. Different weights are attached to these ‘material considerations’ depending upon policy and local site-specific sensitivities. For this reason, our applications will include site-specific discussion and assessment on these aspects, assessing the proposal against local and national planning policies. The LPA will use this assessment, with the responses from other consultees such as Conservation Officers or the public, to make their final determination.

What happens if we don’t get planning permission for a site build?

If we don’t gain the required consent, we will assess the reasons for refusal. If we can overcome the issues, we will resubmit by providing more information, or make amendments to the siting, height, or design. Often, we will appeal to the Planning Inspectorate – a national Government level third party. Sometimes, it may be impossible to overcome, and in these cases, we will have to cancel the option and nominate a new site.

Do we have different processes set for the different regions?

The UK’s four nations – England, Scotland, Wales, and Northern Ireland – all have various nuances in terms of the planning system, legislation, policy and supplementary guidance. However, while we take account of these regional differences, our processes remain aligned.

What is permitted development rights?

Permitted development rights (PDR) is a national grant of planning permission that allows certain building works and changes of use to be carried out without having to make a planning application, as they are deemed as approved in law (the General Permitted Development Order (GPDO).

There are two different types of PDR – with and without ‘prior approval.’ In cases with prior approval, an application is still required to the Local Planning Authority (LPA). The principle of the development is established in law, and determination can be made on siting and appearance only. There is a statutory 56-day (28 days for some rooftop development in protected areas in Scotland) deadline for determination, though this can be extended by agreement between the parties to mitigate issues and find mutual solutions. If the LPA does not decide within that statutory period, then we are granted ‘lawful deemed consent’ by legal default.

In cases where we have permitted development without prior approval there is no need to submit an application to the LPA. We simply must submit a notification letter to the LPAs detailing our intention to utilise PDRs and detailing what the proposal is. After that, we can go on to site and build within 28 days of the notification letter.

Given we have such rights we must apply them reasonably and responsibly by taking account of local sensitivities and follow best practice commitments.

Cornerstone has been engaging with central and devolved governments over the past number of years – resulting in the adoption of new PDR in Wales (2019), Northern Ireland (Dec 2020) and Scotland (April 2021). These are all positive reforms to help promote deployment of our infrastructure. We have also worked with the Welsh Government to deliver a new Welsh Code of Best Practice (March 2021) and are currently engaging with the UK Government on a new English Code of Practice to be adopted in parallel with the new English PDRs in late Autumn. These reforms will have a significant benefit on our ability to deliver leading-edge connectivity to the UK.

What are Cornerstone’s best practices in getting planning permission?

Cornerstone’s best practice commitments are established in the Code of Best Practice (CoBP) – each UK nation has a slight variation of this, and this CoBP is in the process of review with the Government.

Siting/design best practice commitments include elements such as:

  • using existing sites
  • site sharing to reduce proliferation
  • minimising impact upon sensitive heritage assets
  • minimising the impact on sensitive landscapes
  • respecting residential amenity
  • minimising street scene impact
  • reducing contrast by utilising appropriate colouring in design etc.

We apply these principles pragmatically on a site-specific basis.

So, as you can tell, planning mobile infrastructure follows a very thorough, robust process involving lots of different stakeholders and community who together, enable Cornerstone to deliver the mobile connectivity we depend on.

Cornerstone’s Legal & Compliance Team Find a Sharper Solution with Apperio

Finding sharper solutions is key at Cornerstone to help us deliver excellence to our colleagues, customers, landlords and partners.

With over 20,000 sites to manage, which house our mobile infrastructure, our Legal & Compliance team needed a solution to manage our legal resources more efficiently and effectively.

The in-house team deals with multiple commercial contracts, governance and compliance and property transactions. Using Apperio’s technology platform has helped save the team at least 25-30% of their time simply by having easy access to the correct information.

Find out more and read the full case study here: Apperio Case Study

New Cornerstone Life Saving Rules – an innovative approach to a well-known challenge

Cornerstone’s Operational Compliance and Governance Department is pleased to announce the launch of their Life Saving Rules known as Salus. They are named after the Roman Goddess of Health and Welfare for the individual and the state, who later became the protector of Personal Health and Wellbeing.

