At just 13 years old, Finlay Gallagher has officially become the UK’s youngest qualified digger driver – and we couldn’t be prouder. The Gallagher Group was founded over 50 years ago by his grandfather, Pat Gallagher, and it seems the passion for construction is alive and well in the next generation. Finlay spent his school holidays mastering the controls of the iconic JCB 3CX Plus backhoe loader, passing his Construction Plant Competence Scheme (CPCS) test with flying colours at Flynne Plant Training Centre (flynneplanttraining.com) in Rochford, Essex. He demonstrated a confident grasp of both theory and hands-on operation, including digging, loading, lifting and using machine attachments with precision well beyond his years. A Legacy That Started with One Digger Pat Gallagher, Chairman of Gallagher Group, started the business back in 1973 with a single JCB 3C Mk2. It’s fair to say the business – and the fleet – have grown a bit since then. We now operate over 300 machines and employ more than 500 people across the South East. Pat couldn’t be prouder. “I’ve always said I wasn’t much good behind the controls of a digger – so Finlay is already ahead of me! I am exceptionally proud of Finlay and everything he has achieved. He has always shown an incredible passion and interest for machinery from an early age, and this course has given him a chance to deepen his knowledge and ability. I was blown away by how naturally he took to it, and it really does give me great hope for the future. Hopefully, this inspires many other young people to give it a go and see the construction industry as a fantastic career opportunity.” Finlay’s dad, Stephen Gallagher, a Director of the business, also sees a bright future ahead. “Finlay’s had a passion for diggers since he could walk. He’s grown up with machinery all around him and has absorbed so much just by watching and asking questions.” Finlay’s Big Achievement Reflecting on his achievement, Finlay said: “I’ve loved diggers since I was really little – probably around three or four. My grandad Dave used to drive me around in his dozer, while he did the pedals and I sat on his lap. Then my grandad Pat got me interested in excavators and backhoe loaders, which started my love of JCBs." "I definitely see my future in the construction industry. My grandad Pat started the Gallagher Group, and it would mean a lot to me to play a part in helping the business continue to grow. This qualification is a great first step, and I’m keen to build on it by learning to operate more types of plant machinery.” Finlay Gallagher being assessed in an excavator while doing his practical test for his CPCS. Finlay impressed his instructor, Derek Mansfield of Flynne Plant Training, who commented: “Finlay was one of the most enthusiastic and capable young candidates we’ve had. His control of the machine and understanding of how it operates were far beyond what you’d expect at his age. He picked things up incredibly quickly and showed real natural ability. He’s now officially the youngest person in the UK to pass this qualification, which is a fantastic achievement. The Gallagher family should be very proud. We’d welcome Finlay back any time to train on more machines, and I genuinely look forward to seeing where his skills take him next.” To celebrate Finlay’s qualification, he was invited to one of the JCB Groundworker Days where he was presented with a special model gift from Lord Bamford to congratulate him on his achievement. He was then invited to debut with the JCB demonstration team, where he drove the JCB hydrogen-powered backhoe loader as part of the opening routine. JCB Chairman Lord Bamford said: “I wholeheartedly applaud Finlay’s achievement. He is a talented young man who has demonstrated at a very young age just how simple and intuitive it is to operate today’s JCB diggers.” The Future Now, Finlay hopes to build on his skills and eventually become a fully qualified plant operator across multiple machines. He’s even sharing his journey online through his Instagram account @digger_finngallagher, inspired by industry influencer Georgina Williams, a.k.a. @the_happydigger. Finlay with his dad and the trainers at Flynne Training We’re immensely proud of Finlay’s achievement and can’t wait to see where his passion and talent will take him next. He may only be 13, but he’s already digging into the Gallagher legacy – and doing it better than the man who started it all! Top Photo: Finlay Gallagher youngest digger driver in front of a JCB Excavator

