A Leeds-based consultancy, which champions neurodivergence in the workplace, is embarking on major expansion plans after support from the West Yorkshire Good Growth Programme. Founded by husband-and-wife team Matthew and Joanna Timmis, Aim Forward is expecting the launch of new services and technology to create significant opportunities in the corporate world, with the potential to create 15 new jobs over the next three years. The organisation has already supported 50 businesses from the tech, health and professional services space through assessments, coaching, training and consultancy, with the focus now on introducing a new digital screening tool in 2026. This will make neurodiversity support more accessible, data-driven and faster for individuals and organisations. West Yorkshire Good Growth Programme provided the team with expert coaching, peer-to-peer mentoring and training to help them make the move into the B2B environment, creating a scalable sales funnel and encouraging them to form partnerships with complimentary service providers. It is an approach that is working, with revenues up 170% in 2025 and clients, including the NHS, Leeds City Council and Staywell Occupational Health, all using the firm’s tailored services. “Neurodivergence is used when a person thinks, learns, and processes information differently,” explained Joanna Timmis, who initially started the business with Matthew in 2012. “Common types of neurodivergence we support in the workplace include ADHD, autism, dyslexia, dyspraxia and dyscalculia and we can also help corporate clients with mental health and medical conditions in the workplace too.” She continued: “We want to champion neurodivergence not as a challenge, but as a strength and the attitude is definitely changing. Approaches have become a lot more proactive, and we can accelerate these strategies on behalf of businesses. “This trend will only increase with a new legislation coming in that will require large UK employers to report neurodivergent pay gaps by 2026. With only around 1% of employees currently disclosing such diagnoses, despite an estimated 25% of the population being neurodivergent, our work is not just timely; it’s essential.” The Good Growth Programme, which is delivered by Oxford Innovation Advice and funded by the West Yorkshire Combined Authority (WYCA) and the UK Shared Prosperity Fund, is designed to unlock the potential of expanding companies in the region. All businesses taking part in the initiative receive a GROWTHmapper® diagnostic that uncovers strengths and weaknesses, before benefitting from one-to-one specialist coaching and a series of action-driven masterclasses to overcome challenges and make the most of new opportunities. “Being a business owner can be incredibly lonely,” added Matthew Timmis. “You’re expected to be an expert in everything. The Good Growth Programme gave us access to people who’d done it before and are willing to walk alongside us, which has seen our revenues soar. “Podcasts and books are great, but nothing replaces sitting down, one-to-one with someone who listens, challenges, and helps you build the path forward. The connections the programme provided were also invaluable in helping us diversify.” West Yorkshire Good Growth Client Manager Jas Hayre was introduced to Joanna and Matthew in early 2025. He said: “They have successfully moved their industry-leading neurodivergence offer into the corporate world and are changing the way employers view individuals with specific needs, making them central to their approach." “We have supported them with access to peer-mentoring workshops and, in 2025, more detailed one-on-one support and signposting to other organisations who can help them on their journey, including the Huddersfield Health Innovation Incubator.” He concluded: “This external advice and guidance has given the company the platform to build sales significantly and press the button on a recruitment drive that could create up to 15 new jobs in this specialist field.”

