Britain’s oldest brewer, Faversham-based Shepherd Neame, has launched its first collection of English wines, in collaboration with award-winning Balfour Winery. The two family-owned, independent Kent businesses have come together to create English Garden, comprising an elegant white wine and crisp rosé using Kent-grown grapes. It is the first time that Shepherd Neame - known for centuries of brewing beer - has released its own English wine, working with the team at Balfour’s Hush Heath Estate in the heart of the Weald. The English Garden White Bacchus boasts appealing aromas of rose petal and elderflower, along with vibrant citrus flavours and hints of apple. A dusky pink in colour, the English Garden Rosé offers aromas of ripe summer strawberries, raspberries and rose petal. It has a crisp flavour with a finish of lush wild nectarine and hint of thyme. Michael Prior, Shepherd Neame’s Wines and Spirits Manager, said: “Shepherd Neame is committed to working with local businesses and suppliers wherever possible and we are passionate about championing English wines, including offerings from our Kentish heartland. We are delighted to see this special partnership come to fruition, and look forward to our customers enjoying our beautiful and elegant English Garden wine.” Balfour’s Head Winemaker Fergus Elias, who led the team in producing the new collection, said: “This is a really exciting time for English winemaking, particularly in Kent which is becoming known as the Wine Garden of England with more and more vineyards being introduced in the region. We were delighted to work with Shepherd Neame on this exciting project to raise the profile of Kentish wines and are incredibly proud of the finished result.” The wine, which is produced and bottled by Balfour Winery near Marden, is now available by the glass or bottle in selected Shepherd Neame pubs across Kent, London and the South East. It is also available to buy from Shepherd Neame’s Brewery Shop in Court Street, Faversham.

The LEGO Group has launched a campaign today, inspiring fans and families alike to pass on their bricks so the play never stops. The company’s new ‘made to be played’ campaign demonstrates the versatility of the LEGO® brick and how it can be passed on through generations, maintaining the same quality and sparking exceptional creativity. The campaign features some of the company’s iconic LEGO sets through the years including the first ever LEGO Castle from 1978, the Galaxy Explorer from 1979, and the Black Seas Barracuda from 1989. Since its introduction in 1958, LEGO bricks’ unique design and interlocking system have allowed them to stand the test of time. It is through this 66-year-old design that the LEGO Group has been able to make a lifelong toy that can be played with in an infinite number of ways and passed on when it is no longer needed so that it does not become waste. The ability to stack bricks together, something the LEGO Group calls “clutch power”, means that any material used to make them must always meet rigorous safety, quality, and durability standards, and be manufactured to extreme levels of precision and safety for children. Despite this high bar for materials, the LEGO Group is working to increase the amount of sustainable raw materials in its bricks to meet its ambition to make LEGO products from materials that are renewable and recycled by 2032, while maintaining the same level of durability, safety and consistency. Annette Stube, Chief Sustainability Officer, said: “LEGO bricks are designed to be played with over and over again – and we want our fans to keep them in play by passing them on when they are no longer being used.” “The enduring value of LEGO bricks is intrinsically linked to our commitment to sustainability. By designing bricks that last for generations, we aim to inspire endless creativity and stop LEGO bricks from becoming waste. And alongside encouraging fans to keep bricks in play, we are continuing to explore more ways to repurpose LEGO bricks through our takeback initiatives.” Earlier this year the LEGO Group expanded its LEGO Replay take-back programme to the UK after building on successful learnings from the programme in the U.S. and Canada. The company is also testing other ways to encourage people to trade-in used LEGO bricks through trade-in pilots in the U.S. and Germany, as they explore how LEGO fans prefer to pass on their bricks. More sustainable LEGO bricks The company is making further progress on efforts to make LEGO products more sustainable including increasing the use of more sustainable raw materials and introducing paper-based pre-pack bags, whilst reducing its carbon footprint at every step of the production process. In 2023, 18 percent of all resin purchased was certified according to mass balance principles, which translates into an estimated average of 12 percent renewable sources and the LEGO Group are significantly increasing the amount of mass balance resin purchased in 2024. More than 600 different materials have been tested in the search for more sustainable LEGO bricks and elements. Some have been successful, such as bio-PE which is used to make more than 200 different botanical elements and Minifigure accessories, or a new material called arMABS which is produced using recycled artificial marble, and is found in over 500 different transparent LEGO elements such as light sabres, windscreens and windows. The LEGO Group has more innovations in the pipeline, including the development of a material called ePOM that uses cutting-edge technology to mix renewable energy and CO2 from bio-waste, which is planned to be used from 2025 for rigid LEGO elements, such as wheel axels. Building a sustainable future The campaign comes at a time that the LEGO Group is leaving no brick unturned when it comes to sustainability initiatives, having increased spending on environmental initiatives by 60 percent in 2023 vs. 2022 and by 2025 plans to have doubled its annual spend compared to 2023. This is supported by the company’s goal to cut greenhouse gas emissions by 37 percent by 2032 against a 2019 baseline, and achieve net-zero emissions by 2050.