As part of their journey to NetZero by 2050, Gallagher Group proudly hosted and conducted a landmark hydrogen-powered plant trial at their Hermitage Quarry in Kent, in collaboration with the Lower Thames Crossing project, JCB, and Ryze Power. The trial represents a major step forward for the Lower Thames Crossing’s ambition to eliminate diesel use from its construction sites by 2027. Gallagher Group were honoured to provide the setting for Lower Thames Crossing’s first successful trial of low-carbon, hydrogen combustion-powered machinery, a JCB 540-180H Loadall. This cutting-edge machine replaced a traditional diesel-powered Loadall during masonry operations at Hermitage Quarry. Not only did it operate safely and effectively, but it also delivered zero tailpipe emissions and demonstrated a potential CO₂ saving of around 205kg per machine, per week, compared to a conventional diesel-powered machine, providing clear evidence of the potential for hydrogen to decarbonise heavy construction machinery. At Gallagher, they are committed to reducing emissions across all aspects of their operations. As an award-winning NetZero Trailblazer, they see the adoption of hydrogen power as a vital step towards delivering low-carbon construction solutions that are both practical and scalable. Sean Connor, Managing Director of Gallagher Aggregates Limited, said: “A part of our own journey to NetZero and in keeping with our drive for low-carbon, sustainable construction solutions, Gallagher were delighted to host and carry out this Hydrogen Trial in Partnership with JCB, Lower Thames Crossing and RYZE. As an award-winning NetZero Trailblazer, Gallagher is proud to be at the forefront of adopting new innovative solutions.” The trial at Hermitage Quarry supports the Lower Thames Crossing’s broader goal to reduce construction carbon by 70%, making it the UK’s greenest road project. Set to begin construction as early as 2026, the project will be the first in the UK to use hydrogen at such a large scale to power heavy plant machinery, alongside electric vehicles. Matt Palmer, Executive Director, Lower Thames Crossing said: “The Lower Thames Crossing is a Pathfinder project, designed to be the greenest road ever built in Britain. At the heart of these plans is the use of clean low-carbon hydrogen power, and by using it on such a large scale to power our heavy construction machinery that is traditionally hard to electrify, we can significantly reduce our carbon footprint, accelerate the construction industry’s shift away from diesel, and help kick start the creation of a hydrogen ecosystem in the Thames Estuary.” Gallagher’s involvement in this trial not only supports the transition to cleaner construction methods but also contributes to the growth of a hydrogen ecosystem in the Thames Estuary, an initiative expected to be worth £3.8 billion and create 9,000 skilled jobs by 2035. This collaboration is just one example of how Gallagher continues to lead on sustainability and NetZero through practical innovation, responsible partnerships, and a clear focus on future-ready construction.

Ayrshire based Buzzworks Holdings has secured funding from Cynergy Bank to further support its growth ambitions. The award-winning Scottish hospitality group is embarking on the next stage of its journey to becoming a £100m+ family-run business, as it continues to grow its footprint across Scotland. The funding provided by Cynergy Bank supports the refinancing of existing facilities, a management buyout and provides capital for future acquisitions. The investment will enable Buzzworks to add new bar and restaurant sites, as well as venues that combine hospitality and accommodation. Buzzworks, which currently operates 22 venues and employs over 850 staff, has earned a strong reputation for quality, community focus, and innovation. As the business scales, it will continue to deliver the same high-quality customer experience that has earned it national recognition. This deal underpins Cynergy Bank’s presence in the Scottish market, demonstrating its commitment to supporting ambitious, high-growth businesses across the region. Kenny Stewart, Executive Director Scotland at Cynergy Bank, commented: “We’re delighted to support Kenny Blair and the team at Buzzworks as they start an exciting new chapter. Buzzworks represents exactly the kind of entrepreneurial, high-growth business we are proud to partner with. Our bespoke funding solution provides the flexibility and support needed to help them achieve their ambitious goals.” Kenny Blair, Co-Founder and Managing Director of Buzzworks, added: “Our ambition is clear: to become a £100m+ Scottish hospitality business that brings people together and lifts the communities we’re part of. We’ll be creating new roles, welcoming new talent, and ensuring that the support and infrastructure are in place to help Buzzworks reach its full potential." “This deal gives us the momentum to move further, faster - investing in people, places and new formats including venues with rooms in more towns and suburbs across the country. We aim to more than double the size of the business and create hundreds of new sustainable jobs along the way. The next stage of the Buzzworks journey is about to begin.” Funding was raised through Alchemy Partners and the transaction was supported by West Coast Capital who will remain a key investor. Sir Tom Hunter, founder of West Coast Capital said: “Cynergy delivered, effectively and efficiently to match the growth ambitions of Buzzworks. Combined with Alchemy I think we have the means to build a truly scaled hospitality business and we are very happy to continue to invest alongside the Blair Family in Buzzworks.”