Firms across the private sector expect activity to fall in the next three months (weighted balance of -20%), extending a run of negative predictions that began in late 2024, according to the CBI’s latest Growth Indicator. The downturn is expected to be broad-based, with business volumes in the services sector set to decline (-15%), driven by weak expectations in both business & professional services (-12%) and consumer services (-28%). Distribution sales are expected to fall sharply (-34%), alongside a contraction in manufacturing output (-19%). The disappointing outlook comes as private sector activity fell in the three months to October (-32%), the same pace as in the three months to September. All sub-sectors reported falling activity. Alpesh Paleja, Deputy Chief Economist, CBI, said: “Firms are facing a difficult winter, with private sector momentum weak and confidence fragile. Uncertainty around the upcoming Budget is weighing heavily on sentiment, with many firms keeping key decisions on hold until more clarity is forthcoming. Cost pressures from a variety of sources remain strong, with last year’s tax rises adding to the drag. “As a result, tough decisions to deliver policy stability and address fiscal pressures will be needed at the Budget. Our surveys clearly show that the private sector cannot bear the brunt of these decisions once again. The business tax burden is already at a 25-year high and – rather than tinkering around the edges – the Chancellor must strategically address the tax system’s complexities that are undermining growth and deliver a Budget and tax system that helps businesses invest, hire, and scale.” Key findings from our monthly Services Sector Survey showed: Business volumes in the services sector fell in the three months to October (-35%), at the same pace as in the three months to September. Both business & professional services (-34%) and consumer services (-40%) volumes fell heavily through the quarter. Hiring intentions within the services sector remain weak. Business & professional services expect headcount to fall modestly over the next three months (-11%), while consumer services companies expect a sharp fall in numbers employed (-33%) Selling price expectations in the services sector eased to their long-run average in October (+7%, from +14% in September). Inflation expectations have moderated for both business & professional services firms (+5%) and consumer services (+18%) A balance is the weighted percentage of companies reporting an increase minus those reporting a decrease.

With its portfolio of destination restaurants and pubs continuing to grow and new ventures into accommodation underway, Buzzworks has again been accredited as one of the ‘best companies to work for’ in the UK, for a tenth year. Scotland's most loved hospitality business, Buzzworks, is known for its commitment to team development and wellbeing, offering competitive pay, career progression opportunities, flexible working and a range of health and wellbeing benefits. The Ayrshire-based organisation, which operates 22 venues across Scotland, earned 29th place on the coveted ‘Best Large Company to Work For in the UK’ list – climbing an impressive 31 places and marking their highest ranking yet. Buzzworks was also named the 8th ‘Best Company to Work for in Scotland’ and the 4th ‘Best Company to Work for in the Leisure & Hospitality Sector’ across the UK. Additionally, the hospitality group received a two-star ‘Outstanding Best Companies’ accreditation for 2025, a distinction they’ve also received for a tenth year. The recognition highlights Buzzworks not only as one of the top employers in the Scottish hospitality industry, but also as one of the best companies to work for across all sectors in the UK. Head of People, Nicola Watt, said: “Securing our highest ever ranking on the Best Companies list is a fantastic achievement and reflects the dedication of our people and strength of our culture." “We’re fortunate to have such talented people in the Buzzworks team, and we remain committed to investing in their growth and development within the business. Our people are at the heart of everything we do, and they continue to drive our success. “As we expand into accommodation, we’re focused on making Buzzworks an even better place to work.” To secure a place on the 100 Best Companies list, businesses must achieve one of the highest Best Companies Index scores based on anonymous survey results completed by employees. Strong leadership and culture in the business were identified as key factors contributing to Buzzworks’ success. Employees expressed high levels of confidence in the senior management team and shared a strong sense of pride in being part of the organisation. The Buzzworks Employee Promise continues to be a central part of the company’s approach to supporting staff. It includes access to a financial wellness platform which offers discounts at a range of external brands and access to financial wellness tools, as well as benefits such as additional holidays for long service, wellbeing days, flexible working and exceptional learning and development opportunities. Buzzworks was recently crowned Best Managed Pub Company in the UK (Under 51 sites) at The Publican Awards – the first Scottish operator to achieve this accolade. Buzzworks is currently hiring for a range of front of house and kitchen roles within its portfolio of venues. To find out more, visit here .

