Over 1000 florists bunch together to celebrate first ever National Florist Day on June 8th Flower Power is unique; goose bump inducing blooms that are used to celebrate every single life event; happy to sad, weddings to birthdays, new babies to exam successes and all the ‘just because’ purchases for a natural, healthy ‘pick-me-up effect’ only flowers can give. And behind the goosebumps are a band of local, independent florists, many that have been owned by families for generations, who weave their magic to not only create the most amazing creations but make sure consumers have the very best, most wonderful, and totally affordable flowers they can buy. This year, for the first time ever, they are coming together to celebrate all that is wonderful about the flower industry and showcase just how the magic happens. With a week-long celebration which began on June 1, florists up and down the UK and Ireland will share the stories about flowers, their secrets and tips to make them even more special, host events, activities and competitions and of course show off thousands of flowers … some of them in the most unexpected places!! In fact, National Florist Day sees growers, wholesalers, suppliers and florists of all shapes, sizes and styles joining forces to show the public just what goes into floristry. Because being a professional florist is most definitely not ‘playing with flowers’ as founder Caroline Marshall-Foster explained. “There is this misconception that florists spend their day wearing pinnies, surrounded by fragrant blooms, popping a few flowers in a vase here and there, and that it requires little skill or brain power." "The reality is very different. Being a good florist, and running a successful floristry business, takes years of training, is hard graft and can be pretty stressful too." "Not only are you dealing with every emotion - funerals are particularly hard - but it’s physically demanding too; trust me lugging crates of flowers and buckets of cold, smelly water are not a fun part of the gig!" “Then there’s the whole area of buying to consider. Prices have shot up over the last few years so you need to be really careful to avoid waste, you need to speak Latin to know your varieties, know what will and won’t be good at any given week, cut and condition every stem so the customer gets the very best blooms and be a constant clock watcher to make sure deliveries get out on time!” But as Caroline says, being a florist is also one of the most rewarding careers there is and the fact flowers touch everyone’s life is the reason most florists have made it their profession. “Florists are facing incredibly challenging times but there is also something magical about working with flowers, and florist shops are often at the heart of every community. Not only purveyors of beautiful blooms but engaging with everyone, across all ages and often seen as a safe place for a drop in and chat." "Add in the fact that there is simply no occasion where flowers can’t convey a message; be it “I love you”, “I’m sorry”, “Congratulations”, “you’re amazing” or “thinking of you”, and you really can “say it with flowers” every day." "In fact, whether it’s just a few stems in a jam jar or a humongous bouquet of luxury roses, flowers convey emotions like nothing else in the world and when you see the smile on a person’s face when you deliver their gift it makes your heart sing and the cold, smelly water and long hours are worth it.” National Florist Day is the industry’s way of sharing that fabulousness and showing the public that there is so much more to flowers and floristry than meets the eye. "That behind every bloom is an army of flower magicians waving their wands to create floral goosebump moments every day of the week."

For the eighth consecutive year, GAP Hire Solutions, the UK’s largest independent hire company, proudly sponsors local youth teams nationwide. Since launching in 2017, GAP has supported numerous teams, and for the 2024/2025 season, the company is excited to continue this impactful initiative. GAP's sponsorship helps teams cover essential costs such as new kits, equipment, and entry fees for training facilities and tournaments. Committed to inclusivity, GAP's support spans various sports and age groups, ensuring fair opportunities for all passionate young athletes. Teams Sponsored for 2024/2025: Hopeman Golf Club Juniors, Age 8-18 Golf Club North Motherwell Blues, Under 13 Boys Football Team Brora Rangers Ladies, Age 10-16 Girls Football Team Easterhouse East End United, 5-13 Boys Football Team Bronte Barbarians, Under 16 Girls Rugby Team Darfield Cricket, Age 5 -16 Cricket Club Hillsborough Hornets Disability, Under 16 Football Team North Wales Racing, Under 16 Off-Road Cycling Team Liverpool Basketball, Under 16 Boys Basketball Team Thatto Heath Crusaders, Under 15 Boys Rugby Team Waterhead Warriors, Under 12 Girls Rugby Haunchwood Sports Junior FC, Under 8 Girls Football Team Sandiacre Town Cyclones, Under 10 Boys Football Woodthorpe Community FC Dynamos, Under 8 Boys Football Canvey Pumas, Under 9 Boys Football Glenthorne High School, Under 12 & 14 Girls Football Team Beacons Football Club, Age 7-18 Football Team Welsh Wallball, Under 14 Wallball Team Bridgend Ladies Hockey Club, Under 16 Girls Hockey Team Alton FC Thundercats, Under 12 Girls Football Team Douglas Gordon, Group Major Accounts Director at GAP, commented: “We are incredibly proud of our youth sponsorship scheme. It’s not just about supporting youths interested in sports, it’s about investing in the future of local communities across the country. By providing opportunities for kids from all backgrounds to participate, we are fostering teamwork discipline, and healthy lifestyles." "Our commitment goes beyond financial support, we are dedicated to building lasting relationships and creating a positive impact that will benefit these young individuals for years to come.” Throughout the years, the sponsorships offered by GAP, has created a long-lasting legacy of nurturing local talents, inspiring community growth. GAP will stay connected with all sponsored teams to track their progress, over the course of the year.