Family Business United is thrilled to announce an exciting new partnership between Wellbeing People and Family Business United, a collaboration that aims to put health and wellbeing at the heart of the family business community. In a family business, people are at the heart of everything. Prioritising health and wellbeing isn’t simply about ticking a box; it’s about safeguarding the wellbeing of the people who make the business what it is. This partnership signals a shared commitment to support family firms, helping them nurture healthier, more resilient workplaces through practical wellbeing strategies that work for everyone, from founders and owners to new generations entering the business. Ben McGannan, Managing Director of Wellbeing People, comments: "Wellbeing People are really excited to be working strategically in partnership with Family Business United. Wellbeing is of ever-increasing importance to all business owners, and it’s a particularly natural fit to be supporting family-owned businesses with the wellbeing of their people. I think it’s fantastic that Family Business United is keen to raise awareness of a topic that we can all relate to, at a time when we are seeing more people than ever struggling with some element of their health and wellbeing." With a shared ethos around people-first values and a passion for promoting positive workplace culture, this partnership will offer valuable insights, tools, and programmes to help family businesses take proactive steps towards a healthier future. As Paul Andrews, Founder & CEO of Family Business United adds, "We are really thrilled to have found a strategic partner that understands who we are as an organisation, appreciates the uniqueness of family firms and also provides opportunities for those involved in the running of family firms to have a place of reference to help members of staff at a specific time of need. Wellbeing People have a fantastic team, support infrastructure and resources to help individuals deal with all manner of issues including grief, sleep issues and stress to name a few." "We look forward to developing the relationship to provide our members, in particular their HR teams, with tools and resources to make a difference to the lives of individuals within their teams, one employee at a time." With a range of digital and physical wellbeing products available, from the Habits for Health online programme to the Interactive Health Kiosk, Wellbeing People provides flexible wellbeing solutions that fit any business, no matter the size, industry, or working patterns. To learn more about how Wellbeing People can support your family business, check out their website and contact their team today. Download the Wellbeing People brochure below to see the full range of services offered to family businesses:

Small business owners face a growing challenge: the “infinite workday” is stretching hours and draining productivity. To protect teams from burnout and sustain creativity, leaders must set clear boundaries, rethink workflows, and prioritise wellbeing. For many small business owners and their teams, the modern workday no longer starts at 9 or ends at 5. Instead, it can stretch from dawn to dusk – sometimes even beyond. According to research conducted by Microsoft, the “infinite workday” is now a defining feature of knowledge work globally. Early-morning email checking, a deluge of daytime messages and meetings, and late-night catch-ups have become routine. Owing to the rise of hybrid and remote working, it’s quietly become the norm – but that doesn’t mean it’s sustainable. Microsoft’s data has found that a third of employees now work across evenings and weekends, and nearly 1 in 3 say the pace of work has become “impossible” to keep up with. For small businesses, this always-on culture presents a unique risk. Unlike larger organisations with layers of management and HR support, small teams are more vulnerable to burnout, resentment, and high turnover if the pace becomes unsustainable. So, what’s driving the infinite workday, and why should small business owners push back? Joe Phelan, money.co.uk business bank accounts expert shares his thoughts. The hidden costs of always-on culture The root of the issue isn’t laziness or inefficiency – it’s overload. Constant notifications, fragmented calendars, and reactive workflows mean employees are working longer just to keep up. It’s now easier than ever for the boundaries between work and home life to blur. When your office is also your kitchen table, switching off becomes harder, and work-related strain can build. The Burnout Report 2025 suggests a worrying culture of silence around stress. Many employees endure high pressure without adjusting their workload or taking time off, while others hesitate to disclose how much stress they are under. This presenteeism hides the true toll on productivity. Only 29% of workers report feeling fulfilled at work, while many say they are routinely bored or lonely, and find themselves unable to switch off. Outside the workplace, factors such as poor sleep, money worries, and health challenges further chip away at wellbeing, compounding the impact of work stress. When the strain is invisible, leaders can struggle to recognise it, making it urgent to foster open cultures and