JCB has welcomed the announcement of the UK–US trade deal and called on Prime Minister Keir Starmer to ensure this is the start, not the end of negotiations. The PM and the Business Secretary were urged to move quickly to the next stage of lowering reciprocal tariffs on all traded goods to zero per cent. JCB CEO Graeme Macdonald said: ”As a UK manufacturer, JCB welcomes the reduction in car export tariffs from 27.5% to 10% for the first 100,000 cars exported. Likewise, we share in the relief that the UK steel industry must feel right now knowing that tariffs on steel exports will drop from 25% to zero. However, the PM and the Business Secretary Jonny Reynolds must now go further and negotiate the removal of the 10% baseline tariff on UK-made construction equipment, as well as on all UK-made cars and all other traded goods." Macdonald added: “Today’s developments are good news for certain industries and we welcome today’s news, but let this be the start of the negotiations, not the end. Let’s move onto Stage 2 quickly and eliminate all reciprocal tariffs. It’s in the interests of all UK manufacturers, and ultimately, it’s in the national interest.” JCB Chairman Anthony Bamford said: “The USA is the world’s largest market for construction equipment. JCB has been manufacturing there for 50 years, so it’s vital we have a strong presence in the US market. We will carry on with our recently announced plans to double the size of our new factory in San Antonio, Texas but the USA will still remain an important export market for certain UK-made machines. Ultimately, we need the removal of that 10% baseline tariff to support the export side of our business.”

Tamarisk Designs is delighted to announce the appointment of respected furniture creative Suzanne O’Flynn as its new Design Director. Suzanne brings over 30 years of experience in the luxury interiors and textiles industry, most recently at John Sankey, where she led creative strategy and product development. Over her distinguished career, she has worked with iconic names such as Heals, Liberty, and John Lewis, earning a reputation for excellence in textile and furniture design across the industry. Tamarisk Designs, a family-owned British furniture maker established over 30 years ago, is known for its handcrafted sofas, chairs, and footstools, made using a blend of traditional craftsmanship and modern technology. Serving the retail, interior design and contract sectors, Tamarisk supplies high-quality furnishings to top interior designers and some of the UK’s most prestigious retailers. Since 2022, Tamarisk Designs has been part of the Hill Cross Group, a leading name in contract and bespoke furniture. This partnership enhances Tamarisk’s craftsmanship with added scale, contract furniture expertise, and a shared commitment to sustainability. Suzanne will be based at Tamarisk’s newly refurbished showroom in Long Eaton, a historic centre of fine upholstery in the East Midlands. The company’s production is located nearby, allowing for close collaboration between design and manufacturing teams and ensuring every product continues to meet Tamarisk’s high standards of quality and craftsmanship. Her role will focus on steering Tamarisk’s product development, ensuring the brand continues to deliver design excellence while maintaining the hallmarks of quality, scalability, and craftsmanship. She will also collaborate closely with Tamarisk’s supplier network to bring new design concepts to life and uphold the company’s reputation for British-made excellence. Jen Barker, CEO of Hill Cross Group/Tamarisk, commented: “We’re really proud to have attracted someone of Suzanne’s calibre and experience to join the Tamarisk team. She brings a wealth of experience in fabric and furniture and a strong track record of turning ideas into desirable and commercial products." "Her skills, expertise and network will be instrumental in shaping the future of our product portfolio as we look to expand the business and develop our exclusive range of fabrics.” Suzanne O’Flynn, Design Director at Tamarisk Designs, said: “I’ve always believed that great design is about storytelling—creating timeless pieces that resonate with people’s lives and homes. Tamarisk has such a strong heritage of British craftsmanship, and I’m excited to help drive its design direction with authenticity, innovation and a renewed creative energy. I’m particularly looking forward to collaborating with the talented team and shaping a fabric and furniture collection that feels truly exclusive and inspiring.”