Work first began on Salus well over 18 months ago. After analysing data to understand our incident trends and performance, we, in collaboration with Cornerstone subject matter experts, stakeholders and suppliers, have developed 9 lifesavers to help prevent injuries and reduce risk in the future. Each lifesaver represents an indicator of high-risk activity and focus area where we want to remind all workers that specific frameworks, requirements and guidance are in place to ensure safe operations when on site.

In this first phase of our campaign, the 9 lifesavers are accompanied by the relevant dos and don’ts.

We know that others have already presented life saving rules in many different formats. However, we consciously wanted to create something innovative and new to engage and embed the messages with our audience. We believe we have achieved that – why not see for yourself from our animated guide and downloadable pdf.

Andrew Alexander
Head of Business Enterprise, Governance and Risk Management

Connecting with our Partners to deliver our promises

At Cornerstone, we collaborate with various partners to support the acquisition, build and management of our sites. Each of our partners bring value and expertise to the services we provide. But that’s not all…

We promote a culture where together we practice the right behaviours that our landlords and customers expect from us. Working closely with our partners, we set the expected standards so we fulfil our promises at all times.

Our shared goal with our partners is to build stronger connections with our landlord community, who are crucial to our network. By connecting and working together, we bring digital solutions to your homes, organisations, businesses, and societies across the UK.

Watch the video below to find out how we connect with our partners to deliver our promise to our landlords.

View the Connecting with our Partners brochure here.

The City of London launches new report on post-pandemic recovery

The City of London has launched a new report today on “The Square Mile: Future City”, produced by the City Corporation’s Recovery Taskforce in partnership with Oliver Wyman. The report sets out a vision for the next five years with detailed actions to enhance the City’s competitiveness and attractiveness.

Read the full press release and report to find out how Cornerstone’s pilot on Queen Victoria Street with the City of London will help demonstrate that mobile infrastructure can support the requirements of the four licensed mobile network operators. 

Cornerstone is the exclusive partner to the City of London Corporation for the deployment of small cell and rooftop infrastructure. If successful, there will be a City-wide deployment that will deliver 5G coverage across the Square Mile by the end of 2022.

Read the full press release here

How can we kick start the recovery to post-Covid Britain?

Patricia Hewitt, the former Trade and Industry Secretary and now chair of the telecommunications cross-industry organisation, Speed Up Britain, recently put forward the case for the Electronic Communications Code (The Code) in a Yorkshire Post column. Patricia commented that the only piece of legislation governing the agreements between landowners and operators should be The Code. This will help speed up connectivity improvements and help eliminate 4g not-spots.

You can read the full extract from the column below.

5G rollout in rural Yorkshire is vital for our recovery – Patricia Hewitt

With the pandemic receding steadily and post-Covid Britain coming more clearly into view, the big question we all face is how to kick-start the recovery and deliver on the Government’s ambition to create a levelled-up, built-back-better Britain.

The Government has made it clear that a big part of the answer is rolling out better mobile connectivity across the country. It’s investing heavily in 5G and is committed to covering 95 per cent of the UK’s landmass with 4G through the Shared Rural Network.

This £1bn investment in mobile is being split by industry and Government and should be transformative for rural communities across Yorkshire. And mobile has to be an important part of the solution.

Across the county, low population density – just 76 people per square mile in North Yorkshire versus the English average of 430 – makes the investment needed for fibre extremely expensive for telecoms companies.

That means better mobile is vital in eliminating 4G not-spots and connecting households, businesses and communities so they can reap the benefits of the digital economy.

Operators are hard at work already. EE has already announced upgrades to a range of 4G sites across Yorkshire in 2021, and o2, Three and Vodafone have also announced they will build and share 222 new masts to boost rural coverage this year.

The Government’s 5G plans could also be a gamechanger for these harder-to-reach places – 5G could be 100 times faster than 4G and we know the potential economic prize is massive.

