Against a backdrop of rising costs and inflation Rishi Sunak’s Spring Statement focused on easing the burden for families and businesses. Our friends at Goodman Jones have provided a summary of the key points and their report can be read/downloaded below. The previously announced rises in National Insurance contributions remain but are sweetened a little by an increase in the starting thresholds for employees and the self-employed. There is no such sweetener for employers as employers’ National Insurance thresholds are not affected, but those eligible for the Employment Allowance will get an extra £1,000 as this is to increase from £4,000 to £5,000 for 2022/23. Other measures announced include: A temporary 12 month decrease in fuel duty. This will benefit individuals and businesses alike and go some way to helping with the spiralling costs of fuel. A review of the capital allowances system in advance of the Autumn budget. Confirmation that the government is considering improving the effectiveness of the R&D tax regime. And finally, we were promised a 1% drop in the basic rate of income tax, but not until 2024. Check out the full summary below:

After a decade of success, HMG Paints, the UK’s leading independent paint manufacturer, has renewed its Technical Partnership with Prodrive, one of the world’s largest and most successful motorsport and technology businesses based in Banbury, UK. The partnership, which began in 2013, has seen HMG’s range of paints and coatings appear on a number of iconic cars built and run by Prodrive in several global racing series and FIA World Championships. The most prestigious of which was the team’s win at 88th running of the 24 Hours of Le Mans endurance event in 2020 with Aston Martin Racing. The team’s cars use HMG’s Acrythane 4GTE paint system, and a colour developed by the HMG Advanced Colour Design Team. “We’re delighted to be renewing our technical partnership with Prodrive,” comments Paddy Dyson, HMG Marketing Manager. “The last decade has created some very special memories and we’ve been so proud to see our paints at such iconic events including 24 Hours of Le Mans, Six Hours of Spa and even the X-Games.” Even though Prodrive is renowned for running successful global motorsport programmes, including leading the 2023 FIA World Rally-Raid Championship (W2RC) with its Bahrain Raid Xtreme Team, and winning the 1995 World Rally [Drivers’] Championship with Colin McRae behind the wheel of the iconic blue Subaru Impreza 555, the new partnership will also see HMG support Prodrive in other areas of its business. For almost four decades the Prodrive group of technology and design companies has also showcased its skills and agile approach to developing innovative engineering solutions in the automotive, aerospace, defence, and marine sectors alongside the design and manufacture of advanced lightweight composites. “Prodrive’s enduring success has been based upon long term partnerships across all aspects of our business, and we are therefore delighted to be entering a second decade of collaboration with HMG who, for the last 10 years, have supported not only our motorsport programmes but also the development of our facilities. We look forward to many more years of success together,” added Richard Taylor, Business Development Director (Motorsport) at Prodrive. The manufacturer’s latest endeavour in both motorsport and automotive sectors, is the Prodrive Hunter Hypercar. A 600 bhp, four-wheel drive all-terrain adventure vehicle with unrivalled ability and performance across any landscape, the Prodrive Hunter road legal model was born out of the Bahrain Raid Xtreme racing team competition vehicle. The race car, with its striking red and white painted livery, is driven by nine-time World Champion, Sebastien Loeb, in the toughest motorsport series, the W2RC, which includes the notoriously dangerous and challenging Dakar Rally as one of its race events.