clear boundaries. This erosion of boundaries can lead to serious consequences: burnout, higher turnover, diminished creativity, and leadership fatigue. One in three UK adults experienced high stress last year, and many small business owners admit they rarely take full holiday breaks. As workloads grow, so do working hours, creating a vicious cycle of exhaustion and falling productivity. Something has to give. Five ways small businesses can break the cycle Avoiding the infinite workday doesn’t require massive tech overhauls or expensive consultants. It starts with intention, leadership, and a few smart strategies: 1. Redesign the rhythm of the workweek Instead of defaulting to back-to-back meetings and reactive workflows, carve out blocks of uninterrupted focus time, especially during employees’ peak productivity hours. Consider “no-meeting” mornings or “focus days” to give people space to think and create. 2. Set (and model) clear boundaries If you’re replying to emails at 10pm or Slack messaging on weekends, your team will follow suit. Model healthy behaviours by working within set hours and respecting others’ time. 3. Reframe urgency Encourage teams to differentiate between urgent, important, and nice-to-have. Too often, the default is to respond instantly, which fuels the cycle of disruption. 4. Use smart tools that work for you, not the other way around Whether it’s AI-powered assistants or financial tools like business bank accounts with real-time cashflow alerts or business credit cards that automate expense tracking, smart systems can ease admin burdens. Look for tech that reduces manual effort, whether that’s summarising meetings, reconciling expenses, or simplifying payroll. 5. Check in on workload and wellbeing regularly Make time for honest conversations about workload and mental health. Are people coping? What’s draining their time? What could be paused, delegated, or dropped? A regular pulse-check can help you identify overload before it turns into burnout. The “infinite workday” is a profound leadership challenge. For small business owners, this represents not just an operational adjustment, but an opportunity to craft a healthier, more sustainable work culture. The future of work doesn’t have to be defined by endless hours; it can be shaped by clear boundaries and smart strategies that help everyone work smarter, and live better.”

Private sector companies expect activity to fall at a firm pace in the three months to September (weighted balance of -18%), according to the CBI’s latest Growth Indicator. Expectations are less negative relative to May, but extend a period of pessimism that began late last year. Business volumes in the services sector are anticipated to decline (-14%), driven by expected falls in both business & professional services (-10%) and consumer services (-31%) volumes. Distribution sales are expected to fall in the three months to September (-40%, the weakest expectations since September 2022), while manufacturers expect output to fall only slightly (-5%). The negative outlook comes as private sector activity fell again in the three months to June, at the same pace as in May (-26%). The decline in activity was broad-based across all sectors. Alpesh Paleja, CBI Deputy Chief Economist, said: “While negative expectations for activity have eased a little, our surveys still point to challenging conditions for businesses. Firms cite a very mixed picture on activity: while there are pockets of strength in the economy, it’s clear that sizeable headwinds to growth remain." “Companies are still grappling with higher employment costs, cautious spending behaviour on the part of households, and increasing global uncertainty. The recent volatility in global oil prices is also one to keep an eye on, given its scope to exacerbate costs and inflationary pressure." “The Industrial Strategy does address some of the more immediate headwinds to growth: notably, delivering competitive energy prices and easing access to talent are steps in the right direction. But firms – particularly those outside of the Strategy’s purview - will be looking for further certainty in the Autumn Budget to boost the UK’s overall competitive edge. This includes further clarity on when business will benefit from greater Growth and Skills Levy flexibility, and business rates reform.” Key findings from our monthly Services Sector Survey showed: Business volumes in the services sector declined in the three months to June (-24%), at a broadly similar pace to the quarter to May. The latest data marked eight consecutive rolling quarters of decline. Both business & professional services (-20%) and consumer services (-43%) volumes fell through the quarter. Hiring intentions within the services sector remain weak. Business & professional services expect headcount to fall modestly over the next three months (-10%), while consumer services companies continue to expect a sharp fall in numbers employed (-36%). Selling price expectations (+24%) for the quarter to September are elevated and stand well above the historic average (+7%). Inflation expectations in business & professional services were broadly unchanged from May (+23%) and have accelerated somewhat for consumer services firms (+29%). Both readings remain above their long-run averages.