Almost 20 years after walking into a recruitment branch looking for a job with responsibility, Jennie Hallsworth is now running it. In 2006 she visited Wild Recruitment in Portsmouth and ended up working there. She took to it like a duck to water and after a number of promotions is branch director, responsible for the Arundel Street business which has 20 staff. The mother-of-three has won multiple awards during her career and was crucial to the continued success of Wild Recruitment through the Covid pandemic. Jennie said: “When I turned 30 I decided I needed to get a job with some responsibility. At the time I didn’t even know what recruitment was – I had no idea businesses existed that found jobs for people, and got paid for it." “I had a sales background and ended up working as an account director at Wild. I was brilliantly trained and learned about the industry." “Michelle Merritt, one of the founders of the business, really believed in me and gave me the responsibility I wanted. I worked in the industrial team, moved to commercial manager, then I was promoted to director, then sales director and now branch director." “When I started it was my ambition to run the office, and now I am. It really is a dream come true. It ’s been quite a journey and looking ahead I want to continue our success and grow the business. We have four divisions and are the go-to agency in the area and we have a wide variety of job vacancies in numerous sectors.” Wild Recruitment is part of Berry Recruitment Group (BRG) and Michelle Merritt, now a BRG director, said: “Jennie’s story is not uncommon in the business. It shows that we have a career path available to those who want to progress and retaining staff is really important to us." “Jennie has grown with us and has been integral to the success of Wild, which remains the one-stop-shop for recruitment in the region.”

Safety specialist Arco has launched its own range of working at height equipment, designed and developed with experts from its safety services division, along with its fall protection manufacturing partners. The new range introduces an own brand offering to add to the wide selection of fall protection equipment Arco already offers from some of the biggest brands in the safety industry. The range features 17 products, including safety harnesses; anchorage slings; arrest, restraint and positioning lanyards; and self-retracting blocks, all designed to keep workers safe when carrying out tasks at height and in confined spaces. The harnesses and lanyard are used together to prevent accidents when there is a risk of a fall from any height. The self-retracting blocks are designed for lower-height applications, instantly locking on impact to prevent falls. Arco Professional Safety Services experts are already using the new equipment in the field and when delivering training courses at the company’s five safety centres across the UK. Mike Clayton, technical lead for working at height at Arco Professional Safety Services, said: “The new Arco working at height equipment range has been designed, developed with help from our own experts to bring total assurance and quality to the safety products market." “Arco leads the market in working at height expertise with our joined-up safety solutions tailoring the perfect combination of products and services." “Bringing our own working at height product range to the market furthers this offering, with another avenue for our core purpose, keeping people at work safe.” Falling from height is the most common cause of death in the workplace, accounting for 36% of fatal injuries in 2023/24, according to recent HSE statistics[i]. As a trusted safety provider with 140 years of experience, Arco offers working at height equipment for sale and hire, as well as safety solutions such as consultancy, training and equipment maintenance services through its Arco Professional Safety Services division. See the new Arco working at height equipment range .