A North Lancashire hotel has partnered with a local arts and crafts gift shop to help showcase its works to guests and visitors to the area. Lancaster House Hotel has joined forces with The Little Shop of Handmade Loveliness, an independent business which supports local creative makers by stocking and promoting their handmade arts, crafts, literature and designs. The hotel has adapted its reception area to display a range of the gift shop’s popular lines of products. The two Lancaster businesses are also planning to hold craft experience days at the hotel as part of this new collaboration, with proposed activities including glass and candle making. General manager of Lancaster House Hotel Emma Underwood says: “The Little Shop of Handmade Loveliness is a wonderful gift shop in the heart of Lancaster which is supporting over 20 other local small businesses and creative makers." “Our idea was to work with a local retail business and act as a shop window for visitors to Lancaster. We have a wide diversity of guests from all over the world and we want to promote some of the best locally made products the county has to offer." “It’s an initiative that ties into our commitment to support our local community, as well as giving our guests something different with a bit of local culture, history and heritage. The shop features a wide array of hand-made gifts lovingly designed and made by local people - with something there for everyone.” The Little Shop of Handmade Loveliness is situated on James Lane in Marketgate in Lancaster. Owner Jan Beal adds: “We’ve been blown away by the support from the team at Lancaster House Hotel. Their offer to give us a remote shop window with a significant footfall of visitors to the area is a huge help." “We’re already getting guests from the hotel coming into town to see us for our locally themed gifts. It feels like The Little Shop of Handmade Loveliness has gone on tour and we couldn’t be more grateful to be showcased in such lovely surroundings at the hotel.”

Arkell’s Brewery is excited to announce the return of Spring Hopper, its much-loved seasonal pale ale. Back by popular demand, the brew is now pouring in a selection of Arkell’s pubs across Wiltshire, Gloucestershire, Berkshire, Hampshire, and Oxfordshire. Crafted to celebrate the changing of the seasons, Spring Hopper is making a timely return as the days get longer and the beer gardens fill up. A seasonal standout, it pairs perfectly with blue skies, long evenings, and a second round. To mark its re-release, Arkell’s managed house beer champions and Swindon & North Wiltshire CAMRA representatives gathered at The Sun Inn, Coate, Swindon for a special tasting event. At the event, Head Brewer Alex Arkell shared his deep knowledge of Spring Hopper’s ingredients, appearance, aroma, and flavour profile, giving the beer champions the tools to pass that insight directly to customers. These champions play a vital role across Arkell’s managed pubs, helping customers navigate the range of beers on offer with confidence and enthusiasm. Events like this ensure they’re not only informed but genuinely inspired and able to share the story behind each brew as well as the taste. Brewed at 4% ABV and packed with hops at every stage of the process, Spring Hopper is a bright and refreshing pale ale. It delivers vibrant notes of tropical fruit with a clean, rounded finish and gentle bitterness. The beer was designed as a lighter, livelier alternative to the darker ales of winter, perfect for easing into the warmer months. “Spring Hopper is all about freshness and flavour,” said Alex Arkell. “It has become a real favourite. We pack it with hops from start to finish to deliver those bright, tropical notes, but keep it smooth and easy drinking. It’s the perfect pint for spring afternoons and sunny pub gardens. Seeing it return and seeing how much people look forward to it is always a real joy.” Spring Hopper will be available in cask throughout May and June while stocks last. It will also be available in bottles from 4th June at The Grape and Grain Wine & Brewery Warehouse in Swindon