The 180-year-old, fifth-generation family business, which manufactures all its handmade 100% natural mattresses and beds in Yorkshire, England, has made a significant six-figure investment in the LA facility to benefit customers in the United States. Harrison Spinks, UK Bed Manufacturer of the Year at the 2022 National Bed Federation Awards, has made the investment following growth in the region, and the new facility will significantly reduce delivery lead times from three months to around two weeks. It is a significant milestone for the brand which first launched into the North American market in 2021. This distribution centre will facilitate an upgraded US stocking programme which will hold its Euston, Northumberland, Leicester and Strand mattresses, luxury enhancers and divan beds. The British family bedmaker offers handmade mattresses that are 100% recyclable and free from harmful chemicals while being naturally fire retardant, and include a glue-free spring system made with ultra-fine wire pocket springs for superior comfort. Products start life on the company’s 300-acre farm in the English countryside, where sheep are reared on rich, untreated pastures and hemp and flax crops are grown on fertile fields without pesticides. Scott Hollis, North America Sales Manager at Harrison Spinks, said: “When we launched into the market here in North America, our aim was to grow and expand across the country. Now we have achieved growth and brand awareness, we’re now doubling-down on distribution times so that our US customers can enjoy a better night’s sleep much faster than before.” “This facility is incredibly significant within our business plan, as it ensures our brand is much stronger within the country and more competitive, as customers can now have premium comfort with less wait times.” “It also greatly benefits our stockists along the West Coast of the United States, as we can now offer our beds to them with an extremely competitive lead time. We have plans to open more distribution centres as we continue to grow our independent retailer offering within the USA and Canada.” The facility is leased in partnership with logistics specialists, Rhenus Group, which Harrison Spinks is working with to provide this brand-new distribution service to its US customers.

Brits have revealed their top energy boosters, including doing star jumps, shouting – and slapping themselves around the face. A study of 2,000 adults found that almost two thirds turn to sweets or chocolate to revitalise themselves and 34 per cent resort to listening to high tempo music. More than a quarter wind the window down in the car in an attempt to wake their brains and bodies up. A further one in 10 said chewing on gum is a tried and tested way to feel more refreshed, while 46 per cent drink a glass of water. Other unusual methods Brits have used to get an energy boost include jumping up and down (11 per cent), singing (9 per cent) and even taking an ice bath (5 per cent). More than six in 10 (63 per cent) also claim fresh air is important when it comes to maintaining good energy levels, with 50 per cent opting for a walk and 13 per cent going for a run to give themselves a boost. A further 51 per cent said spending time outdoors makes them feel more awake. The research was commissioned by Volvic as it launched its new Touch of Fruit Vitality Pineapple and Orange with added vitamin B6 to help reduce tiredness and fatigue. Marie Chaigneau, brand manager at Volvic said: “It’s been interesting to uncover the lengths to which people will go to give themselves an energy boost – some of which are certainly more unusual than others." “Feeling refreshed all the time can be challenging, so we’ve been on a mission to find a simple and effective way to invigorate the nation’s energy levels. As nationwide restrictions start to lift, and with warmer weather on the horizon, we’re on a mission to invigorate the nation, and encourage them to explore the great outdoors.” The study also found more than two thirds of adults perform these methods to stop them feeling tired or sluggish, with three in 10 struggling to keep their eyes open when low on energy and 26 per cent unable to get out of bed in the morning. A tenth even admitted to falling asleep at their desk because they’ve run out of steam, while 36 per cent admitted they have forgotten to do something important and 22 per cent have made a mistake at work. A third also revealed they tend to lack inspiration when levels are low, while 45 per cent usually become mentally sluggish. But 42 per cent claim energy boosting methods help them to think better, while a third said it encourages them to actively do something, such as exercise. It also emerged that 37 per cent find themselves needing to apply one of these ‘tricks’ on a daily basis – with the average adult needing a boost twice a day. The first energy lift is needed at 11.49am, with productivity levels peaking an hour later – but adults then see another