Family offices are unique entities that blend the complexities of family dynamics with the strategic demands of wealth management. They often stand as pillars of legacy, wealth preservation, and shared vision. Yet, one of the most challenging issues that owners and leaders of family offices face is managing disengaged family members. These individuals, who may feel disconnected from the family's vision or uninterested in the family office's operations, can pose significant risks to family harmony and the success of the office itself. Understanding the Roots of Disengagement: The Key to Re-Engagement Disengagement among family members can stem from various sources: Generational Differences : Younger family members may need help relating to the older generation's values or business interests. They might see the family office needing to be more in touch with modern trends or their personal values. Lack of Ownership or Involvement : When family members feel excluded from decision-making or have no clear role within the family office, they can become indifferent. With ownership, they may see the value in staying engaged. Communication Breakdowns : Miscommunication or a lack of transparency can lead to misunderstandings and a sense of alienation. Family members who need to be better informed about the office's activities or goals may drift away, feeling disconnected. Differing Interests and Priorities : Not all family members share the same interests in wealth management or business ventures. Some may prioritise philanthropy, while others focus on entrepreneurship or want to lead a different lifestyle. The Risks of Ignoring Disengagement: A Cautionary Tale The cost of allowing disengagement to fester is significant. Disengaged family members can: Erode Family Unity : A disengaged member might spread their discontent, leading to divisions within the family. This can create factions and undermine the collective decision-making process. Compromise Strategic Decisions : When key family members are not fully engaged, their perspectives and expertise should be included in important decisions, potentially leading to less effective outcomes. Risk Wealth Dissipation : Disengaged members might push for quick exits, liquidating assets, or withdrawing from long-term strategies crucial for preserving wealth across generations. Strategies for Re-engagement Addressing disengagement requires a proactive and strategic approach. Here are some key strategies: Foster Inclusive Leadership : Empower the Next Generation: Include younger family members in leadership roles, or at least involve them in decision-making processes that affect the family office. This provides them with a sense of ownership and helps in succession planning. Create Advisory Boards: Establish advisory boards where disengaged or less active members can contribute in areas of their expertise or interest without the pressure of daily management. Enhance Communication and Transparency: Regular Family Meetings: Schedule regular meetings where the family's values, goals, and the family office performance are discussed openly. This helps align everyone's interests and keep all members informed. Transparent Reporting: Provide clear and accessible reports on the family office's operations, investments, and philanthropic activities. Transparency builds trust and a sense of inclusion. Personalised Engagement Plans : Tailor Roles to Interests: Identify the specific interests of disengaged members and create roles within the family office that align with those passions, whether in business, philanthropy, or cultural preservation. Education and Mentorship Programs: Implement programs to educate younger or less experienced family members about the family office's operations, finance, and investment strategies. Mentorship by experienced family members or external advisors can also bridge knowledge gaps and rekindle interest. Cultivate a Shared Vision : Vision and Values Workshops: Organise workshops or retreats where family members collaboratively define the family's mission, vision, and values. A shared vision can reignite a sense of purpose and belonging. Long-Term Planning Involvement: Engage all family members in discussions about the long-term goals of the family office, including succession planning, philanthropic initiatives, and legacy projects. This helps in aligning personal goals with the collective vision. Address Conflict Head-On : Mediation and Counselling: If disengagement is rooted in conflict, consider bringing in a family business consultant or counsellor. Addressing underlying issues openly can prevent further division and pave the way for re-engagement. Set Boundaries: Establish clear boundaries and expectations around involvement and decision-making. Clarify roles, responsibilities, and the consequences of disengagement to avoid misunderstandings. Managing disengaged family members within a family office requires a thoughtful, empathetic, and strategic approach. Family office leaders can transform disengagement into renewed commitment by understanding the roots of disengagement and implementing inclusive, transparent, and personalised strategies. Ultimately, the success of a family office depends not just on financial acumen but on the strength of the family's relationships and shared vision. By fostering an environment where every family member feels valued and connected, leaders can ensure that the family office remains a source of unity, purpose, and lasting legacy. About the Author - Kim Adele-Randall is a Business Growth Consultant helping to unlock growth, drive transformation and empower businesses to scale and succeed. Find out more here