The government has set an ambitious target to reduce the administrative burdens of regulation on business by 25%. Now is the chance for you to share your thoughts and take the opportunity to shape and influence some of the regulations that are adding to the administrative burden of running your family business. Effective regulation provides important protections to consumers, businesses and the wider public. The UK’s regulatory system has many strengths. However, too many instances of outdated or excessive regulation, or poor regulatory practice, are undermining these benefits – and are inhibiting growth, innovation and investment. This business questionnaire, ‘Unlocking Business: Reform Driven by You’, provides businesses large and small, entrepreneurs, investors and industry experts with the opportunity to drive the next phase of reform – building on measures already announced in March and October 2025. In particular, the Department for Business and Trade (DBT) wants to receive evidence about: 1 - Current Activity Costs. DBT wants you to share examples of specific rules that impose unnecessary costs or burdens on businesses, including both the direct costs imposed by individual regulations and indirect costs resulting from how they’re applied 2 - Opportunity Costs. DBT wants you to help them understand how regulations and the way they are applied may delay or prevent future business opportunities being taken up, including compared to other countries DBT’s aim is to identify the exact aspects of regulations or their implementation that create problems, so they can pinpoint where to make changes. In doing so, you may also wish to highlight examples of good practice, which might be adopted more widely. If you cannot name a specific regulation or regulatory process, please describe the issue and its impact on your business as clearly and precisely as possible. Government will use the evidence you provide to help develop further ambitious reforms to the UK regulatory system so that it is fit for purpose and the future, minimising burdens on business without reducing safeguards. We encourage all family businesses to submit their thoughts to help make a difference and enable more time to be focused on growth than unnecessary administrative burdens. Find out more and complete the business questionnaire here DBT invites responses to this business questionnaire until 16 December 2025.

In a business world obsessed with scale, speed and quarterly results, family firms seem almost anachronistic. They talk about legacy rather than exits, stewardship rather than shareholders. Yet family-owned enterprises remain one of the most powerful engines of the British economy, responsible for around a third of GDP and more than half of private-sector employment. So, what really sets them apart from their non-family rivals? Beyond the clichés of 'heart over head' there are tangible differentiating values that give many family businesses a quiet but durable edge. Playing The Long Game The most fundamental difference is time horizon. Listed companies are often driven by the next set of results; family firms are more likely to be driven by the next generation. Their planning tends to be measured in decades, not quarters, and their decision-making reflects that. That patience shows up in capital structure and investment behaviour. Family firms are typically less leveraged, preferring organic growth to high-risk expansion. They’ll delay a new venture if it doesn’t feel right, not because of market jitters, but because the family name is literally on the line. Take JCB, still in the hands of the Bamford family. It’s a global business, but one that has maintained tight financial discipline and a clear sense of identity. Or Walkers Shortbread where heritage still informs its global strategy even as it adapts to new retail realities. Both are proof that long-termism can coexist with innovation, it just looks different from the outside. Culture That Feels Personal Ask employees why they stay at a family business, and one word comes up repeatedly: trust. Family firms often foster a strong internal culture where relationships matter as much as results. There’s a sense of shared purpose — that everyone is part of something bigger than their job title. That culture can pay real dividends. Lower staff turnover means retained expertise and deeper institutional memory. Customers, too, sense the authenticity that comes from a founder’s name still above the door. But there’s a flipside: when the personal and professional blur, tensions can become emotional rather than rational. Disagreements that would be routine in a corporate boardroom can turn toxic when they involve siblings or cousins. Good governance, therefore, becomes essential. The best family firms professionalise early, introducing independent directors or external advisors to provide balance and objectivity, without diluting the culture that makes them unique. Reputation And Responsibility Go Hand In Hand For many family firms, the brand is the family. That creates a deep sense of accountability. A reputation built over generations can be lost overnight, so quality, integrity and responsibility become non-negotiable. This is why family-owned businesses often lead on social responsibility, even if they don’t always shout about it. Long before ESG became a boardroom buzzword, companies like Warburtons and the John Lewis Partnership were practising community engagement and employee welfare as part of their DNA. When the goal is to hand down a business, not just sell one, reputation and relationships matter more than a quick win. Governance: The Succession Test Succession is the crucible of every family firm. Moving from founder-led to next-generation leadership requires clarity, humility and planning. Many stumble here — not because of lack of talent, but because of reluctance to let go. Successful families tackle this head-on. They separate ownership from management, define clear roles, and embrace professional governance. Increasingly, the most successful models blend the two worlds: professional executives running the business day to day, with the family acting as custodians of purpose and values. It’s a formula that’s proving resilient, even in fast-changing markets. The Emotional Dividend There’s also something less tangible, but just as powerful, at play. When your surname is on the product, motivation runs deeper. Family leaders often describe their role as a “duty”, not a job. That sense of purpose fuels resilience during hard times. When recessions hit, family firms are often the ones that tighten belts, protect jobs, and wait out the storm, because they’re thinking in generations, not in cycles. This emotional dividend can be hard for non-family firms to replicate. It creates loyalty internally and authenticity externally, two assets that are increasingly scarce in corporate life. Legacy As A Living Asset The modern family business is far from old-fashioned. Younger generations are blending heritage with reinvention — embracing digital tools, sustainability and global markets without abandoning the core values that built the business. In a period where trust in big business is fragile, family firms offer a different narrative: one of responsibility, continuity and connection. They remind us that a company’s real value isn’t just in its balance sheet, but in its sense of purpose and the people who believe in it. Because in the end, that’s the true family advantage, not simply owning the business, but belonging to it.