low at 3.49pm. The day job takes up most of their energy for 34 per cent, while almost three in 10 said cleaning the house wipes them out. And for 19 per cent it’s either exercising or walking that will leave them feeling tired. However, more than half of those polled via OnePoll feel ‘more awake’ while spending time outside and for 45 per cent this has a positive impact on their overall mood and mental health. Similarly, 29 per cent admitted their appreciation of nature has increased due to the lockdowns. Top 20 Ways Brits Boost Their Energy: 1. Drink coffee 2. Go for a walk 3. Drink some water 4. Eat a chocolate bar 5. Listen to music 6. Open a (building) window for fresh air 7. Put the window down in a moving car 8. Eat sweets 9. Drink an energy drink 10. Eat an energy bar 11. Take a vitamin supplement 12. Go for a run 13. Go for a bike ride 14. Jump up and down 15. Chew gum 16. Sing 17. Slap their face 18. Do star jumps 19. Pinch themselves 20. Scream/shout

In time for National Baking Month, new research from Cargill finds consumers want the best of both worlds – indulgence and health – and they’re willing to pay more for baked goods that deliver on both attributes. Sweet Delight – Decoding consumer bakery decisions research surveyed 1,200 U.S. consumers to understand the unmet needs and motivations that drive consumer purchase behaviours related to cakes, pastries and cookies. The proprietary study not only looked at what consumers say they do but revealed the why behind their purchase decisions, including their expectations around textures, packaging claims, ingredients and more. “At Cargill, we understand that consumer insights help ensure we’re bringing innovation solutions to our customers that help them keep and attract new customers in a competitive environment,” said Camiel van Beek, bakery category leader for Cargill’s global edible oil solutions group. “Across our food ingredient businesses, we’ve embraced this new way of innovating, helping our food manufacturer customers develop products that meet consumers’ unmet needs.” Among its findings, the Cargill research confirmed indulgence remains the most important purchase trigger for cake, pastry and cookie purchases, outweighing barriers such as weight gain, health or diet considerations. More than half (54%) of those surveyed said they chose bakery products to satisfy cravings, while 44% admitted they purchased them as a reward. Other aspects of the study explored the influence of ingredient lists, nutritional information, and package claims on consumers’ bakery purchases. Highlighting the continuing importance of label-friendly formulation, the research found consumers viewed ingredients as most influential to their purchase decision (42%), over nutrition scores (39%) and specific product claims (28%). That’s not to say, however, that consumers aren’t interested in baked goods with nutrition profiles they perceive as healthier. Rather, the research revealed health-related attributes registered as some of consumers’ biggest unmet needs, spanning desires for products that delivered portion control, balanced great taste and health, supplied energy boosts without sugar crashes and offered greater satiety, especially in the cookie and pastry space. The research also identified the most promising innovation platforms to meet those unfilled desires. By looking at both purchase drivers and consumers’ willingness to pay more, Cargill found three top benefit/innovation platforms emerged: Fresh from the Oven, Premium Indulgence and Better for You. In each opportunity space, significant numbers of consumers said they would accept higher prices. Modelling techniques then helped discern the key textures, claims and ingredients associated with each platform that would motivate consumers to make final purchases. For example, when it comes to Premium Indulgence in cakes, key claims consumers associate with these products are “all natural,” “no artificial ingredients and “traceable ingredients.” Key textures that resonate are rich, creamy and buttery, while leading ingredients include cocoa powder and butter. “This research gives us very specific insights and will help us deliver a more focused innovation roadmap for our customers,” van Beek said. “With it, we can help customers match consumer preferences around textures, claims and ingredients by application and even daypart, then leverage our ingredient and application expertise to develop products that will resonate in the marketplace.” Cargill’s inaugural bakery insights consumer study joins a growing portfolio of proprietary market-focused research it uses to identify the trends, behaviours, attitudes and motivations shaping the food and beverage landscape. The company then leverages these insights, along with its deep application and ingredient expertise, to help customers tailor product development goals, ingredient choices and formulations to capitalize on market opportunities and meet consumer needs.