The Bechtel-built Cutlass Solar 2 project in Fort Bend, Texas, is complete and generating electricity at full capacity for the first time, sending enough clean, renewable energy to the grid to power 40,000 homes—a milestone that comes ahead of the 13-month delivery schedule. The 218 Megawatt (MW) solar facility delivered for Sabanci Climate Technologies comprises almost half a million solar panels spanning 1,100 acres. The project will save an estimated 600,000 metric tons of CO2 emissions per year. Cutlass Solar 2 is the second solar facility in Texas built by Bechtel, which completed the neighboring Cutlass Solar 1 plant in January 2023. In total, Cutlass Solar 1 and Cutlass Solar 2 will power more than 60,000 homes across Texas. Scott Austin, Bechtel General Manager of Renewables & Clean Power said: “We’re delighted to get Cutlass Solar 2 to maximum capacity to provide more renewable power for Texans, support America’s energy transition, and help achieve the Lone Star State's goal to become the nation’s largest producer of solar power." "Bechtel is proud to partner with Sabanci Climate Technologies in their pursuit to make clean, renewable energy more accessible to the people of Texas.” Ismail Bilgin, President, Sabanci Climate Technologies said: “We partnered with Bechtel for our first solar venture because they are experts in delivering projects better and faster. Sending maximum power to Texas’ grid is a fantastic milestone in this successful project and reconfirms that we were right to choose Bechtel." "We’re looking forward to continuing this success on our next project, Oriana, together.” To meet the project’s ambitious schedule, Bechtel employed data-driven automation, survey robots, machine-controlled equipment, drones, and a mindset that ‘every minute matters.’ Bechtel’s first-of-a-kind digital execution hub used at Cutlass Solar 2 enabled 100% digital delivery through software integration. The hub gathers data directly from equipment in the field and feeds the data into an interactive map-based visualization. You can watch a video about Bechtel’s smart digital delivery at Cutlass projects here. At peak construction, more than 300 people were employed on the site. Approximately 30% of our professional staff and 15% of the project’s craft professionals were women, representing two and a half times the industry average. Bechtel leads renewables projects from the development stage through commissioning and handover. The company will soon begin constructing the Oriana Solar facility for Sabanci Climate Technologies in Victoria County, Texas. Oriana Solar is expected to produce enough clean energy to power more than 34,000 homes. Learn more about how Bechtel is partnering on projects that power communities around the world here .