Over the last two decades, I have worked with enterprising families as an advisor on their governance structures as well as providing advice on their personal relationships and family dynamics. In my experience working with these families, occasionally during our first meetings, some families are quick to define themselves as "dysfunctional." I have found that when a member diagnoses his or her family with this term, it tends to be more associated with the myths that society has created around the concept of dysfunctionality in general. A dysfunctional family is one in which conflicts, misbehaviour, or abuse occur continuously and regularly, creating for their members a “normality” of a lack of structure and emotional support. On the other hand, a functional family is a family where hierarchy, norms, and limits offer a secure environment for a nourishing development of their members. How should a family enterprise advisor assess the dysfunctionality of a family? It’s hard to say in a technical way. Only a licensed specialist in mental health disciplines can determine whether a family is in a stage of permanent pathological imbalance or breakdown. And even among experts, there can still be debate. The Utopia Of Happiness There is a phrase that has become popular among those who have devoted themselves to studying families: "Happy families are all alike; every unhappy family is unhappy in its own way," a phrase that belongs to Anna Karenina by Leo Tolstoy. In my experience, functional families that are able to fully meet the happiness requirements of their members are rare, although some families with functional characteristics in their relationships that help develop the individuals' happiness and are perceived from the outside as a happy group. Let's not fool ourselves: we can’t always be happy. We experience frustrations and unhappy conditions routinely in life. Happiness will always be a personal decision, not a collective quality. I’m not saying that happiness is a measure of healthy family functioning. Having a family without pain is a fantasy. This is something that, as agents of change, consultants can make clear to their clients at some point. Living in eternal happiness is impossible. And the cliché that a "successful" business family is always a happy one seems to reinforce the myth that successful parents are perfect and successful children have no problems. Everybody’s Fine Families often tend to deny or hide crises and show others a reality of apparent happiness. Santiago brought to his interview a predisposition to justify behaviours or circumstance that he did not want to accept but, in fact, needed to be addressed and probably changed. When a client begins to describe his family with these words or describes himself by saying, "I am special," it is possible that he or she intends to make a minimum effort for change and may want the consultant to do the work for them. The beloved 1990 film "Stanno Tutti Bene," starring Marcelo Mastroianni, tells the story of a father who travels throughout Italy to visit his disbanded progeny, finally bringing a report of the situation to his beloved wife. All the secrets and embarrassing situations that children wish to hide from their parents are naively disguised, leaving viewers with the uncomfortable responsibility of sharing the secret of the main characters, who want at all costs to preserve the honourable façade of the family. As advisors, it is important to let our family clients know that, ultimately, they are the only ones who are responsible to implement any needed changes. While advisors can provide context and best practices, it is always important to remind clients that creating healthy relationships is a personal responsibility and a job that everyone must remain committed to in order to remain functional. The path to happiness will always depend on individual decisions. Having relatives creates a co-responsibility or a two-way street: one family member can make demands of others to help increase his or her happiness but must also expect other family members to make similar demands of him or her. Sometimes, the best recommendation for family enterprise clients may be to “be honest with yourself and among yourselves.” About the Author - Guillermo is an Affiliate Senior Advisor at Cambridge Family Enterprise Group and founder of director of Exaudi Family Business Consulting. He is a lecturer, educator, author, and expert advisor on family governance, strategic succession planning, generational transition, and conflict resolution. He is an FFI Fellow, former FFI board member. Guillermo is the recipient of the 2015 FFI International Achievement Award. He can be reached at He can be reached at gsalazar@cfeg.com . References Diamond, J. (1999). Guns, Germs, and Steel: The Fates of Human Societies. W. W. Norton & Company, New York, NY, USA, 528 pp. Minuchin, S. & Fishman, C. (1981). Family Therapy Techniques. Harvard University Press. Cambridge, MA, USA. 303 pp. Whitaker, C. & Bumberry, W. (1988). Dancing with the Family: A Symbolic-Experiential Approach. Routledge, Oxfordshire, England, UK. 248 pp.