The latest report from KPMG Private Enterprise reveals that the tax consequences on family business transfers can vary in the millions based on location and raises awareness of the need for clear tax planning ahead of any such transaction. Highlights include: Vast differences in tax paid for generational transfers across 57 jurisdictions More than half of the jurisdictions analyzed offer substantial tax breaks List of jurisdictions that impose the highest tax rates for transfer of a family business valued at EUR10 million versus EUR100 million Emerging trends and factors driving succession, investment, and planning for today’s business families. For many business families, sustaining prosperity for the long run depends on how well they plan for transfers of business assets and family wealth from one generation to the next, according to the KPMG Private Enterprise Global Family Business Tax Monitor. The report advises business families with footprints in multiple jurisdictions to monitor potential new or increased taxes and consider taking action in advance. The report has been a go-to source for family business tax planning for almost a decade, comparing the vastly different tax liabilities among jurisdictions on the transfer of family business through gifting during the owners’ lifetime (including on retirement) and through inheritance. Among the 57 jurisdictions covered in the report, some have geared their tax policies in ways that recognize how a thriving family business sector contributes to a vibrant economy. Others give no special tax exemptions for intergenerational family business transfers, increasing tax costs and likely reducing the family’s ability to compete with business families in more tax-friendly jurisdictions. “Location can make a world of difference! Tax-efficient transfers between generations can leave wealth in the hands of entrepreneurial families to invest in profit-producing activities — and that can help stimulate job creation and innovation for future generations,” says Tom McGuiness, Global Leader, Family Business, KPMG Private Enterprise, KPMG International. The report found that globally, South Korea, France, the US and the UK impose the highest tax rates for transfer of a family business valued at EUR10 million by inheritance, before any tax breaks are accounted for. After exemptions, South Africa takes the biggest bite from family business inheritances valued at EUR10 million, followed by Canada and Japan. For inheritances of family businesses over EUR100 million, the most expensive taxing jurisdiction is South Korea after exemptions, with South Africa and the US coming in second and third. For transfers during the owner’s lifetime (gifts) of family businesses valued at EUR10 million, Venezuela imposes the highest taxes globally before exemptions, followed by Spain, South Korea and France. After exemptions, South Africa and Japan come second and third behind Venezuela as the jurisdictions imposing the highest tax costs on business transfers by gift. These comparisons are similar for family businesses valued at EUR100 million before and after exemptions. Top Priorities For Today’s Business Families The report also provides insights on what business families consider their biggest priorities and risks and calls attention to three emerging trends — branching out, building up and giving back. The trends crucially reveal an increase in business families and their assets becoming more global, a rise in the importance of governance and a renewed focus on the management of family wealth and the notion of giving back with philanthropic activities commanding more time. As Tom continues: “Amid rising geopolitical tension and unparalleled economic uncertainty, the leading business families that we work with are diversifying globally and putting more focus on the sustainability of their businesses, their wealth and their communities." “By doing so, they can position their families for sustainable success down the generations. As a result, we are seeing more business families around the world that are focused on branching out, building up and giving back,” he concludes. Download and read the full report here:

GAP Hire Solutions, the UK’s largest independent equipment hire company, is delighted to confirm its continued FORS (Fleet Operator Recognition Scheme) Gold Certification, operating in all depots south of, and including, Birmingham. This award is the pinnacle for fleet operators’ organisations. The scheme supports GAP’s drive to continually improve operator safety, fuel economy and vehicle emissions. It also helps embed the most efficient operations throughout the business. Put simply, the scheme demonstrates that GAP, as a national hire company, is achieving and maintaining industry leading best practice in efficient, sustainable and safe commercial vehicle fleet management. In maintaining Gold certification, GAP ensures compliance with all aspects of Road Transport Law. Being committed to ambitious sustainability and carbon reduction targets, GAP Hire Solutions only purchases vehicles fitted with the latest euro VI diesel engines, thereby limiting environmental impacts by achieving significant reductions in CO2, NOx, and Particulate Matter emissions. Additionally, the recent inclusion of electric vehicles into the fleet has enabled GAP to support customers with the implementation of ‘zero emission sites’. GAP also continues to invest in its fleet, fitting all HGVs with state-of-the-art safety equipment including cameras, nearside proximity aids and audible reversing alarms which support safe driving practices in congested urban areas. Furthermore, GAP has invested in an industry leading asset management, delivery and telematics system which supports the monitoring of driver behaviours and includes route planning capabilities and contributes towards a reduction in idling, ‘unnecessary miles’ and fuel usage. Allister Maxwell, Head of Safety, Risk & Compliance, at GAP commented: “GAP’s continued FORS certification demonstrates that our drivers and vehicles are maintaining exemplary levels of best practice in safety, efficiency and environmental protection.”