St Austell Brewery has announced a partnership with Cornwall Pride as part of the company’s commitment to promote equality, diversity and inclusion (EDI) across its business. To mark this, the two organisations have collaborated on a special charity beer for Pride Month which kicks off this week. Cornwall Pride has been working closely with St Austell brewery to support plans which will ensure a safe and inclusive workplace. The company has set up an EDI steering committee, chaired by chief executive, Kevin Georgel and has also formed an advisory group of over 20 volunteers from across the business to share feedback and ideas from across its pubs, head office, breweries, and depots. These volunteers joined Cornwall Pride last month in brewing a limited-edition pride-themed beer, which is available in pubs across the South West now. Beer is Beer is a 4.2% New York pale ale, packed with citrus and papaya flavours. A 5p contribution from every pint sold will be donated to the charity. Beyond the limited-edition brew the two organisations will also be co-hosting a Pride Inclusion Breakfast with Cornwall Chamber of Commerce at St Austell Brewery’s Royal Cornwall Show stand on Thursday 6th July. Matthew Kenworthy Gomes - the CEO of Cornwall Pride and businesses from across Cornwall - will host the talk with others on inspiring stories about individual experiences of inclusion. Kate Price, St Austell Brewery’s People Director, said: “As part of our growth strategy, we’re on a mission to become the number one employer of choice in the South West. A core part of this is looking at how we ensure all our workplaces - our pubs, breweries and depots - are places where people feel safe, included and accepted, welcoming everyone equally and from all backgrounds." “It’s key for us to form strong relationships with external organisations such as Cornwall Pride, which we can learn from to better understand minority communities in our region and how we can ensure total inclusion - for both our people and our customers.” Beer is Beer is available in select pubs across the South West now. To find your nearest pub serving the limited-edition Pride beer, visit their website here

George Bence & Sons Ltd have become one of the very few businesses in the world to make it to 170 years as a family business and are rightfully celebrating this milestone. Born in 1854, under the period of early Victorian Era, deliveries were made with horse and cart from the central location of Cheltenham Spa town, in the rather aptly named area of Mount Pleasant. To this day the business still operate their headquarters from the original site. Over 52,000 working days later, ‘Bences’ as they are affectuously known, have 8 branches, with 150 skilled and knowledgeable staff with an eclectic range of skills. They span from mixed merchants to high end kitchen & bathroom showrooms, stand alone roofing, decorating and plumbing centres to a supply and fit doors & windows business along with a thriving online bathrooms company. They are the largest independent supplier of building materials in the Cotswolds and hold a staff retention rate 4 times over the national average. Chris Bence, 5th generation and current Group Chairman commented; "As a multi-generation family business owner, I can look with much satisfaction at our company and family history and examine what we’ve done to stay relevant over the years." "The business has survived, and since thrived, through world wars, pandemics and multiple recessions. I feel so honoured and content that I have played a part in our current history and do not doubt that we will make 200 years under the next generations!" Paul Bence, 6th generation and current Group Managing Director commented; "Our family business is continuing to be a never ending journey and one that is ever evolving. It is the accumulation of great effort day after day eventually developing longevity, which then very much is the becoming of our tradition." "After 170 years we truly believe our customers are now increasingly aware of who they’re buying from and that they want to purchase from businesses that really care about their customers and their products. I feel that profit and sustainability aren’t mutually exclusive and the latter should always come before the former." "Unashamedly whenever I can, I use our status as a sixth generation family run business to differentiate us from the competition. I am extremely proud to have been given the opportunity to drive our special business into an 18th decade, leading product diversification through are international multi award winning little old building materials firm from Cheltenham Spa." Bence’s have plans to open two branches in the coming period together with a half a million pound renovation of their flagship kitchen & bathroom showroom, Obsidian Interiors, beginning in July. The Company put together this special video to honour their 170 years of service as a family business which sums up their journey to date beautifully.