HMG Paints have scored a new partnership ahead of the new football season with FC United of Manchester. The partnership see’s HMG become “Official Paint Partner” of FC United. As part of the partnership HMG Paints will provide its paints and protective coatings for use at Broadhurst Park in Moston which is home to FC United and Moston Juniors FC, with additional support provided for numerous community projects being ran by the club. FC United is a supporter-owned, not-for-profit, semi-professional, community football club and exists to provide affordable football for all. In 2025, the club will celebrate 20 years since it was formed in 2005 by Manchester United supporters. It will also celebrate 10 years since the club built its own ground in Moston, North Manchester. Since its formation, FC United has continued to be a force for good, taking pride in its commitment to support the local community. The club provides and hosts a range of accessible and inclusive opportunities supporting education, employability, health and wellbeing, sport, fitness and social inclusion HMG Marketing Manager Paddy Dyson added: “We’re proud to have partnered with the club as they celebrate a landmark season. FC United’s commitment to the local community and fans perfectly aligns with our values as a business, and we already have several staff who live near the stadium and attend matches so it’s a natural fit to support a community asset.” As a community facility, Broadhurst Park is used every day by local people and hosts a range of activities. It’s well-appointed function room and meeting spaces are regularly used by community groups, schools, businesses and other organisations. The Function room is also hired out in the evenings and weekends for functions for people to celebrate weddings birthday’s, anniversaries and christenings. HMG Paints are also one of many local business to host their Christmas Parties there! FC United’s Commercial Manager Paul Haworth explained: “As a club, we are extremely proud to have Broadhurst Park as a facility for fans and local people to use and enjoy. We want to take care of it. Joining forces with HMG Paints allows us to ensure the stadium looks and remains in pristine condition. As you could imagine, our purpose-built 4,400 capacity home has quite a lot of paintwork, and we would have really struggled without the support of HMG Paints. They’ve been amazing." In preparation for the new season and FC United’s first home match on Tuesday 13th August, the club’s volunteers have been busy applying HMG Paint to various parts of the ground, inside and out. As part of the partnership Broadhurst Park will be one of the first stadiums in the country to feature HMG’s new HydroPro range of cladding, floor and wall coatings along with long established products. On Bank Holiday Monday 26th August, for FC United’s home match with Ashton United, the club will be offering free tickets for residents living in North Manchester. On the day HMG Paints will be proud Match Sponsors of FC’s ‘North Manchester Day’, highlighting a joint commitment to supporting people living and working in the area. HMG Paints, located on Collyhurst Road, Cheetham Hill was formed in 1930 and is a family-owned manufacturer of industrial, commercial vehicle, decorative and specialist products. To see a full list of HMG Paints products, all of which are Made in Britain accredited, and services visit here. Via the website you can also find out more about the company’s history and partners. HMG’s products are available nationwide via its network of distributors.