Ahead of National Apprenticeship Week Family Business United spoke to a number of family firms that employ apprentices to get their insights. Here, we find out from Ellie Jobes, Group HR Director at Bagnalls how important apprentices are to their business. Established in 1875, Bagnalls continues to be one of the country’s leading painting, decorating and specialist industrial coatings contractors. The company was formed over 145 years ago in Shipley, West Yorkshire, where the Head Office still resides. Since then, the Bagnall Group of Companies has become renowned in the UK for its ability to undertake contracts successfully in any location, of any size, nature or duration with the personal service that one expects from a firm now in its fifth generation. Bagnalls’ outstanding reputation has been achieved and maintained through a succession of experienced managers and staff, working together with a well-trained team of directly employed operatives and apprentices. As Ellie explains, “Here at Bagnalls we have been employing apprentices for over 100 years and we currently employ 57 apprentices, most of whom are studying painting and decorating. This training provides us with a skilled workforce for the future and over the years we have found that many of those starting out on an apprenticeship with us go on to have a long career with the firm. Some of our apprentices go on to become supervisors and contracts managers. Half of our current branch managers are former apprentices and two of our main board directors did their painting and decorating apprenticeships with Bagnalls.” Bagnalls have been recognised for their work with apprentices and acclaimed as a Top 100 Apprenticeship employer which shows the impact that they are making nationally too. With a long history as a family firm, currently working towards celebrating their 150th anniversary, Bagnalls have an integrated approach to the introduction of apprentices to ensure that core family values and the history and heritage that comes with a multi-generational family business is also understood by all those joining the firm. As Ellie continues, “All of our employees, including all of our apprentices, go through a full induction. This includes getting an introduction to the history of Bagnalls and our 10 core company values. Each apprentice works for a particular Bagnalls branch and attends a local college for much of their training. They also attend our Painting Academy in Doncaster where they receive training from our in-house tutor, Joel Mortlock, himself a former Bagnalls apprentice. This allows them to meet apprentices from other branches around the UK as well as developing their skills,” continues Ellie. When it comes to the bigger picture, apprentices can be a real asset to family firms and as Ellie confirms, “Apprenticeships fit well with the values of many family businesses by providing opportunities to grow skilled talent for the future.” Like all programmes, the proof of their success is how the apprentices themselves view the programme and the opportunity, as well as in the numbers that remain with the business well after their apprenticeship has concluded to further their careers. Luke is a Level 2 Painting and Decorating apprentice and believes his apprenticeship “gives me the opportunity to work independently. As an apprentice we get shown a lot which in turn gives us the ability to organise a job from start to finish. This apprenticeship gives me the opportunity to see what standard I am and to gain the confidence to progress.” Jacob is also a Level 2 Painting and Decorating apprentice and agrees. “What I like about the Bagnalls apprenticeship programme is how everyone supports your progression. It gives you the opportunity for a long-lasting career.” Cassie, another Level 2 Painting and Decorating apprentice is another example of someone that is embracing the opportunity that comes with the apprenticeship adding that “I like how we get to practice and learn about different aspects of painting and decorating. It gives you the chance to work by yourself and as part of a team and there is scope to develop a career with Bagnalls too.” Lewis is a Level 5 HR Consultant Partner apprentice and recognises the way he gets to learn new skills whilst working at the same time. “The fact that I can put into practice what I learn on my course into real life situations in my role here at Bagnalls is helping me improve daily. I am well supported by both colleagues and tutors and feel that this way of on-the-job learning is providing me with the skills I need to succeed and offers the perfect balance between education and my career.” Clearly, since they employed their first apprentice a century ago the world has changed. However the apprenticeships on offer are clearly offering a great career path to the next generation of employees and it is great to see the programme demonstrating results. Bagnalls invest in their staff and the creation of their own Painting Academy is testament to their belief in the programme and the value that are derived from their apprentices too. The fact that many remain with the business for years to develop their career is also a great metric, clearly demonstrating that there are benefits from their endeavours to provide apprentices with the opportunity to flourish within the organisation too.