2025 marks an incredible milestone for E G Carter & Co Ltd — their 80th year of trading. To honour this achievement, they brought the entire Company together on Friday 20th June 2025 to celebrate with a special event: Carter Day. Held at Dowty Sports & Social Club in Gloucester, Carter Day was all about recognising and thanking the people who make the business what it is. To ensure everyone could be part of the celebration, they paused operations across all sites for the day, giving all 188 employees the opportunity to come together and enjoy a day filled with fun, laughter, and appreciation. The day was packed with fun, laughter, and friendly competition. From a tournament-style rounders match and the classic egg and spoon and sack races, to a crowd-favourite tug of war, team spirit was in full swing. Elsewhere, a variety of fairground-style stalls kept everyone entertained — including a cactus toss, basketball hoops, and a football shootout. But it was the dodgems that stole the show, proving to be the highlight of the day for many and sparking endless laughter across the site. A hog roast lunch brought teams together under the summer sun, as colleagues from across the business gathered to relax, catch up, and reflect on the legacy of E G Carter & Co Ltd. Speaking on the day, Managing Director Joshua Carter said: “There were a number of ways we could have chosen to celebrate 80 years of trading, but a day like today, with the whole team together, is the best way. Thank you all for your service and commitment to E G Carter & Co Ltd — from 45 years to 10 days and everything in between. Thank you all for making us the Company that we are, and congratulations on 80 years. We look forward to the next 80 years.” Carter Day was more than just a celebration — it was a statement of how much they value their people, recognising that their success over the past 80 years has been built on the strength of their team, and this day was a small way of saying thank you. As they look to the future, this is a family business with a clear focus on building with purpose, fostering strong relationships, and continuing to create lasting value for clients and communities — all whilst staying true to the values that have guided them over the past 80 years. As Paul Andrews, Founder and CEO of Family Business United concludes, "This is a fantastic milestone for a great family business and deserves to be celebrated." "We wish them all the best for the celebrations too. Enjoy the 80th year and good luck with the future plans which we will follow closely and hopefully there will be plenty more family business celebrations to come!"

Two years post-management buyout, we speak with Enspec’s majority shareholders about the highs and lows of operating their family business, implementing a people first company culture, the importance of mental resilience and what lies ahead for Enspec and its growing client base. How do you feel when reflecting on the early days post-MBO? Tim: "We knew taking over would be challenging. The first year felt like a trial by fire as we transitioned to managing our own responsibilities, leading the team, driving them forward and being accountable for Enspec's success." "I remember that it was a very different type of pressure, the feeling of extra responsibility, creating better alignment with business operations and all while not exactly being cash rich at the time either." Mara: "One of the things that I think we learned during the first year that you buy a business is not to do a house extension and have a baby. We didn’t intend to do all those things at the same time but for various reasons it all happened at once. There was so much risk and lack of buffer in that first year. We had put in place mitigation strategies to protect ourselves. Ultimately the first year after the MBO felt like threading the needle." The demands on both of you must have been high? Mara: "Tim and I shared different responsibilities during that time which is the only way you can do it I think." "There's no playbook in running a family business and there's certainly no playbook from a ‘women in business’ and ‘mum in business’ perspective." "Balancing all of life’s responsibilities is not something that you just figure out. As our kids get older our responsibilities will change and we will continue to grow and shift with them. And the same will apply at Enspec too. We often think that we could be further along with certain company plans but you can’t get everything right. " You’re now in your third year as majority owners… What was year two like? Tim: "The second year post-MBO differed significantly due to the stable foundation established in the challenging first year. While pressure remains, daily experience has made it more manageable, with each year building upon the last. We now have control over key business areas and a strong, dedicated and multi-skilled team. That made the second year more enjoyable as we transitioned from fighting some fires to get the ball rolling to actively pursuing growth." Mara: "Following a challenging first year and overcoming numerous obstacles, we have emerged significantly stronger and are now well-equipped to handle future difficulties. When you are leading a scaling business you have to be a certain type of individual to thrive as things change constantly." "Fundamentally, the amount of mental resilience that both Tim and I have developed over the first year with what we went through, both personally and professionally, has really solidified us this year as leaders. Having navigated the two years since the MBO, I believe we possess a significantly more practical grasp of the necessary considerations and potential investments for Enspec. This includes not only financial resources but also crucial factors like time allocation and logistical planning, which are essential for effectively managing a family business." Talk to us about Enspec’s people… Mara: "What I’m really proud of is doing all of this while implementing a people first culture within Enspec. What’s been accomplished so far when you look at it from a third party perspective, ignoring all the stuff that you wish you could have done or the nice to haves, is fantastic. The team has done a great job. And I think we will continue to grow as a team. For them to be able to work in the chaos of Tim and I figuring out the balance really is a testament to them." What do the next 12 months look like for Enspec and its growing client base? Tim: "We operate with a really high growth sector and that’s exciting to say the least. We know how important being adaptable and responsive to market shifts is. Enspec sees significant opportunities in the data centre market and other global regions, leveraging our expertise in power quality and renewable energy." Mara: "We have also become good at acknowledging ongoing challenges and working constantly on continuous improvement and innovation in order to stay competitive. You know, even with the tumultuous political situation over in the States, there are great opportunities for us there. Moving towards data centres is massive for us too, as Tim has mentioned. Our capability as an expert in the industries of large energy users and generators means that we sit very strong, regardless of what political and economical shifts take place in the future."