The 'three-generation rule' which is also known as 'shirtsleeves to shirtsleeves in three generations' posits that wealth and businesses built by the first generation are often squandered or lost by the third generation. This adage suggests that the founding generation works hard to build the business, the second generation maintains it, and the third generation ultimately squanders it. While this narrative is widely accepted and cited, it oversimplifies the complexities of family businesses and ignores the many examples of multi-generational success. Dissecting this rule reveals a more nuanced understanding of family business dynamics and highlights the strategies that can sustain them across generations. The three-generation rule, while rooted in observation, overlooks the myriad factors that contribute to the success or failure of family businesses. Many family enterprises defy this rule, thriving well beyond the third generation. One significant factor is the effective implementation of governance structures. Family businesses that establish clear governance mechanisms, such as family councils, boards of directors, and family constitutions, create frameworks for decision-making, conflict resolution, and strategic planning. These structures provide stability and continuity, allowing businesses to navigate the complexities of intergenerational transitions. Another crucial element that dispels the three-generation myth is the emphasis on education and development. Family firms that invest in educating the next generation about the business, its history, and its values lay a strong foundation for future leadership. This education goes beyond formal schooling to include mentoring, hands-on experience, and leadership training. By preparing the next generation to take on leadership roles, family businesses can ensure that successors are well-equipped to manage and grow the enterprise. The preservation and evolution of family values also play a pivotal role in countering the three-generation rule. Family businesses that succeed across generations often have a strong set of core values that guide their operations and decision-making. These values create a shared sense of purpose and identity, fostering unity and commitment among family members. As the business evolves, adapting these values to new contexts and challenges is crucial. This flexibility allows the business to remain relevant and resilient in changing market environments. Innovation and adaptability are key to the longevity of family businesses. The three-generation rule often fails to account for the capacity of family firms to innovate and adapt to new market conditions. Successful multi-generational businesses embrace change, invest in new technologies, and explore new markets. They leverage their deep industry knowledge and long-term perspective to drive innovation while maintaining the core strengths that have sustained them. By fostering a culture of continuous improvement and adaptation, family businesses can remain competitive and dynamic. The involvement of non-family executives and advisers can also mitigate the risks associated with the three-generation rule. Bringing in external expertise provides fresh perspectives and professional management skills that can enhance business performance. Non-family executives can help bridge generational gaps, implement best practices, and drive strategic initiatives. Their involvement can complement the family’s unique insights and commitment, creating a balanced and effective leadership team. Moreover, the myth of the three-generation rule often fails to recognise the role of effective succession planning. Succession is a critical juncture for any family business, and those that plan proactively for leadership transitions are better positioned to succeed. This planning involves identifying potential leaders early, providing them with the necessary training and experience, and ensuring a smooth transfer of knowledge and responsibilities. Clear succession plans reduce uncertainties and help maintain business continuity during leadership changes. It is also important to consider the role of family unity and communication. Strong family relationships and open communication channels are essential for addressing conflicts and aligning goals. Families that prioritise communication and actively work to resolve differences can maintain cohesion and a shared vision for the business. Regular family meetings, retreats, and facilitated discussions can help keep family members engaged and committed to the business’s long-term success. There are plenty of examples of family businesses around the world that have 'outlived' the three generation rule with the oldest family firm in the UK dating back to 1515, R J Balson & Son, the butchers on the high street in Bridport where they still make sausages today on the butchers block that was used back in the time of the reign of Henry VIII. While the three-generation rule is a popular adage, it does not capture the full complexity of family business dynamics. Many family firms successfully navigate the challenges of intergenerational transitions by implementing robust governance structures, investing in education and development, preserving core values, embracing innovation, involving non-family professionals, planning for succession, and maintaining strong family relationships. These strategies enable family businesses to not only survive but thrive across generations, disproving the inevitability suggested by the three-generation rule. By understanding and addressing the factors that contribute to sustained success, family businesses can continue to be vital economic and social contributors for many generations.