Key Thoughts: The new world of hybrid working is complicated and changing all the time. It is tempting to put off major decisions until this has settled down and the labour market has organised into a new stable set of norms. I don’t think this will happen within the next few years. The dynamics of today’s hybrid labour market form a complex system, which is therefore inherently unpredictable. This is uncomfortable because preserving optionality will be expensive. But making significant commitments on the assumption that any one model will prevail is risky, particularly for businesses with lots of interdependencies. Instead family businesses like any other organisation must accept that the way we work is going to be unpredictable and take decisions which are resilient to this change, rather than try and ‘see round corners.’ In a tight labour market where talent is scarce family business should make a virtue of their optionality and flexibility on this issue to attract talent. Family business pride themselves on valuing trust between them and their stakeholders. Some businesses really struggle with hybrid working because they simply don’t trust their employees to be productive when WFH. They need to be able to see it or measure it. Family business could again differentiate themselves here by having faith in their employees to “do the right thing”? Email is 51 years old and has been a staple tool of office workers for at least 25 years. However, in that time we still haven’t really adopted a set of ubiquitous norms; we still receive 100’s of messages a day and use basically the same workflow for ‘fancy a brew’ and ‘please see attached a multimillion pound contract.’ If we haven’t been able to come up with a standard approach to using that mature, stable 25+ year old technology, the idea that we are going to quickly settle on new ways of working after the shock of the pandemic is a pipe-dream. We have all made discoveries we cannot unmake. We’ve learnt that it is possible to run many business-critical processes from home. The teams or zoom call is not nearly as horrible as the early video-conferences. Staff working from home can be just as productive as those in the office. This gives us enormous possibilities; and our staff get to save the time lost in commuting and reinvest that into their fitness, their family or any number of other wellbeing enhancing activities. No wonder so many finance directors look at the real estate costs and see opportunities for savings. Others, faced with a sunk cost of long term leases are trying all sorts of experiments to fill those desks on Mondays and Fridays from free lunches to surge-pricing desk recharge schemes. Even the weekend, Henry Ford’s 96-year old invention, might be up for renegotiation, traded away for a 4 days in 7 flexible work pattern and childcare savings. It’s no wonder that those faced with a major decision today, such as whether to invest in more space, or whether to adopt a new home working policy are finding that call hard to make. How long should we wait for things to settle down? My advice is not to wait at all. I think the only sensible forecast about the future is that its going to be uncertain for a while. Let’s look at things from our staff’s point of view. For them, we have inadvertently created a new set of incentives around coming to the office. Pre-pandemic, a season ticket for the train or a car park was good value. But we don’t buy the season ticket for 2 days per week. We pay as you go. And that means the marginal cost of a trip to the office has gone from £3 for a coffee perhaps £20 or £30. Now commuting is an investment decision. The day in the office has to be worth it. And now, getting your team all in on the same day is an exercise in game theory. Family business pride themselves on valuing trust between them and their stakeholders. Some businesses really struggle with hybrid working because they simply don’t trust their employees to be productive when working from home. They need to be able to see the work being done or measure it. Family business could again differentiate themselves here by having faith in their employees to “do the right thing.” But when it comes to other stakeholders, we need to take account of the way they’ve chosen to work. How often have we rearranged our whole week so we can come in on a different day to meet that important customer? And then asked all the other people we were going to meet to shuffle their diaries. That creates a whiplash effect whereby the diaries of our junior staff are constantly changing. And until we get some amazing AI-based, high frequency trading algorithms constantly shuffling our appointments, this is going to make life unpredictable for some time yet. While firms are trying different approaches, staff will move from one place to another; and in a seller’s market for talent the best staff will seek an organisation that flexes to suit them, not the other way around. In a tight labour market where talent is scarce family business should make a virtue of their optionality and flexibility on this issue to attract talent Take advantage of speedier decision making and shorter chains of command. Pivot faster than slower-to-act competitors with more complicated governance. The upshot of all this uncertainty means I predict that we are going to be in a ‘wild west’ of experiments and competing norms for some time. Remember, we still haven’t cracked how to manage email and we’ve had that for a quarter of a century. So, how much real estate do you commit to and for how long? How permanent do you make your work from home policy? All things being equal I’d pay a premium for a break clause rather than commit hoping any emerging model will prevail. And I’d be open with my staff that we are trying things out. Rather than try and see round corners, I think those organisations which keep their options open have the best chance of attracting post-pandemic talent. About the Author - Mark Essex is the Course Director for KPMG’s Family Business Leadership Academy. Our flagship programme helps the next generation to hone the skills to lead in a macro-economic environment very different from the one the previous generation faced. Mark has a background in business modelling, strategy and public policy across sectors. Since 2016 he’s being helping clients with problems without a playbook. Think Brexit, Covid, and hybrid working. Now he helps clients attract and retain the best people in a seller’s market for talent. For these challenges, there is limited data. Mark helps leaders to use other tools such as first principles analysis, systems thinking and looking to other times, sectors and markets for answers. And to use these plus imagination and courage to take decisions when the world is uncertain and ambiguous.