A south coast care home provider has seen off the challenge of competitor groups from across the country to scoop a prestigious National Care Award. Colten Care was one of 11 finalists in the category of Care Home Group (Medium), for groups with between 20 and 40 homes. Judges praised the family-owned provider, which runs 21 homes in Dorset, Hampshire, Wiltshire and West Sussex, for its ‘one team’ ethos, professional nursing credentials and commitment to creating ‘personalised experiences tailored to each resident’s needs and preferences’. The award submission explained how all Colten homes are purpose-built by sister company Colten Developments, promote ‘refined living’ through elegant interiors and inspiring gardens, and strive to ensure residents ‘feel at home and connected’. Colten Care Chief Executive Mark Aitchison said: “The award win is truly an amazing achievement, testimony to the dedicated, passionate, caring people we have throughout Colten. This success demonstrates independent recognition of our culture of consistent clinical excellence, with seven homes rated Outstanding by the CQC and the remainder Good, and the thousands of reviews on Carehome.co.uk that inform our remarkable group rating of 9.9 out of ten.” Paying tribute to company founders John Colwell and Adrian Otten, Mark added: “It was their vision to define Colten as the best that has enabled us to make this award win possible, best in Britain for our size.” Elaine Farrer, Chief Operating Officer, said: “It was moment of immense pride to hear our name read out as the winner on the night. All of us are profoundly heartened to receive this further endorsement of our ‘All About Me’ care philosophy that focuses on what residents can do, not only what they need support with. This empowers choice, nurtures independence and enables purposeful lives.” As well as the group-wide win, four Colten Care colleagues were finalists in separate individual categories. They were: Martin Corrigan, Home Manager at The Aldbury in Poole, for the Dementia Home Manager award; Angela Dibble, Group Housekeeper, for Care Housekeeper; Daniela Buzatu, Senior Nurse at Belmore Lodge in Lymington, for Care Registered Nurse; and Jackie Cash, Home Manager at Braemar Lodge in Salisbury, for Home Manager. While this was the first year Colten Care has won a company award at the National Care Awards, Lorna Parsons, then a Chef at the provider’s Bourne View in Poole, was named Chef of the Year at the 2022 awards. Lorna has since been promoted to group-wide Development Chef. The National Care Awards 2025 ceremony and dinner took place at the Park Plaza Westminster Bridge in London, hosted by comedian and broadcaster Sue Perkins. AND THE WINNER IS … Colten Care colleagues at the National Care Awards in London. The care home provider won the award for Care Home Group (Medium), for groups with between 20 and 40 homes.