St Austell Brewery has come away with an armful of awards for five of its beers at the prestigious World Beer Awards 2024. The World Beer Awards celebrate international recognised beer styles and recognise the best in class, from across the globe. Punchy Proper Job IPA (5.5% abv) which unveiled a fresh rebrand earlier this year, claimed a silver in the American style IPA, while Extra Special Tribute (7.4% abv) - crafted with all-British hops to celebrate the coronation of the King in 2023 - was also awarded a silver in the Barley Wine category. Mena Dhu (4.5% abv), brewed with a blend of six different malts to create a deep and complex flavour, copped a bronze in the stout category and Bath Ales’ Gem (4.8%) - part of St Austell Brewery’s beer portfolio - claimed a bronze in amber beers. St Austell Brewery’s famous flagship pale ale, Tribute (4.2% abv), was presented an accolade in the golden ales category. Georgina Young, brewing director for St Austell Brewery, said: “It’s wonderful to see a breadth of our different beer styles being awarded in their respective categories. All our beers are brewed with passion by our talented production teams in Cornwall and Warmley, near Bath. As a result, our core beers continue to win national and international awards - in Tribute’s case, that’s 25 years on from when it was first brewed.” This year’s competition witnessed the largest number of participants from all over the world and was described as a “truly an exciting journey” for the judging teams. They undertook the challenging task of carefully evaluating each beer, seeking out those exceptional brews that truly stood out from the rest.

AW Hainsworth, a heritage textile mill established in 1783, has revealed its rebrand. The transformation was led by Charlotte Law, Hannah Pugh and Shaan Sohal from the in-house marketing team and local brand transformation consulting agency ThreeTenSeven, who worked on developing the key messaging, brand structure and visual identity that combines the brand’s rich history and constant drive for innovation. In addition, fellow Yorkshire-based company Fishtank Agency designed and launched a brand new website for AW Hainsworth as part of the process. The new branding aims to retain a connection to AW Hainsworth’s historical culture while modernising the look, feel and messaging of the parent brand and brand divisions. Hainsworth Fabric of a Nation, manufacturer of premium woollen textiles loved by designers, tailors and garment manufacturers, will now be known as Hainsworth Signature Fabrics; Hainsworth Top Table, which produces high-quality woollen snooker and pool cloths, will be renamed Hainsworth Cue Sports Fabrics; Hainsworth Technical Felt, manufacturer of technically advanced woollen fabrics, will become Hainsworth Speciality Fabrics. Visually, each brand features a new logo, strapline and colour scheme that weaves consistency throughout AW Hainsworth’s brands. Charlotte Law, Head of Marketing, explains: “We have been working on this rebrand for a couple of years, with the aim of updating the brand to better reflect how AW Hainsworth has evolved and who we are in 2024." "We have several brands that sit under the AW Hainsworth parent brand, and one of our biggest challenges was to streamline our brand divisions for efficiency and create more of a family feel while redefining our mission, vision, and values.” Founded in 1783, the fully vertical woollen mill in Stanningley has been weaving fabric across eight generations of the Hainsworth family, integrating traditional qualities of craftsmanship with cutting-edge innovation and product development. The AW Hainsworth brand is recognised globally for producing exceptional quality woven fabrics - historically and most notably used by the British Royal Family, in the House of Lords, to safeguard emergency services and military personnel, weaving felt for pianos and snooker and pool tables around the world. Amanda McLaren. Managing Director of AW Hainsworth comments: “As our refreshed Mission Statement sets out, ‘we’re here to improve and enhance the lives of everyone our fabric touches – our customers, our people, our community and our environment’. We wanted to communicate this in our branding, whilst ensuring our values of quality, family, and sustainability shine through in everything we do." "Our Vision Statement is the foundation of all our plans - ‘We believe in the future of the UK Textile Sector’ and as such, we are wholly committed to ensuring our exciting pipeline plans, come to fruition – from developing new fabric solutions, to creating opportunities for a new generation of textile workers and being a true champion and leader in sustainable manufacturing." “In line with AW Hainsworth’s commitment to sustainability, the rebrand programme will be rolled out slowly to avoid creating unnecessary waste, so you might see some of our old branding crop up from time to time, until we have fully utilised any remaining collateral.”