Research carried out by the Centre for Policy Studies (CPS) tells us that if 5G coverage reaches a quarter more of the population than the Government’s current target of 51 per cent, it will produce GDP gains of £41.7bn by 2027.

But we have a problem. The law introduced in 2017 to help make all of this happen – to make it easier for operators and landowners to strike deals that would enable the rollout of new technology – isn’t working.

This law, the Electronic Communications Code (The Code), governs the relationship between operators and the landowners who host network equipment on their property. It grants operators certain rights, including the ability to upgrade, build new sites, and make savings via rent reductions to reinvest in the rural connectivity we so desperately need.

On rent, the idea was partly to redress an imbalance between telecoms infrastructure and other utilities. Rents for telecoms sites were often in the tens of thousands of pounds each year, while the average for an electricity mast is about £150. Ultimately, the higher the rents, the higher the costs passed along to consumers. However, some landowners remain unwilling to make deals with operators because they feel the rent reductions being asked for are too steep.

Our campaign, Speed Up Britain, recognises the impact these rent reductions can have on the smallest landowners. That’s why our members have committed to case-by-case negotiations to try and agree fair deals within the framework of the code.

And despite what some are saying, the numbers on this should be reassuring. The average rental value for sites across the UK has come down by an average 63 per cent, far less than the 90 per cent+ numbers some in opposition to new rollout are suggesting.

The average rental value for sites across the country is still in the thousands of pounds. But landowners still aren’t coming to the table in high enough numbers to deliver the connectivity we need. Despite having more than 30,000 telecoms sites in the UK, since the code was introduced three years ago, fewer than 500 deals have been completed.

This is a major issue. For every individual who receives lower rent for a mast on their land, thousands benefit – the ambulance drivers who have been able to reach families in need through the pandemic, the families who have been kept connected to one another, the small businesses that rely on mobile connectivity to keep going.

Thankfully, we may now have some light at the end of the tunnel.

The Government has recently closed a consultation on potential revisions to the code. In our submission, Speed Up Britain asked the Government to remove the financial incentives that make it pay to slow down progress; we’ve asked for the code to be the only piece of legislation governing the agreements between landowners and operators, and we’ve asked the Government to ensure that operators can share and upgrade sites when they need to.

These quick fixes will make the code fit for purpose. Doing so should solve our issues with 4G and 5G rollout, and transform the digital futures of communities across Yorkshire.

Patricia Hewitt is the Chair of Speed Up Britain and was UK Trade and Industry Secretary from 2001-05.

Article taken from The Yorkshire Post, Monday 12 April 2021 https://www.yorkshirepost.co.uk/news/opinion/columnists/5g-rollout-in-rural-yorkshire-is-vital-for-our-recovery-patricia-hewitt-3196418

Code of Best Practice on Mobile Phone Network Development for Wales

Over 95% of households in the UK own at least one mobile phone. The ubiquity of mobile telecommunications means that it is an essential element of modern life. The Welsh Government is committed to supporting the rollout and upgrade of the mobile phone network.

Produced jointly between the Welsh Government, the planning authorities and the mobile industry, the Code of Best Practice on Network Development for Wales has been updated to facilitate the smooth rollout and upgrading of mobile telecommunications apparatus in Wales. This document replaces the Code of Best Practice published by the Welsh Government in 2003.

The intent for this Code of Best Practice is to:

  • support the rollout of mobile phone infrastructure and to provide guidance with regards to the complex requirements associated with network deployment;
  • set out an engagement framework for mobile network operators and planning authorities when considering applications for prior approval and/or full planning permission for the improvement of mobile networks;
  • seek to avoid areas of conflict and to minimise any perceived adverse impacts with the provision of telecommunications equipment;
  • and support a more collaborative approach to the deployment and improvement of digital connectivity throughout Wales.

The document provides guidance on the delivery for mobile telecommunication apparatus and covers areas including “Siting and Design” and “Consultation & Application.”

Cornerstone is a key enabler in delivering and maintaining the mobile infrastructure and fully supports the Code of Best Practice to help provide better mobile connectivity across Wales.

Download the Code of Best Practice