Leading UK offsite frame manufacturer, Donaldson Timber Systems (DTS), has published, third party accredited environmental product declarations (EPD) for its full wall panel range. In 2024, the DTS open panel Alpha system became the first off-site assembled timber frame wall panel in the UK to offer an approved EPD. DTS now also holds EPDs for its pre-insulated wall system, Delta; and the award-winning closed panel system, Sigma II solid stud and Sigma II I stud. The EPD, which transparently communicates the environmental performance of a product over its lifetime, allows customers to accurately measure their carbon footprint and make informed decisions on the best product choices to meet sustainability goals. It also improves transparency regarding product performance claims, making it easier to compare the impacts of different materials and build systems accurately. The use of EPDs is in line with the Government’s Timber in Construction Roadmap to get Britain building with the use of sustainable and low carbon building materials, which was announced in February. Originally launched in late 2023 under the Conservative Government, the Roadmap has been updated with more ambitious targets. The first priority theme is ‘improving data on timber and whole life carbon’. It is also a measurement which will become increasingly important if the proposed Part Z amendment to Building Regulations is accepted. Valid for five years, the EPD is based on current available and published data for end-of-life assumptions. DTS is working on EPDs for its full product range, with floor and roof systems to follow. John Smith, Technical Director at Donaldson Timber Systems, explains: “We always champion the use of offsite timber frame construction as the best way to achieve sustainable building practices and meet net zero targets but telling customers this is no longer enough. If we are to make meaningful change, all environmental claims need to be backed up with proof." "The only way to achieve zero carbon is to measure and reduce the whole-life carbon of buildings. The availability of environmental product declarations (EPDs) is an important step in recognising this." “We’re proud to be leading the industry with proof that timber frame is a carbon sink, and we’re thrilled that we’re already seeing significant improvements on the EPD we achieved for our Alpha system just six months ago.” Adam Gravely, Head of Technical and Innovation at the Future Homes Hub said: “Understanding embodied and whole life carbon is a crucial next step if we are to meet our net zero carbon ambitions as a sector. There is a challenge around getting product-specific embodied carbon data and homebuilders are increasingly calling on their supply chains to provide EPDs to support their whole life carbon assessments." “It’s great to see DTS’s commitment to supporting their customers and engaging with the Hub on how to drive down the embodied carbon impact of new homes.” Along with an EPD, Sigma® II has achieved a range of third-party approvals, including BOPAS Plus, BBA, NHBC Accepts and STA Gold Assure, delivering the confidence that it is durable, complies with building regulations and technical standards while being designed, manufactured and installed to last for at least 60 years. Sigma® II was also the first timber system verified by Cast to exceed Homes England (HE) Pre-Manufactured Value (PMV) target of 55%, achieving up to 58.4%. As part of the Donaldson Group’s Offsite division, DTS prides itself on being highly sustainable, innovative and efficient. Celebrating it’s 50th anniversary this year, DTS offers unrivalled experience and knowledge in offsite construction, with an established history of bringing new commercial and operational innovations to the market.

Manufacturing output volumes were broadly unchanged in the quarter to April, according to the CBI's latest quarterly Industrial Trends Survey. While a broad range of sub-sectors reported lower volumes in April, this was offset by higher output in the motor vehicles & transport equipment sector. Manufacturers expect output to fall marginally in the three months to July. Domestic orders fell through the quarter, as did the volume of new export orders, albeit marginally. Looking ahead, manufacturers expect the total volume of new orders to decline in the three months to July as both domestic and export orders are anticipated to fall. Half of respondents cited political or economic conditions abroad as a factor likely to limit their export orders in the quarter to July, the highest proportion since April 2021. Manufacturers reported increased cost pressures. Growth in average costs accelerated in the quarter to April, compared with January, while expectations for costs growth in the three months ahead remain firm. Domestic prices are expected to rise at an accelerated pace in the quarter to July, whereas export prices are expected to be unchanged. Sentiment across the manufacturing sector deteriorated in April and investment intentions for the year ahead are weak. Manufacturers expect to reduce spending on buildings, plant & machinery, product & process