Zappshelter has become one of Britain’s most distinctive engineering success stories in the field of industrial shelters. Founded in 2015 by Craig Michel in Perthshire, the company emerged from a simple yet ambitious idea: to design and build rapid-installation, heavy-duty shelters capable of withstanding the notoriously unpredictable British climate. At the time, the idea seemed optimistic. Conventional wisdom held that the UK’s wind and snow loads made such structures impractical. Yet Michel and his small team set out to prove otherwise, developing a product that is now synonymous with protecting equipment, materials and operations across a wide range of sectors, from quarrying and construction to agriculture and plant hire, right across the globe. Craig comes from an entrepreneurial background and was brought up with a father who was a builder, so his school holidays were spent with a shovel mixing concrete, shifting muck and helping out on building sites from a young age. As Craig explains, “Dad worked hard but after the 1980’s property slump looked for something else to do. He started a business supplying plastic products to the construction industry, and I soon joined him. We sold that business in 1994, and the family moved to Scotland where we started another similar business from scratch which my brother and I ran. With the next generation growing up fast, I was always looking for something else as well.” In 2007, Craig and his wife took a trip to Australia where they saw an ingenious shelter suspended between two containers, and the idea for Zappshetler was born. An Australian unit was purchased for development purposes and shipped to the UK and the journey of discovery began. As Craig continues, “Structural engineers told us that it would not work here because UK wind conditions were different to Australia, so we accepted that as a challenge, tested and strengthened the components and we eventually got sign-off from the engineers that the product that we know and love today was ready to go.” The team were entrepreneurial and persistent, following up leads from their small office and determined to succeed against all odds. Craig and his wife had a dream. It started to unfold and has subsequently become the globally recognised brand that Zappshelter is today. At the core of Zappshelter’s system lies a tough, Ferroten® galvanised steel frame, covered with a unique Taurinox® tensioned membrane skin. The combination delivers a shelter strong enough to meet permanent building standards, compliant with rigorous European design codes, while retaining the flexibility to be installed and relocated quickly. The company’s design allows shelters to be mounted on shipping containers, precast concrete blocks or steel supports, often without the need for groundworks. This modularity and flexibility has made the product particularly appealing to industries that require speed, adaptability and reliability on challenging sites. Sales began in August 2015 and as Craig explains, “We began selling a product that nobody knew to a market that did not know that it needed it. We generated huge interest from day one, because people were curious, which led us to securing some early wins with the likes of Balfour Beatty, Murphy, GAP Group and Sunbelt Rentals.” Zappshelter’s rise has been driven by a reputation for durability and performance. Since its founding, the company has endured more than 70 named storms without a single structural failure. This track record has earned it credibility with clients operating in some of the harshest environments, where downtime or damage can be costly. Its shelters now cover materials at quarrying sites, provide weather-proof workspaces in maintenance yards and offer storage and protection for machinery, feed and biomass on farms. In each of these contexts, the focus is on protecting assets, reducing waste and maintaining operational efficiency regardless of weather. The business continued to grow and Craig has been joined in the business by his sons, Jake, Freddie and Calvin, all of whom have clearly defined roles that suit their skill set, and a team that has grown to 18 full time staff members and 20 installers. Zappshelters can be found in a diverse range of sectors including construction, plant hire, waste and recycling, aggregate sites and farming as well as defence and broader civil engineering and infrastructure projects across the UK. Over the past decade, Zappshelter has grown from a small engineering start-up into a company with a thousand installations across the world. Its growth has been marked not only by product innovation but also by a commitment to British manufacturing high engineering standards and support for small businesses in its supply chain. The firm’s tenth anniversary, celebrated recently, reflected both commercial success and an unblemished safety record, a rare achievement in its field. Despite this progress, challenges remain. The market Craig’s team created has seen attempts to copy their success with low-cost Chinese imports and inferior lightweight alternatives becoming available. However, Zappshelter’s focus on engineering quality rather than cost-cutting has helped it maintain its position as the unrivalled leader and the company is looking forward to the task of further expanding its presence internationally. While its designs are export-ready, sales beyond the UK and Ireland remain a relatively small proportion of total business, “so there is still so much to go for,” says Craig. What sets Zappshelter apart is its balance of flexibility and permanence. It offers the convenience and simplicity of a temporary structure with all the benefits of a permanent one. For operators working in exposed or unpredictable environments, that combination has proven invaluable. Whether protecting stockpiles from rain, keeping machinery operational through winter, or creating quick, compliant covered spaces on construction sites, Zappshelter’s solutions have become integral to how many businesses now think about site infrastructure. As industries continue to prioritise efficiency, sustainability and risk management, Zappshelter’s approach to engineered shelter design is well positioned for the future. In a sector where “temporary” has often meant fragile or short-term, the company has redefined the category with structures built to last. They are also a family in business that is looking to the future. As Craig continues, “We might be a young business, but our succession planning process has already begun. We have grown the leadership team, and the next generation are heavily involved in all of the day-to-day decisions and plans we have for the business going forward.” “With my sons and others integral to the running of the business it now affords me the time to step back and give support to other businesses who are on a similar growth journey, using what we have learnt along the way to help others,” he adds. Ten years on, Zappshelter stands not just as a manufacturer of shelters, but as a symbol of practical British innovation — proof that with the right engineering mindset, even the most volatile weather can be managed. As Craig concludes, “We have built a great business and I am delighted with the way it has evolved. We have worked hard to get to where we are today and remain as passionate as ever about our product." "We love what we do and I am delighted to have guided the team on its journey to date. I’m really looking forward to seeing where the next chapter in the Zappshelter story takes us with the next generation at the helm.”