Five of independent family brewer Shepherd Neame’s beers have been honoured in the prestigious World Beer Awards 2024. The Faversham-based brewery’s 1698 (6.5% ABV) and Bishops Finger (5.2% ABV) were both crowned World’s Best Bitter in their categories (over 5.5% and 4.5-5.5%, respectively). Its India Pale Ale (6.1% ABV) received a gold medal and was named Country Winner for England in the English Style IPA category, and both of its stouts – Double Stout (5.2% ABV) and Whitstable Bay Black Stout (4.2% ABV) – received silver medals in the Porters & Stout – Stout category. The annual awards celebrate the very best in the world beer industry, with a panel of global experts judging entries across two days, awarding gold, silver and bronze medals before selecting Country Winners and the World's Best Beer in each style category. Director of Brewing Mike Unsworth said: “We are thrilled to have achieved these results. To receive such prestigious awards - including two beers recognised as the World’s Best – highlights the outstanding skill of our teams, demonstrating the very best in British brewing.” The awards are the latest in a series of honours for Shepherd Neame’s beers, with other recent wins including gold medals for 1698, India Pale Ale and Whitstable Bay Pale Ale at the British Bottlers’ Institute (BBI) Awards earlier this month. The BBI judges also gave a silver medal to Whitstable Bay Blonde Lager and Diploma of Excellence to Whitstable Bay Black Stout. Shepherd Neame’s award-winning beers are available from its online shop and brewery shop in Faversham.

Henry Brothers has welcomed Leicester City Mayor Sir Peter Soulsby to its current project at Pilot House, as works progress on the redevelopment of the historic site in Leicester city centre. The £13.3 million project will transform the former factory buildings into a vibrant space that will contribute to the cultural and economic vitality of the city. During his visit, the City Mayor toured the site, where he met members of the Henry Brothers team and saw how work on site is progressing. Ian Taylor, Managing Director at Henry Brothers Construction, said: “We were honoured to have Sir Peter visit us on site at Pilot House. This is a significant project for the city of Leicester and one that Henry Brothers is proud to be involved with." “At Henry Brothers, our mission is to deliver the best construction solution we possibly can for every client, every time, without fail. With this in mind, our works at Pilot House respect the heritage of the building while providing contemporary facilities that meet the needs of the community." “Henry Brothers is pleased to contribute to Leicester’s ongoing development and to support the city’s growth and innovation.” The redevelopment of Pilot House includes the creation of modern workspaces and a central business community hub, comprising café, exhibition and event space, as well as a reception area and space for outdoor working. The scheme has been designed to create a permanent base for the city’s creative and design businesses of varying sizes. It is supported by £8.6m from the previous Government’s Levelling Up Fund, with the city council contributing £4.7m towards the £13.3m scheme. City Mayor Sir Peter Soulsby said: “The redevelopment of Pilot House will transform a group of architecturally-significant heritage buildings into an important new creative hub for Leicester." “Not only will it contribute to the wider regeneration of the Belvoir Street, Market Street and New Walk areas, and complement developments like the Gresham Building, it will also create hundreds of high quality new jobs." “Our contractors, Henry Brothers, are preserving the buildings’ heritage features, while creating a functional and inviting contemporary space, and it is fantastic to see this transformation taking shape." “I look forward to the completion of the project and seeing the positive impact this development will have on our city.” The five separate but interconnected buildings will be transformed into 60,000sqft of high-quality accommodation for start-up and growing businesses that will support more than 250 new jobs. When tenants move in – from summer 2025 – they’ll find meeting and conference facilities, a café and kitchen, a courtyard to the rear and a range of workspaces, including a co-working lounge for creative tech and digital businesses.