innovation, and on training and retraining, which saw the weakest balance since 2020. Manufacturers cited uncertainty about demand, inadequate net returns and labour shortages as key factors constraining capital expenditure. The outlook for employment remains poor. Manufacturing headcount fell in the quarter to April, at the fastest pace since October 2020, and manufacturers expect numbers to fall again in the quarter to July. Ben Jones, Lead Economist, CBI, said: "The recent downturn in manufacturing output appears to have eased, but manufacturers still seem gloomy about their prospects amid rising costs, an expected decline in new orders and heighted uncertainty around global economic conditions." "The combination of financial pressures, market instability and falling confidence is leading manufacturers to cut back employment and investment, with plans for spending on buildings, equipment, innovation and training all taking a hit." "The wider geopolitical environment is becoming increasingly challenging for exporters, with export optimism falling sharply for a second successive quarter and export order volumes now hovering around post-pandemic lows." "The government is right to make the case for global free trade, with the Chancellor in Washington this week at the IMF spring meeting reaffirming that commitment. The uncertainty around global economic conditions only increases the importance of getting it right in domestic economic policy." "Firms are already feeling the cumulative burden of rises in NICs and the National Living Wage - and tariffs represent another headwind for the business sector. The government needs to view every decision through the lens of kickstarting growth and incentivising investment." The survey, based on the responses of 389 manufacturing firms, found: Output volumes were broadly unchanged in the quarter to April , after falling in the quarter to March (weighted balance of -2%, from -18% in the three months to March). Firms expect volumes to fall slightly in the three months to July (-5%). A broad range of sub-sectors reported lower output volumes (14 out of 17 sub-sectors), but this was largely offset by higher output in the motor vehicle & transport equipment sector. Domestic new orders fell through the quarter (-13%, from -20% in January) as did the volume of new export orders, albeit marginally (-4%, from -23%). Manufacturers expect both new domestic (-11%, from -33%) and export orders to decline in the three months to July (-18%, unchanged from January). The volume of total order books was reported as below "normal" but improved slightly relative to March (-26% from -29%). At the same time, the volume of export order books deteriorated sharply in April (-41%, from -29% in March, the weakest since December 2020 with the exception of November 2024, when the balance stood at -44%). Business sentiment continued to deteriorate in April (-33%, from -47% in January). Export optimism for the year ahead also weakened further (-35%, from -41%). Numbers employed fell in the quarter to April , at the fastest pace since October 2020 (-16% from -8% in January). Manufacturers expect numbers employed to fall again in the quarter to July (-11%). Investment intentions for the year ahead remain subdued . Manufacturers expect to reduce investment in buildings (-38%, from -42% in January), in plant & machinery (-33%, from -41%), in product & process innovation (-22%, from -26%), and in training & retraining (-20%, from -14%, and the weakest since April 2020). The main constraint on capital expenditure was uncertainty about demand (cited by 58% of manufacturers), followed by inadequate net return (38%), and labour shortages (19%). Average costs rose in the quarter to April , at an accelerated pace (+48%, from +43% in January; long-run average of +19%). Costs growth is expected to accelerate in the quarter to July (+57%). Average domestic prices rose in the three months to April (+13%, from +2% in January), and export price inflation was broadly flat (+3%, from -5% in January). Domestic prices are expected to rise at an accelerated pace in the quarter to July (+23%), whereas export prices are anticipated to be unchanged (0%). Stocks of work in progress (-5%), and of finished goods (-4%) fell in the quarter to April. Whereas stocks of raw materials rose (+4%). Manufacturers expect stocks of raw materials (-11%), of work in progress (-10%), and of finished goods (-6%) to all fall in the three months to July, although all at a slower pace than expected in January where all three categories were expected to fall at their fastest paces in four years.