Amid global economic uncertainty, from geopolitical tensions to inflationary pressures, it’s easy to miss a quieter, yet equally critical crisis closer to home. New research from Manx Financial Group reveals that nearly a third of the UK’s SMEs have been forced to pause or abandon growth plans due to a lack of access to finance. Let that sink in - 30% of the businesses that make up half of all private sector turnover in the UK have had to hit the brakes, not for want of ideas, ambition, or market demand, but because the capital they need simply isn’t within reach. This is more than a missed opportunity for individual firms. It's a structural failure that threatens national productivity, innovation, and job creation. Our fourth annual SME survey paints a stark picture: whether it’s hiring, investing in R&D, developing new products, or entering new markets, SMEs are being stifled. And while the UK boasts a growing ecosystem of fintechs and challenger banks, too many SMEs still find accessing external finance a complex and frustrating process. One in ten SMEs are denied funding outright. Many more are discouraged from applying at all, put off by high interest rates, rigid repayment structures, and the perception that lenders don’t understand their business models, especially in newer industries or regions outside the South East. This isn’t just anecdotal. It’s systemic. Nearly 40% of SMEs now expect stagnant growth over the next year, up sharply from 25% last year. And the problem isn’t a lack of drive or opportunity; it’s the financial infrastructure meant to support them. While large corporates can tap global capital markets or hedge against volatility, SMEs remain disproportionately vulnerable to rising costs, disrupted supply chains, and interest rate instability. They are, in many ways, the canaries in the economic coal mine, hit first and hardest by shocks, yet often least equipped to respond. The gap between potential and performance is enormous. Our research shows that, with suitable funding, most SMEs believe they could grow by up to 13% in the next 12 months. That figure represents billions in lost GDP, a cost the UK economy can ill afford. With the Labour government promising a pro-growth, pro-investment agenda, now is the moment to fix the UK’s SME finance landscape. This requires a strategic realignment that puts alternative lenders at the centre of the solution. To truly improve access to finance for SMEs, a comprehensive, three-pronged approach is needed. First, access must be expanded through the support of alternative lenders. Traditional high-street banks are no longer the only avenue for business finance. Government and industry should work together to encourage partnerships between banks, fintechs, and specialist lenders. By doing so, they can create blended finance solutions that are faster, more flexible, and better suited to the varied needs of SMEs. Second, the process of accessing finance must be digitised and simplified. Excessive bureaucracy, particularly around government-backed loans, remains a significant barrier. Embracing digital tools can streamline application procedures, reduce friction, and enhance transparency, especially for first-time borrowers navigating the system for the first time. Finally, SMEs must be empowered through better financial education. Improved access to funding begins with better understanding. Business owners need clearer guidance on the full spectrum of lending options available to them, particularly within the alternative finance space. With the right information, they can make smarter, faster funding decisions that support growth and resilience. The UK’s SMEs are not short of ideas or ambition; they are short of support. If we want a resilient, future-facing economy, unlocking their growth must become a national priority. At Manx Financial Group, we believe alternative lenders have a vital and growing role to play in bridging the finance gap. With more agility and a better understanding of niche and underserved markets, non-traditional lenders are often best placed to step in where others won’t or can’t. It’s time to rethink SME finance, not just as a crisis to manage, but as an opportunity to grasp. Given the right tools and backing, Britain’s SMEs won’t just survive today’s challenges. They’ll drive our recovery.