Two apprentice chefs have joined a Cumbrian hotel group’s specialist training academy. Natasha Bull, who has moved up to the Lake District from Derbyshire to work, and Alice Metcalfe from Kendal are the latest recruits to train under the English Lakes Hotels Culinary Academy. In partnership with Kendal College, the training academy offers an apprenticeship for the students to attain Level 2 Commis Chef and Level 3 Chef de Partie qualifications, as well as earning a living with hands on, practical experience in a restaurant kitchen. Both Natasha and Alice will be learning their trade to cook up a successful career path in the busy kitchen at Wild Boar Estate near Windermere. Established in 2017, the English Lakes Hotels Culinary Academy offers fully accredited courses to train budding chefs whilst they earn a wage with the hotel group. Both apprentices will be working under the tutelage of group training and development chef Daniel Winstanley, who is an appointed member of The Master Chefs of Great Britain. A cookery class in Thailand whilst she travelled the world was one of the reasons 20-year-old Natasha cites for pursuing a career in the hospitality industry. So she undertook a bit of research and decided to apply to the academy and begin a new working life in the Lake District. “I started looking online at how to train to be a chef and what qualifications were needed,” explains Natasha: “The one which really stood out with a specific career pathway was the English Lakes Hotels Culinary Academy.” 17-year-old Alice left Dallam School in Kendal over the summer and had heard about the academy from Kendal College. She is a keen member of the local Young Farmers club and competes at local agricultural shows and public speaking events. Daniel Winstanley from English Lakes Hotels Resorts & Venues adds: “We’re thrilled to welcome Natasha and Alice to the Culinary Academy. They’ve already settled brilliantly into their kitchen brigade at Wild Boar Estate, showing great enthusiasm and teamwork." “We’re especially excited to have them involved in our live cooking tent at the Lancaster University Christmas markets, where they’ll be showcasing their skills and exploring the diverse food cultures on offer.” For further information about the English Lakes Hotels Culinary Academy, visit here.