Perdue Farms, through a $10,000 grant funded by the Franklin P. and Arthur W. Perdue Foundation, helped Diakonia Emergency Shelter for the homeless purchase a new security camera system at its Ocean City, Maryland, facility. The funds from Perdue’s charitable giving arm are part of the company’s Delivering Hope to Our Neighbors® outreach to improve quality of life and build strong communities. “For the protection of our clients, staff and property, we needed to upgrade our security systems to ensure no unauthorized persons create an unsafe space for our vulnerable residents,” said Ken Argot, Diakonia Inc. executive director. “Thanks to the generosity of Perdue, we can better ensure the safety of our clients, which is a top priority.” Diakonia, now in its 51st year, is one of only five homeless shelters in Wicomico, Somerset and Worcester counties. Argot said it offers services such as rehousing into permanent supportive homes, street outreach and eviction prevention assistance. Kim Nechay, executive director of the Perdue Foundation, said Diakonia is a community resource that deserves funding from the foundation. “Diakonia is a leader in helping the homeless on the Lower Shore,” she said. “The Perdue Foundation is proud to lend our support.”

The benefits of sustainability for UK SMEs and how debt funding can help your journey to net zero. SMEs are the backbone of the UK economy, representing over 90% of all UK businesses. Therefore, environmental, and social challenges can only be addressed appropriately with the small business sector fully involved. In fact, the role of SMEs in sustainability is of tremendous importance for a sustainability agenda to be realised. In a continuing complex, competitive and volatile business environment, the adoption of sustainability principles is of utmost importance for SMEs. Given the growing amount of regulatory and business requirements related to sustainable practices and reporting in SME sectors, such as legislation, investors, supply chain, clients, talent etc. It is important to address the topic to help future proof small businesses. In recent years, SMEs have started to change the way they look towards sustainability. It is not only good for the environment, but also good for business. In this blog post, we look at the benefits of putting in place a sustainability strategy for your business and how debt funding can help. Sustainability is no longer just a ‘nice to have’ – it’s a business necessity. Businesses that want to stay ahead of the curve are increasingly investing in sustainability, both in terms of their operations and in terms of their products and services. This is good news for the environment, and its’s good news for the economy too. If you’re a business owner, there are many things you can do to make your business more sustainable, including: Introducing energy-saving measures in your workplace Switching to environmentally-friendly products and services Encouraging your employees to adopt sustainable lifestyles Communicating your commitment to sustainability to your customers and supplier Is sustainability a mere goal or a broader strategy? The challenge for most businesses is not just changing their approach towards sustainability – it’s making the transition from seeing sustainability as a goal, to seeing it as a strategy. This requires a shift in thinking. The good news is that there are plenty of resources out there to help you make the transition and put in place a sustainable business strategy. So, what are the core areas businesses need to be most aware of? Environmental Issues The most obvious benefit in an increased focus on sustainability is environmental. In the past, many businesses saw sustainability as a nice to have, but not something that was essential to their operations. However, this is no longer the case. As more people become aware of the severe environmental problems that we face, they are demanding that businesses do their part to help address these issues. This increased awareness has led to a change in attitude amongst SMEs, who are now seeing sustainability as an important business goal that can help them connect better with their target audience. Sustainability Is Good For Businesses What’s good for the environment is good for business. Many businesses view sustainability as a cost-saving measure. They see it as a way to reduce their environmental impact and save money on resources. However, what they are starting to realise is that sustainability can also have a positive impact on their bottom line. Sustainability can help businesses attract and retain customers, who are increasingly interested in supporting sustainable businesses. Plus, it can also help businesses reduce their operating costs, by making them more efficient. In other words, sustainability is not just good for the environment – it’s directly good for business too! Changing Regulations In many countries around the