Independent family brewer Shepherd Neame is celebrating a very special anniversary this summer with a new limited edition golden ale. Go For Gold (3.4% ABV) has been brewed to commemorate 100 years since Lieutenant General Sir Philip Neame’s gold medal success in the 1924 Paris Olympics. Sir Philip was born in Faversham, and was a cousin of Percy Beale Neame, the first Neame to join with the Shepherds to form Shepherd Neame. Sir Philip was also a First World War hero, awarded the Victoria Cross (VC) in 1914 in honour of his heroic actions during a battle in Neuve Chapelle, France. The pump clip design for the beer, part of Shepherd Neame’s real ale Cask Club calendar, features a medal with a figure taking part in the Running Deer event for which Sir Philip won gold. It pays homage to his Faversham roots with the inclusion of St Mary of Charity Parish Church, and the Paris Olympics with the iconic Eiffel Tower. Chief Executive Jonathan Neame said: “Sir Philip’s achievements - both as a sportsman and as a war hero - were truly extraordinary, so we thought it was only fitting to mark the centenary of his Olympic success with a special beer." “We hope that our customers will join us in raising a glass to Sir Philip, the only man in history to be awarded both a gold Olympic medal and the Victoria Cross.” Go For Gold has a silky, full-bodied mouthfeel courtesy of a blend of Caragold malt and oats. This is complemented with spicy, floral and honey aromas from a quintessential pick of Kentish hops, Challenger and East Kent Goldings, and light citrus notes from UK Centennial dry hopping. This is all rounded off with a well-balanced, gentle bitter finish. Brewer Scott Wilkins, who has led the brew, said: “Creating this very special commemorative beer has been a fun challenge for myself and the brewing team. Go For Gold brings out the best characteristics of the Kentish hops. The sweet notes balanced with the rounded bitterness means that at 3.4%, Go For Gold makes for a refreshing session gold ale, perfect for enjoying in a sunny pub garden or while watching the sport over the summer.” Shepherd Neame’s Cask Club offers an exciting new range of limited edition innovative cask beers incorporating modern styles and flavours, while also celebrating some seasonal classics. Future ales in the Cask Club programme to look out for over the next few months include returning favourites Hop Pocket and Late Red. To be the first to discover new Cask Club beers sign up to hear more : and follow @shepherdneame on social media. About Shepherd Neame Shepherd Neame has been based in the market town of Faversham, Kent for over 300 years. Perhaps best known for great British classic ales such as Spitfire Amber, which carries the Royal Warrant, its diverse portfolio includes Bear Island East Coast Pale Ale and Bear Island Triple Hopped Lager, and the Whitstable Bay Collection. It also brews international lagers under licence including premium Thai lager Singha. The independent family business boasts an award-winning visitor centre and 300 pubs and hotels throughout London and the South East, from the historic heart of the City to the Kent coastline.

Hendy Van and Truck has pledged its support for a national charity which helps construction workers and tradespeople. For the next 12 months, the Band of Builders charity will have use of two vans to help in its work to deliver life enhancing projects to those dealing with life’s most challenging circumstances. The charity was set up in 2016 and since then has provided practical, financial and wellbeing support for members of the UK construction industry and these vans will be used across the country transporting tools and materials to a wide range of projects. Hendy head of business Performance David Graham said the Ford Transit Custom and Vauxhall Vivaro will be sign written to further raise the profile of Band of Builders. David said: “Many of our customers are in the construction industry. From those operating large fleets to local small businesses, this charity is a perfect fit for us." “The charity does an incredible job in supporting those in need and we wanted to get involved in supporting something which resonates with a key area of the business.” Band of Builders (BoB) CEO Gavin Crane said: “We are forming a great charity partnership with Hendy Van and Truck and its generosity in providing us with the use of two new BoB liveried vans will make a massive difference in enabling us to take BoB on the road. “As a charity, we visit construction sites, attend trade shows, and deliver projects right across the UK - so the vans will be essential in helping us transport materials to where they are needed." “We would like to thank the Hendy Van and Truck for supporting BoB so that we can continue completing practical projects to help members of the UK construction industry and their families who are battling illness or injury.”