Holderness Hedgehog Hospital, a volunteer-led charity rescuing and rehabilitating hedgehogs across the East Riding, has completed a game-changing upgrade of its facilities thanks to a generous grant from The John Good Group. Hedgehogs face multiple threats, from road accidents to illness and habitat loss, and are classified as a vulnerable species on the Red List for Britain’s Mammals. Holderness Hedgehog Hospital provides urgent intervention, rehabilitation, and round-the-clock care, giving these small mammals a second chance at life. Founded in 2016 and registered as a charity in 2018, the hospital operates a dispersed volunteer model, with teams across Keyingham, Beverley, Burton Pidsea, and Skeffling handling emergency calls, collecting injured animals, and hand-rearing newborns. Their community-led approach enables fast response times, sustainable operations, and educational outreach that inspires the next generation of wildlife advocates. With a dream of upgrading their makeshift facilities, Holderness Hedgehog Hospital applied to The John Good Group’s Grants for Good programme, where each quarter, five organisations are shortlisted to go forward to a company-wide employee vote, with the number of votes determining the size of the grant. Holderness Hedgehog Hospital captured employees’ hearts, winning the vote and securing the maximum £5,000 grant. The grant represents a significant sum for the charity, and has allowed them to complete the purchase of 42 professional cages, an expansion originally planned to take until the end of 2026. As well as expanding capacity, the cages have revolutionised daily operations, significantly reducing stress for hedgehogs while allowing volunteers to care for more animals safely and much more efficiently. Following their win, the hospital team visited The John Good Group’s head office to receive their award and deliver a talk to staff about hedgehog-friendly gardens, caring for sick hedgehogs, and demonstrating the new facilities, giving employees a first-hand look at the impact of their support. Talking at the event, Holderness Hedgehog Hospital Trustee Vicky Pennington told staff: “This has had a massive impact on us day to day. Cleaning used to take up to two hours, lifting hedgehogs out of old top-opening cages, which was stressful for them and time-consuming for us. Now, with the new front-opening, stackable cages, I can clean eight cages in just 30 minutes." "Thanks to the grant, we’ve completed our 2025/26 expansion early, kitted out all five volunteers, and transformed how we care for hedgehogs. We cannot thank everyone at the John Good Group enough, it has truly been a game changer.” Kirsty Clark, Executive Director of the Matthew Good Foundation, which manages the Grants for Good programme, was also at the event. Pictured presenting Holderness Hedgehog Hospital with their award, Kirsty said: "Holderness Hedgehog Hospital is a wonderful example of what a small, local charity can achieve. Their unique, dispersed volunteer model is highly sustainable, and other hedgehog rescues are now learning from their approach." "Supporting organisations like this is incredibly valuable. The volunteers give up so much of their own time to do important work for local wildlife, and it’s a brilliant example of a community coming together. Since their grant, employees have directed additional donations to the hospital, demonstrating how the Grants for Good programme helps charities, businesses, and employees build meaningful connections and support in their local area." For more information about Holderness Hedgehog Hospital or to support their work, please visit here .

HMG Paints, the UK’s leading independent paint manufacturer, has further underlined their commitment to the environment and sustainability by achieving ISO 14001:2015 accreditation. ISO 14001 is an internationally agreed standard that sets out the requirements for an environmental management system. Implementing the standard helps companies use resources more efficiently, reduce waste, and continuously improve their environmental performance. This is especially crucial today due to global challenges like climate change and heightened consumer environmental consciousness, a 2024 survey by PWC showed 46% of respondents say they are buying more sustainable products to reduce their impact on the environment. Alan Sharples, HMG Paint Quality Manager said: “Achieving ISO 14001 demonstrates that we have established a robust Environmental Management System that allows us to monitor, manage and continually improve our environmental performance across every part of the business. From raw material sourcing and product formulation to waste management, this certification showcases our drive to operate responsibly and sustainably and helps build stakeholder trust.” Since 1930 HMG have always driven to be innovative and conscious of its environmental impact, HMG once planted 1,800 trees on land next to its Riverside Works site to create a woodland area, and in recent years invested in the development of more water-based coatings, which offer lower VOCs and reduced solvent emissions. This transition supports not only HMG’s sustainability goals but also helps customers with their environmental impacts. Alan further explained: “It’s not just about reducing our impact here in Manchester, it’s about understanding how our actions can affect the wider world. We want to minimise our footprint so that the earth can thrive. We do this because we care.” ISO 14001 isn’t the end though for HMG, in their efforts for continuous improvement, the company is now targeting ISO 45001 and Cyber Essentials Plus in terms of accreditations along with the implementation of Solar Panels across it’s Manchester based headquarters. These additional accreditations will stand alongside their existing ones for ISO 9001, Made in Britain, JOSCAR and SMETA. HMG have an extensive portfolio, which covers virtually every type of surface imaginable across a whole host of industries including; industrial, commercial vehicle, decorative, automotive, protective coatings, ACE, defence, toll manufacturing, arts & craft, wood finish and more. HMG Paints truly are ‘One name that covers everything’.