Willmott Dixon’s two state-of-the-art buildings at Oxford Brookes University are set to transform teaching, learning, research, and industry collaboration at the university. The Teaching and Workshop buildings at the Headington Hill campus mark a new chapter for students, researchers, and the wider community. The Teaching Building is a vibrant new hub of creativity and collaboration. Open to students and staff 24 hours a day and spread over three floors, it features robotics labs, 3D printing technology, graphic design studios, exhibition spaces, a digital theatre, and an immersive Virtual Reality Cave. With a central atrium and café, it offers a welcoming space for students, staff, and the wider community. A unique highlight is the display of Formula 1 racing cars, supporting in-depth learning in suspension, chassis design, and aerodynamics. It will also serve as the new base for Oxford Brookes Racing, the University’s renowned student racing team, providing an exciting opportunity to apply engineering knowledge in a high-performance motorsport setting. Set to open fully in the 2025/26 academic year, the Workshop Building will provide students with industry-standard technical facilities, including advanced engineering equipment and hands-on teaching spaces that mirror real-world environments. Professor Alistair Fitt, Vice-Chancellor of Oxford Brookes University: “Oxford Brookes is committed to building an environment which supports our students, staff and partners to excel. Formally opened today, the Teaching and Workshop buildings feature cutting-edge technology and will enhance education, research and employability opportunities." “Our campus spaces continue to respond to the evolving needs of the University’s community and the rapidly changing world of education. Our vision is for our Oxford environment to inspire a vibrant, connected and diverse student and staff community to achieve their potential and the opening of these pioneering new buildings plays an important part in achieving this.” Willmott Dixon worked with ADP Architecture. Richard Poulter, Managing Director of Willmott Dixon in the South: “It has been a privilege to work alongside Oxford Brookes University to bring their ambitious vision to life. These exceptional new buildings are not only architecturally striking but are also packed with advanced technologies and innovative learning spaces that will serve students, staff, and industry partners for years to come." "We’re proud to have delivered facilities that will help shape the future of education and research, and which reflect the University’s clear commitment to excellence, sustainability, and community impact.” Glen Moses, Project Director at ADP: “The new Headington Hill buildings are a significant development for Oxford Brookes and an opportunity for the entire university community to inhabit buildings that embody sustainability principles, serving as a living laboratory for learning, research, and teaching." "The ambition was to create a vibrant new heart for the Headington Hill site through the addition of two thoughtfully designed buildings: a purpose-built workshop and a long-life, flexible teaching facility." "The University’s vision was clear: the project presented a unique opportunity to reimagine the organisation of academic activities by bringing together a wide range of 'making' practices into an iconic new building and a complementary workshop space—designed with trans-disciplinary collaboration as a defining principle. The conservation area, parkland context and the close collaboration with the University and its stakeholders has led to a truly unique solution which we believe will benefit the staff, students, and the local community at Headington.”

The Franklin P. and Arthur W. Perdue Foundation is delivering hope to those who may be impacted by cancer in Delaware communities. This week, The Bayhealth Foundation received a $25,000 grant from Perdue’s charitable giving partner to fuel the healthcare system’s Mobile Care Unit. Their 38-foot “clinic on wheels” brings breast, lung and prostate screenings to central and southern Delaware — and Perdue plants — to help meet patients where they are. Bernadette Louiser, an associate at Perdue’s Milford plant, knows first hand that early screenings can save lives. Bernadette is a mother of three, and she says busy schedules can get in the way of important appointments. After learning about Bayhealth’s resources through the onsite Perdue Wellness Center in Milford, she was able to receive early care. It allowed her to get back to focusing on her life and her family. Louiser’s message for others is simple: you’ll never regret making the time to take care of your health. “Some people don’t have opportunities sometimes to go to appointments, but Perdue gives us that opportunity!” Perdue Foundation Executive Director Kim Nechay was on hand for the grant presentation at Bayhealth. She says the grant ties perfectly into our mission to uplift local lives. “We are proud to be part of Bayhealth’s tradition of healthcare excellence. We know the services provided through the mobile unit will help improve the quality of life for our associates, their families, and our neighbors.” Louiser says she is spreading the word to other associates who may not realize how easy it is to sign up for an early screening. “I encourage the ladies in my life to go to the wellness center and try to do your mammogram to make sure everything is fine,” she said. The grant is part of the company’s Delivering Hope To Our Neighbors outreach focus on improving quality of life and building strong communities.