Changing of the guard in the Gebrüder Weiss executive: Peter Kloiber (64) is retiring after 28 years on the Management Board. He held responsibility for Parcel Services, Logistics, IT, Human Resources and Organizational Development, Marketing and Communications, as well as the subsidiaries Xvise (logistics consulting) and dicall (call center services). Born in Vorarlberg / Austria, Peter Kloiber launched his career at Gebrüder Weiss in 1990 when he took up a post in corporate and human resources development. He recognized the key role of internal training and development programs for long-term success, and initiated their establishment. The company‘s transformation into a modern, networked logistics group is also due in a large part to his dedication. "Peter Kloiber is a pioneer of our value-oriented corporate culture, which continues to shape our self-image and strategic direction to this day. We owe him a great deal," said Wolfram Senger-Weiss, CEO of Gebrüder Weiss, paying tribute to Kloiber's total of 35 years of service to the company. Peter Schafleitner (56), an experienced logistics expert, is moving up to the company's top management tier. Born in Salzburg, he joined the organization in 1989, holding various positions in sales and land transport and managing two locations in Austria. From 2017 onwards, he was Director and Regional Manager for the Central Region, which includes Salzburg, Carinthia, Upper Austria, and the Czech Republic. Since 2024, he has been Head of Product Management for Land Transport. Schafleitner's appointment to the Management Board reflects the group’s primary focus on continuity and the benefits of long-term experience and internal networking. As part of this personnel change, Gebrüder Weiss is also reorganizing the board's portfolios. From July 1, 2025, the responsibilities will be distributed as follows: • Wolfram Senger-Weiss (CEO) will oversee digitalization, finance, corporate governance, real estate, and the Black Sea/CIS region. • Jürgen Bauer will take charge of Land Transport Europe, Customs, Purchasing, Logistics, and the subsidiary Xvise (logistics consulting). • Lothar Thoma will head the Air and Sea Freight and Overseas divisions as well as Human Resources and Organizational Development. • Peter Schafleitner will take over Product Management Land Transport, Sales, Marketing and Communications, while also being responsible for the parcel service (GWP) and the dicall call center.

Patients, staff, and families of the mental health campus at Stobhill Hospital in north Glasgow will soon benefit from hands-on 'Music Jams' thanks to the efforts of Music in Hospitals & Care. These fun, interactive sessions will offer an opportunity for self-expression and social interaction, building confidence and supporting patients’ mental health recovery. Music in Hospitals & Care (MIHC) is a charity dedicated to improving the health and wellbeing of children and adults through the healing power of live music. Every year, their professional musicians share live music with people across the UK who may not otherwise get to experience it. This includes individuals living with dementia, mental health problems, and other serious illnesses. The charity believes that live music should be part of everyone’s health and social care regimen. Research has shown that music can soothe and relieve stress, isolation, frustration, and even reduce the perception of pain. The Music Jam sessions at Stobhill Hospital are designed to provide an emotional and creative outlet for people with mental health problems. Participants have reported that jam sessions help to restore a sense of identity and remind people of their passions and interests beyond their illness. There is never an expectation for people to just sit and listen; instead, the charity’s musicians actively encourage engagement with the live music in whatever way feels natural. The impact of this work has been phenomenal, with participants experiencing significant improvements in confidence and social interaction. One patient from the Orchard Clinic, a medium secure forensic unit, regularly attended Music Jams sessions at the Royal Edinburgh Hospital and eventually asked if he could join in with the musicians. Staff knew he was an accomplished singer and guitarist but also knew the man to be quite anxious and lacking in confidence. MIHC musician Charlie Gorman gently supported the patient as they shared live music together and he returned each week, gradually starting to sing and play guitar by himself. After realising how much his confidence had grown, staff invited the patient to perform at Hivefest, a small festival held in the hospital grounds, where he successfully performed by himself to an audience of 150 staff, patients, and members of the public. To support these Music Jam sessions at Stobhill Hospital, the Allied Vehicles Charitable Trust has donated £1,000. This funding will help the charity expand and develop their programme, which has already seen success at the Royal Edinburgh Hospital. Kirstyn Knowles, Live Music Manager Scotland and North of England for Music in Hospitals & Care, said: “These funds will allow Music in Hospitals & Care to bring participatory Music Jams to patients, staff, and families on the mental health campus at Stobhill Hospital. By encouraging participation and interaction, the live music experiences provide an opportunity for self-expression, social interaction and confidence building to support mental health recovery. Importantly, they also give patients a chance to have fun away from the clinical environment of the wards.” David Facenna, Corporate Culture Director at Allied Vehicles Group, added: “The power of music as a force for recovery has been long-established, and the work of Music in Hospitals & Care has put that to tremendous use. We’re delighted to help this excellent charity strike a positive note in the lives of patients at Stobhill Hospital.” This funding will make a significant difference in the lives of those at Stobhill Hospital, helping to transform their mental health recovery journey through the power of live music.