53% of UK professionals have quit a role due to it not matching their expectations. 20% have left new positions in the first six months because of a toxic workplace culture. While half (52%) identified management issues as a key expectation that fell short. Over three-quarters of professionals think their current employer expects too much from them. Conversely, two-fifths (42%) of employer’s think their new hires over the last 12 months have fell short of their expectations. Over half (53%) of UK professionals have stated that they’ve left a role in the first six months due to it ‘not being what they expected’. Expectations set too high (75%), an unforeseen heavy workload (23%), issues with management (52%), and workplace culture (20%) are the leading reasons driving new employees away. The phenomenon – shift shock – refers to the feeling of when a new job is entirely different from how it was advertised during the application process. For instance, if an employer emphasised a healthy workplace environment during the interview phase, but in actuality promotes toxic leaders and unfair working conditions. According to the new poll from leading talent solutions business Robert Walters – shift shock has been more prevalent in the past two years than ever before – with their new findings revealing a significant number of individuals choosing to move on from positions that do not meet their standards, in spite of the challenging economic climate. The quick-quitting trend is favoured by professionals unwilling to ‘wait out the year’ or settle in the hopes that a position or workplace begins to feel like a better fit – with one-fifth (20%) stating they’ve left a position due to a toxic workplace culture. Lucy Bisset, Director of Robert Walters North West comments: “Shift shock has been around for a while but our data shows that even in less than favourable economic conditions, many professionals still aren’t willing to settle for a position that doesn’t work for them as well.” Toxic Managers? According to the Robert Walters poll, over half (52%) of professionals who quit a position in the first six months of employment stated one of the main reasons for doing so was due to issues with management. Chartered Management Institute found that professionals who rate their manager as ineffective are +29% more likely to leave their job in the next year than those who say their manager is effective – those with ‘ineffective’ managers are also more likely to feel undervalued, lack motivation, have low job satisfaction, and feel less aligned to company culture. (Source) Lucy comments: “Effective management is crucial in the onboarding process as it impacts a new hire's comfort, motivation, ambition, and perception of opportunities for growth. If these elements are missing, it can trigger professionals to make an abrupt exit.” Unrealistic expectations Three-quarters (75%) of professionals think their employer expects too much from them – with over two-fifths (45%) stating this is a regular occurrence, according to the findings from Robert Walters. Whilst only a quarter of professionals feel their employers’ expectations of them are ‘fair’. Censuswide and Visier found that over half of employees in the UK feel overworked by their current employer – with almost a third (30%) stating that their employer had increased their responsibilities outside of their initial role. (source) Indeed, the Robert Walters poll also found that almost a quarter of professionals stated a key reason they quit a position was due to an unforeseen heavy workload. Lucy comments: “With job market growth slow, economic inactivity up and costs still being cut it is easy to see how professionals are feeling the pressure." “Tighter hiring is causing employers to condense roles – this means shifting new responsibilities onto the shoulders of employees without much to alleviate it in the way of a salary bump or bonus. It’s crucial for employers to set clear expectations about workload from the very first interview with a new employee.” Wasted resources? On the flip side, of the new hires onboarded in the past 12 months, an equal amount of UK employers surveyed in the poll think their new hires have fallen short of their expectations (42%), compared to those who have met them (43%) – with a minority of only 15% of professionals ‘exceeding’ their expectations. This isn’t good news considering the average cost to employers of finding, onboarding and training a new employee can be anywhere between six to nine months’ of that roles’ salary – increasing with a role’s seniority. (source) Lucy comments: “Rehiring for a role poses a considerable cost to employers not only in terms of budget but also in time and company resources." “Onboarding processes which result in unmet expectations from either the employer or the employee can leave companies with the hard decision of repeating the whole costly process or investing in further training and incentives to try to improve the situation.” Lucy concludes: "The concept of 'shift shock’ underscores the importance of a mutual understanding and fulfilling of expectations during the hiring process and throughout a professional’s tenure." “This involves focusing on key elements such as – well-defined roles and responsibilities, clear expectations, screening for culture fit and outlining opportunities of growth to promote a long-term commitment.”