world, including the UK, governments are introducing legislation that requires businesses to take steps to improve their environmental performance. This is having a big impact on SMEs, who are now starting to see sustainability as a compliance issue. It is important to note that these regulations can also be an opportunity for businesses to gain a competitive advantage. Those businesses that are able to comply with the regulations early will be in a strong position to capitalise on the growing demand for sustainable products and services. The Green Manufacturing Processes One area that has seen a noticeable change in attitudes is manufacturing, with a shift towards Green Manufacturing Processes. The Greenhouse gases from industries are one of the main reasons for climate change. These gases come from different sources in an industry like burning fossil fuels, chemical reactions, and other industrial processes. If the process of creating a product is not sustainable, it can have a negative effect on the environment throughout its life cycle. It is important for businesses to consider the sustainability of their manufacturing processes to help reduce pollution and conserve resources. There are many ways that businesses can make their manufacturing processes more sustainable. One way is to use green energy sources like solar or wind power. Another way is to use recycled materials instead of virgin materials. And another way is to implement lean manufacturing principles to reduce waste and increase efficiency. As is the case with most processes, the first step here is to assess the sustainability of your current manufacturing processes. Once you have done this, you can then start to look at ways to improve them. Implementing even a few simple changes can make a big difference to the environmental impact of your business. How Can Debt Funding Help? It goes without saying that it’s not just big businesses that need to worry/care about sustainability – it’s important for businesses of all sizes. SMEs are often in a better position to make the transition to sustainable business practices than larger businesses. This is because they are usually more agile and can respond quickly to changes in the market. The attitude of SMEs has shifted to taking sustainability as a norm, rather than a good to have. The need for sustainable finance to unlock SME greening is therefore critical. Access to finance is high among the challenges entrepreneurs face in the journey to net zero. They are less able than larger firms to absorb up-front costs of developing green products or investments, where benefits take time to materialise. At SME Capital , we can provide specialised, long-term financial alternatives for SMEs looking to invest in, and scale, their sustainability strategy as part of their growth plans. In fact, we exist because we firmly believe that our specifically designed finance solutions for UK companies, which will aid in your growth and success, represent a better option. We use a cash flow-based approach to lending, offering a multiple of business profitability, specifically EBITDA, as opposed to a loan amount being directly tied to the value of specific assets. We can provide an economic solution to consolidate smaller lenders, or refinance expensive short-term loans, while providing additional working capital for the business. And we do not ask for personal guarantees or collateral. To learn more about our debt funding solutions, get in touch with us today.

The Garden Centre Association (GCA) Conference, held in Lancashire, saw Perrywood named 3rd in the Top 100 UK Garden Centre League Table, making it one of only ten ‘Garden Centres of Excellence’ in the whole of the UK – and the best in the South of England. Additionally, Perrywood Tiptree came third in the The Outdoor Living Award, third in The GIMA Award (Garden Products Retailer) and was a National Finalist in The Ruxley Rose Competition for Best Plant Area. The GCA carries out an annual unannounced inspection of all its members and uses this to compile the league table. The association adds up scores for a number of elements including customer service, merchandising, sustainability, creativity and innovation, quality and range of products and much more. This is a fantastic achievement for Perrywood and highlights the hard work of every single team member. Simon Bourne, Retail Director, comments: “To be recognised for our hard work, passion and dedication to bringing more plants into people’s lives is a real achievement. As always, we look forward to the new gardening year ahead. Continuing to be the best we can be, customers can be guaranteed some exciting new products and plants, inspiring displays and new customer initiatives in 2023, so watch this space.” Perrywood Sudbury featured in the league table for the first time, at number 40. It is an amazing achievement to have placed so highly after only four years of trading.