DMH Stallard has advised the Real Pet Food Company on the sale of its UK subsidiary Benyfit Natural to Finnish family-owned food group Snellman. Benyfit Natural produces premium raw dog food at its factory in East Grinstead, East Sussex. Acquired by the Real Pet Food Company in 2018, Benyfit Natural has built a strong reputation for high-quality, nutritionally balanced meals for pets. The Real Pet Food Company, headquartered in Australia, is a leading presence in the pet food sector with a portfolio of brands that champion health and wellbeing for pets. Jonathan Grant led the transaction, with Kay Miles Senior Associate and Beth Obara Solicitor. Jonathan said: “We are delighted to have supported the Real Pet Food Company in this transaction, which demonstrates the development of Benyfit brand under RPFC’s ownership, and the increasing global appetite for premium, natural pet food." “We enjoyed working with the team at Real Pet Food Company; completing the deal in a month from heads of terms required focus and teamwork.” The acquisition by Snellman underscores the growing demand for natural and sustainable pet food products across Europe and reflects the company’s confidence in the UK market. Sarah Wall, General Counsel, Real Pet Food Company said: “Working with DMH Stallard was a very positive experience. Their pragmatic approach, ability to work under pressure, and commitment to meeting a tight timeframe were invaluable. They coordinated seamlessly across multiple cross-functional teams, ensuring alignment and efficiency throughout the process. The team was helpful and insightful, which made what could have been a stressful transaction much smoother.”

In the run-up to the Allica Bank Great British Entrepreneur Awards on Monday, 17th November, a new survey of 534 established business owners by Allica Bank reveals that while many businesses continue to navigate tough conditions, investment plans remain strong. The findings highlight a cohort that, despite rising costs and economic uncertainty, remains firmly focused on the future. While 62% of respondents say running a business has become harder over the past year, more than 60% are planning to raise external funding in the next 12 months, up from 40% last year. Overall, 90% of established businesses plan to grow their operations in this timeframe, with more than half (56.5%) already actively planning investment and a further 33% intending to start soon. Rising costs continue to challenge businesses The survey also found that when it came to the biggest pressures these businesses face, 66% were affected by rising operational costs, 62% cited the UK’s economic slowdown, and 52% have been affected by inflation. 32% of respondents also reported being heavily affected by interest rates and Employer National Insurance increases, while 31% cited limited access to business lending, and 37% said the pace of technological innovation has had a significant impact on their operations. And while established businesses tackle these issues, 62% of them report feeling that banks do not understand the needs of smaller businesses, with over 30% citing a lack of understanding and guidance as a barrier to accessing finance. Businesses double down on growth Looking ahead to 2026, the survey reveals that business owners are focused on innovation, with many rethinking operations and improving efficiency. When asked about priorities for next year, 64% said they are planning to hire more staff, 60% are focused on developing new products or services, and 40% plan to invest in new technology or software, while 29% will spend on marketing and advertising. Businesses also plan to channel resources into staff training, expanding premises, and purchasing new equipment or vehicles. The data is released as 1,300 established businesses and entrepreneurs from all over the United Kingdom prepare to gather in London for next week’s Allica Bank Great British Entrepreneur Awards. The awards celebrate the very best of British innovation and the hard-working, established businesses that form the backbone of the UK economy, supporting growth, jobs, and communities across the country. Conrad Ford, Chief Product & Strategy Officer at Allica Bank, said: “What really stands out from this year’s findings is the determination and resilience of established businesses. Even with the challenges they face, they’re continuing to invest, innovate and create opportunity." “These businesses are the ones driving jobs, ideas and growth in every community across the country. Their ability to adapt and push forward when things are uncertain is something we should all be proud of, and at Allica, we’re here to make sure they have the banking and support they need to do just that." “As we come together to celebrate the finalists at the Allica Bank Great British Entrepreneur Awards, it’s clear that the UK’s entrepreneurial spirit remains strong and that established business owners will continue to play a defining role in shaping our economic future. As a former entrepreneur myself, I know how much dedication it takes to build and sustain a business, and I wish all the outstanding finalists the very best of luck next week.”