Leading glass packaging specialists, Croxsons, have collaborated with Thatchers Cider to launch their newest innovation, Juicy Apple, by supplying bespoke 500ml glass bottles for the cider brand’s latest creation. Soft launched in pubs and bars mid-last year and now rolling out across UK retailers, Thatchers Juicy Apple is already reinvigorating the apple cider category. With its vibrant look, eco-conscious credentials and fresh flavour profile, the new 4% ABV cider is capturing the attention of younger, sustainability-minded consumers. As part of the launch, Croxsons is supplying millions of bottles annually, each embossed with Thatcher's name on the shoulder, reinforcing the cider maker’s longstanding heritage and commitment to quality. Millions of bottles are set to be delivered each year, with the partnership between the two family-run businesses extending over a two-year period. Martin Thatcher, fourth-generation cider maker at Thatchers, said: "We take huge pride in the quality and character of our ciders and the packaging plays an important role in that story. The embossed bottle supplied by Croxsons complements our Juicy Apple perfectly, giving it a distinctive presence on shelf while reinforcing our brand identity. It’s great to work with a supplier who shares our values and can meet the scale of our ambitions.” Inspired by the experience of biting into a crisp, sweet apple, Juicy Apple has been developed by Eleanor Thatcher - the fifth generation of the Thatcher family - as a drink for a new generation of cider lovers. Not only is it big on flavour and freshness, but it's also made using 100% renewable electricity, including power generated from 3,500 solar panels at Myrtle Farm. Croxsons’ flexible and robust supply chain ensures they can meet the high volume demands of household names like Thatchers while still offering the personal service and attention to detail for which they are known. Croxsons’ Bristol-based sales manager, Matthew Winfield, has played an essential role in developing and maintaining the relationship with Thatchers. Being close to Myrtle Farm, regular in-person visits have helped build strong rapport and ensure smooth project delivery. Tim Croxson, CEO of Croxsons, added: “Partnering with Thatchers, with so many shared values, is a real privilege. Supplying bottles for their exciting new launch, Juicy Apple, is an excellent example of how we bring together customisation, quality and logistics to support ambitious, fast-moving brands. Relationships like these highlight our strengths, and it’s particularly gratifying to collaborate with another proud British family business that places a premium on quality and heritage as much as we do.” To discover more about Croxsons’ bottle and closure solutions, visit here.

JCB hailed a monumental Government decision to change the law to give hydrogen diggers the green light to be driven on UK roads. Lilian Greenwood MP, Minister for the Future of Roads, has signed a statutory instrument allowing hydrogen fuelled construction and agricultural machinery to use the public highway. JCB Chairman Anthony Bamford - who instigated a £100 million project to develop a hydrogen combustion engine to power JCB’s machines - hailed the news as “historic”. Lord Bamford’s reaction came as a hydrogen powered JCB digger was driven around London’s roads to mark the momentous announcement – calling in at the Department for Transport yesterday afternoon to meet the Minister who made the legislative change happen. Future of Roads Minister Lilian Greenwood said: “Today shows once again we are on the side of British business, as we now allow hydrogen-powered diggers and tractors to be legally driven on UK roads for the first time." "We’re supporting the UK's Plan for Change by working closely with brilliant British companies like JCB to harness the opportunities of the net zero transition, driving innovation and creating jobs to put money in the pockets of hardworking people and secure our future.” Lord Bamford said: “The JCB team has done amazing work to develop a hydrogen combustion engine. It has already been given resounding backing from our customers who have been evaluating the technology; they say it is simple to use and performs as well as diesel counterparts. We are delighted that the Government has now endorsed the use of hydrogen in machinery." "There has been a lot of work to get to this point. It is truly a historic day for JCB and a milestone moment for the use of hydrogen as a zero-carbon fuel in the construction and agricultural machinery industries. We now have the legislation that allows hydrogen powered machines to drive on the road between sites and between farms.” Lilian Greenwood signed the statutory instrument in early April to pave the way for an amendment to the Road Vehicles (Construction and Use) Regulations 1986 to enable the road use of hydrogen-fuelled non-road mobile machinery. The change in legislation came into force yesterday. Other hydrogen powered vehicles, including cars, buses and trucks were already permitted by law to use UK roads, but hydrogen-fuelled construction and agricultural machinery could not – until yesterday. JCB has invested more than £100 million to produce a range of super-efficient zero-emission hydrogen engines. This pioneering project at JCB’s engine plant in Derbyshire has been personally driven by JCB Chairman Anthony Bamford, who challenged the company’s engineers to make a major breakthrough in the use of hydrogen as a fuel in a combustion engine. JCB has been operating prototype hydrogen-powered Loadall telescopic handlers, backhoe loaders and generators on sites near Birmingham and is now testing a range of equipment in partnership with rental companies and leading contractors across the UK.