Lloyds Bank’s latest Business Barometer has found that overall business confidence is unchanged in April – staying at 42%. The result means the overall confidence figure remains at an elevated level compared to the Barometer’s long-term average (28%), with only January 2024 seeing businesses report higher levels of confidence (44%) in the last 12 months. Key Findings: Overall confidence unchanged at 42% for third month in a row, signalling continued positivity. Businesses’ economic optimism reaches the highest level for over two years at 39%. Firms’ wage growth expectations pulled back for second month, although still above long -term average. Firms most upbeat in the East of England, Wales and the North East. Although April is now the third month in a row where business confidence has not changed, firms did show more positivity than previous months in relation to the wider economy. In this respect, businesses reported the highest level of confidence in the economy since February 2022. Almost two-thirds (57%) of firms expressed greater optimism about their economic prospects, while 18% were less optimistic (down from 21% in March), meaning the net balance increased by 4 points to 39%. Official monthly GDP data appears to corroborate these findings, as the data for January and February suggests the economy began to grow again early this year. When asked about their own trading prospects, businesses continue to be positive, although slightly less than in previous months. Over half (55%) of the companies surveyed said they expected a stronger output over the next 12 months, while an unchanged 10% anticipated weaker activity. As a result, the net balance for trading prospects fell 4 points to 45%. Concerns about supply chain disruption have reduced, compared to previous months. It is no longer the factor most concerning businesses, with interest rates, inflation, and energy prices the most prominent issues. Tellingly, even concern about these issues has continued to trend downward, coinciding with increased confidence reported by businesses. Employment Insights Businesses’ overall staffing expectations regained momentum in April to negate most of March’s decline. Nearly half of all firms (49%) reported that they intended to increase their workforce and hire more employees over the coming months. Meanwhile, businesses expecting to reduce their staff numbers fell to 16% (down from 19% in March). As a result, the net balance increased by 6 points to 33%, in a positive sign for the labour market. Further analysis, however, shows that the smallest companies surveyed – those with the lowest headcount (fewer than 10 employees) – were still somewhat cautious, showing less readiness to hire new employees. This could partly be due to the increase in National Living Wage which came into force this month, with smaller firms potentially more disproportionately affected. The increase to salaries delivered by the new National Living Wage may also have been a factor behind wage growth expectations pulling back in April. The number of firms expecting a 3% increase (or more) fell to 30%, the second consecutive monthly fall. Similarly, the number of firms expecting to issue pay rises of at least 4% declined for a second month. It is important to note that these figures remain above the levels seen before the pandemic. Hann-Ju Ho, Senior Economist, Lloyds Bank Commercial Banking said: “We are beginning to see a consistent trend emerge from our Barometer results in recent months. Businesses are feeling increasingly confident about the economy, coinciding with falling inflation and hopes that interest rates will start to fall this year." “There continues to be a mixed picture among the regions, with the biggest rises seen in Wales and the South West. The strongest confidence was reported in the East of England, with confidence rising for the third consecutive month. Confidence in the North East eased slightly but remained strong in April." “The second quarter of 2024 has started brightly for businesses, and we are seeing firms expressing greater confidence in an enduring economic recovery.” Pricing Insights Elsewhere, this month’s survey also found that businesses expect to increase their prices in the coming months, highlighting increased pressures faced by UK firms. 63% of respondents (up from 60%) plan to increase their prices within the next year, while an unchanged 3% expect to reduce prices. The resulting net balance moved up 3 points to 63%. Sector Insights Businesses in the manufacturing sector reported increased confidence this month, recording an increased score of 45% (up 4 points) which is the highest level for 3 months. Similarly, confidence among firms in the services sector (42%) and construction (41%) also improved, largely driven by greater economic optimism. In retail, confidence pulled back slightly from last month’s strong showing to 40%, illustrating that confidence in this sector remains fragile. Retail is also more liable to be impacted by external factors sectors other sectors do not face into, such as the poor weather. Paul Gordon, Managing Director for Relationship Management, Lloyds Bank Business & Commercial said: “It’s encouraging to see businesses are showing continued confidence in their own prospects and the wider economy. For the second consecutive month, confidence is unchanged which supports the growing sense that businesses are beginning to consistently feel more confident as we progress through the year." “There are positive signs for the labour market with more businesses this month signalling they are open to hiring staff. However, the impact of minimum wage of companies’ hiring intentions will be closely watched, and we are yet to see this materialise among the largest firms. Businesses with smaller headcounts however, have been a bit more cautious, although they remain broadly positive. “Overall, businesses appear to be continuing the positive trend established at the start of the year, and we’re here to support them with their ambitions going forward”. Regional insights There was a mixed picture at a regional level in this month’s results. The most notable positive increases in confidence could be seen in the South West and Wales, taking them above the UK average. Similarly, the East of England was also above the national average, recording a second rise in confidence. Results for London, Scotland and the West Midlands however, kept fairly close to the wider UK average, with the latter increasing by quite a significant margin for confidence.