Willmott Dixon has started a £30m programme of regeneration at Barnes Hospital. Willmott Dixon joined patients, carers, NHS staff, teachers and local leaders across health and education in marking the start of works to develop an NHS mental health facility and a new Special Educational Needs (SEN) school. This major investment in health and educational provision across the borough has been made possible by funding from South West London and St George’s Mental Health NHS Trust and LocatED, an arms-length body of the Department for Education. Reflecting on the project’s importance, Richard Poulter, Willmott Dixon’s managing director in the South: "We are excited to have been chosen to deliver this vital project, procured via the Southern Construction Framework (SCF), that will deliver modern centres of excellence for mental health and education. This will see sustainable, inclusive, and high-quality spaces created that will help shape a healthier future for people living in Barnes.” NHS Trust Chief Executive, Vanessa Ford: “This marks the next step in our journey to deliver modern, community-facing mental healthcare for the people of Richmond. We want to create inclusive new spaces to deliver better environments and better care for our patients, now and in the future. Our Better Communities programme is driving important changes across our estate and we are excited to see construction begin here at Barnes as we strive to create environments that improve patient experience, reduce mental health stigma, and bring care closer to home.” The new NHS facility will provide accommodation for a range of community mental health services, which relocated from Barnes to the Trust’s Livingston House facility in Teddington in 2023. When Barnes reopens in 2027, the Trust’s expanded community services will continue to operate from both sites, supporting accessibility across the borough. James Wright, Head of SCF (South East and London): "We’re delighted to have supported the procurement of Barnes Hospital regeneration, which will provide vital support for mental health and special educational needs in the community. Projects like this are especially significant for us as a framework, as they reflect the high-impact, community-focused projects we are committed to supporting. The collaboration shown by all teams involved has been outstanding and we’re excited to see the positive impact the project will have." The school, the London River Academy, will provide 90 places for children with social and emotional mental health (SEMH) needs and will be operated by the Beckmead Trust. Lara Newman, Chief Executive of LocatED: “By working closely with our NHS partners and the Beckmead Trust, we're demonstrating how collaborative approaches can transform public services and deliver exceptional facilities for the communities we serve. We're proud to be contributing to the wider regeneration of this historic site, creating a purpose-built environment where children can thrive for generations to come.” Patient advocate Kathy Sheldon, Chair of the Friends of Barnes Hospital: “We have really enjoyed being part of co-designing the new Barnes over a number of years and look forward to continuing to support the Trust in the final stages of this. Replacing Victorian-era buildings with this modern, purpose-built facility will mean so much to the patients, carers and staff that we support. The Friends have been an integral part of Barnes Hospital for decades and we look forward to engaging with the new community here as it comes to life.” Barnes’ redevelopment has been informed by consultations with staff, patients and the wider community over several years, with a residential development led by LS Estates also due to come forward on the remaining part of the site. Barnes’ transformation is part of a major programme of rebuilding mental health facilities across South West London. This started with the £150m redevelopment of Springfield University Hospital in Wandsworth in 2022/23 and will be followed by the opening of the new Richmond Royal Wellbeing Centre this summer and the opening of Barnes Hospital in 2027. The programme will conclude with the £110m redevelopment of Tolworth Hospital in Kingston, due to be delivered in 2028. In all this represents a £280m investment in local mental health services and makes up a key part of Trust’s ‘Anchor’ work. This aims to use NHS resources strategically and deliver investments that support communities to be healthier, happier and greener.