In today's fast-paced and high-pressure work environments, employee mental health and well-being are not just “nice-to-have” extras—they are essential obligations. Employers in the Republic of Ireland, and beyond have a legal and ethical responsibility to support the mental and emotional wellness of their staff. But beyond compliance, fostering a psychologically healthy workplace is simply good business. A mentally well workforce is more engaged, resilient, creative, and loyal. Too often, the employer-employee relationship centres narrowly on productivity, KPIs, and output. While performance matters, mental health is a performance driver—not a distraction from it. Employers must recognise that workplace stress, unresolved conflict, poor communication, and even external personal circumstances can significantly affect an employee’s ability to function at work. A truly supportive work culture acknowledges the whole person—not just the worker., but what do we mean by that? Below we cover the key elements of a mentally healthy workplace and suggest some proactive techniques to help promote well-being within your teams. Key Elements of a Mentally Healthy Workplace 1. Visible Commitment from Leadership Leadership must model positive behaviour, openness, and empathy. Mental health should be discussed openly, without stigma. Incorporate mental well-being into your company values and mission statement. 2. Policies and Reporting Channels Have clear, well-communicated policies that cover: Bullying, harassment, discrimination Workplace stress and grievance reporting Reasonable accommodations for mental health conditions Ensure employees know how and where to report concerns, including options for anonymous feedback. 3. Training for Managers and Supervisors Managers are often the first point of contact when an issue arises—equip them properly. Training should include: Mental health first aid Recognising signs of burnout, anxiety, or distress How to initiate supportive conversations Boundaries and confidentiality Referral pathways (e.g., EAP, occupational health) This is not about turning managers into therapists, but enabling them to respond appropriately and supportively. Proactive Techniques to Promote Well-Being 1. Workshops and Education Regularly hold sessions that cover: Stress management techniques Resilience building Mindfulness, breathing, and grounding exercises Setting work-life boundaries Digital detox strategies Interactive workshops can be held quarterly, and guest speakers (e.g., psychologists or wellness coaches) can provide expert insight. 2. Employee Assistance Programmes (EAP) EAPs provide confidential support for: Mental health concerns Personal or family issues Financial stress Substance misuse Ensure employees are aware of this benefit, understand how to access it, and that it’s regularly reviewed for effectiveness. 3. Regular Check-ins and Follow-ups Managers should hold 1:1 well-being check-ins, not just performance reviews. Ask open-ended questions like, “How have you been coping with your workload?” or “Is there anything affecting your well-being that we can support with?” Follow up consistently. One-off chats aren’t enough. 4. Culture-Building Events and Relationship Development Human connection at work is protective for mental health. Foster it by: Hosting well-being days with optional activities (yoga, guided meditation, creative workshops) Creating spaces to connect—team lunches, walking meetings, or internal networking events Starting interest-based employee clubs—running groups, book clubs, music hours, etc. Promoting cross-team collaboration projects to reduce silos and isolation 5. Flexibility and Customisation Not every solution fits all. Companies should aim to: Offer flexible working options (remote/hybrid hours, adjusted start times) Allow mental health days without stigma Adjust workloads when someone is recovering from a difficult period Provide access to private spaces where staff can take quiet time during the day 6. Measuring Impact and Continuous Improvement Don’t assume something is working just because it exists. Instead: Conduct anonymous pulse surveys on well-being and psychological safety Analyse absenteeism and turnover patterns Track EAP utilisation (anonymously) and get feedback on its effectiveness Hold focus groups or listening sessions to gather ideas from employees Building a Sustainable, Supportive Culture Mental health at work isn’t a project—it’s a culture shift. When employees feel seen, heard, and supported beyond their output, they show up with energy, focus, and loyalty. By considering the points raised in this article, and taking steps to implement some of the techniques, you can help play a significant role in creating a supportive workplace for all. Investing in mental health isn’t just a moral imperative. It’s smart strategy. Employers who take it seriously are not just creating better workplaces—they’re building better organisations.

Munnelly Support Services, a leading UK provider of construction logistics services, has announced the appointment of Andrew Rhodes as its new Managing Director. Vastly experienced and with a deep understanding of board-level strategy, Andrew joins the company this week after spending the last three years as Operations Director at Mace. With a track record of success in both the logistics and defence sectors, his CV also includes roles as Head of Terminal Operations at Stansted Airport, Director at Wilson James and Head of Logistics for the HS2 project. His arrival will enable previous Managing Director, James Munnelly, to take on a more strategic role on the Board of Munnelly Group Ltd, which leads the way in delivering construction and infrastructure support services. Andrew, who has an MA in Defence Studies from Cranfield University, said: “I am delighted to be appointed as Managing Director of Munnelly Support Services at such an exciting time for MSS and the Munnelly Group. Thanks to James and the team, I take over with a rich history of delivery on some of the biggest and most complex projects in recent history, with a strong order book of current projects and, most importantly, a very strong pipeline of future work in existing and new sectors and with long-standing and new clients." “I look forward to working with the team and the Munnelly Group leadership team to build on these foundations by continuing to deliver client-focused support solutions through our collective focus on Innovation, Trust and Collaboration.” Munnelly Group Ltd CEO, Phil Munnelly, said: “Andrew brings with him a wealth of experience and leadership expertise that will be instrumental in driving operational excellence and maintaining the high standards of service our stakeholders have come to expect from us." “I am confident that Andrew’s leadership, combined with the strength of our existing team, will ensure a seamless transition and continued success for Munnelly Support Services." “I would also like to acknowledge the exceptional leadership of James Munnelly, who has delivered significant operational and financial improvements during his time as Managing Director of Munnelly Support Services. James will now focus his attention on supporting the Group’s continued growth at a strategic level.” James Munnelly said: “After five incredible years leading Munnelly Support Services, I am proud to be stepping into a new role at Group Board level to help shape the strategic future of the Munnelly Group." “It has been an honour to work alongside such a dedicated team, and I am excited for this next chapter. I have full confidence in Andrew Rhodes as he takes on the role of Managing Director, and I know he will continue to drive the business forward with the same passion and commitment our clients expect. I look forward to supporting Andrew and the wider Group as we build on our strong foundations and continue to grow together.” From pre-planning services to the provision of construction traffic management plans, delivery management plans and waste management, Munnelly Support Services has provided innovative solutions to some of the most prestigious construction and infrastructure projects in the UK, including Heathrow Terminals 2A and 2B, the Olympic Athletes Village, Lord’s Cricket Ground, and the ‘Walkie Talkie’ building at 20 Fenchurch Street in London. Established in 1982, the Munnelly Group Ltd has grown from a family-owned construction company into a hugely successful multi-brand business leader with expertise in construction, security, rail, work-winning, recruitment and geospatial surveying. Above Photo: Andrew Rhodes, left is welcomed into his new role by James Munnelly, having been appointed as the new Managing Director at Munnelly Support Services.