Nearly half of working women (47%) in the UK say that their stress levels are higher than a year ago, partly due to return-to-office policies and long hours, according to a new Deloitte Global report. ‘Women @ Work: A global outlook’, now in its fourth year, surveyed 5,000 women in different sectors in ten countries, including 500 working women in the UK, to better understand the experiences of women in the workplace. Key Findings: In the last year, more women took time off work due to poor mental health; Hybrid working experiences are improving but new return-to-office policies are leading to some women to request workplace adjustments; Those with an unequal share of responsibilities at home are more likely to have poor mental health; Significant increase in women working through menopause related pain. Adjustments needed to manage return-to-office policies This year’s report found that hybrid work experiences have improved in the past months. Fewer women feel excluded from workplace meetings or decisions in hybrid work environments compared to last year (a 35% compared to 43% in 2023). However, flexibility remains a challenge and some women have needed to make adjustments to their work and personal lives following return-to-office policies. New data for this year found that more women in the UK (50%), compared to the overall figure globally (47%), have been asked by their employer to return on-site either full-time or on certain days. Of these women, 32% are required to be on-site full-time. Among the women in the UK asked to return to the office full-time, a quarter (27%) said that it has negatively impacted their mental health and a similar proportion (24%) say it has made them less productive. Furthermore, 44% have asked to reduce their hours, 35% think less of their employer as a result, and 30% have needed to move house to be nearer the office. Jackie Henry, managing partner for people and purpose at Deloitte UK, said: “There are concerning findings in this year’s research that reveal increased stress for women, with factors both in and outside of their workplaces." “Flexibility and work-life balance are critical for good mental health and productivity. Despite the importance of flexibility, it’s concerning to see that fewer women than last year feel supported by their employers to balance their work responsibilities with their commitments outside work.” Mental health challenges and stigma increase More than a third of women (39%) surveyed said they have taken time off work in the past year for mental health reasons, a slight increase of 4 percentage points since 2023 and higher compared to the overall figure globally (33%). However, two-thirds (65%) of women do not feel comfortable discussing mental health at work or disclosing mental health as the reason for taking time off. This is felt more acutely by women from ethnic minority backgrounds; over half (56%) needed to take time off but only 20% felt comfortable sharing mental health as the reason for their absence to their employer. New for this year, the report found that the most common reason they did not disclose was because they were concerned that doing so would impact their chance of career progression (28%). Widening disproportion of women taking on all caring responsibilities The report highlights that women who live with a partner still bear the most responsibility for childcare and care of other adults. This year, nearly half of women (44%) who live with a partner and have children at home bear the most responsibility for childcare, this is down slightly from 47% last year. Nearly 51% of women who are involved in care of another adult say they take the greatest responsibility for this, compared to 53% last year. Even more women working through menopause symptoms A quarter (25%) of women say they have experienced challenges related to menstruation, menopause, or fertility in the workplace. About 40% of women who experience high levels of pain due to menstruation or menopause say they work through it without taking time off work. In the past year there has been a significant increase in the number of women working through menopause related pain (47%, compared to 40% in 2023). This year’s report looks into effects of fertility related challenges on women's work lives for the first time. More women who had taken time off work for fertility related issues found their employer was supportive (29%), compared to those who did not receive the support they needed (18%).

AW Hainsworth, a British fabric manufacturer and vertical woollen mill based in Pudsey, has appointed Paul Dudley as its new Head of Engineering and Sustainability. This newly created role will focus on shaping AW Hainsworth's Engineering and Sustainability strategy and fostering a culture of continuous improvement across the organisation. Paul joins AW Hainsworth with an extensive engineering, environmental, and health and safety management background, having spent the last 28 years predominantly working in the furniture industry. He previously worked for a German textile machine manufacturer in Leeds and has a vast knowledge of textile machinery and processes. Paul has successfully led sustainability projects such as IS0 14064 accreditation and implemented energy-saving initiatives in his previous roles. Paul comments: “Joining AW Hainsworth feels like returning to my roots in textiles. The company’s rich history, manufacturing excellence, dedication to its workforce and environmental impact align perfectly with my passion for sustainability. I’m excited to help embed a sustainable culture in all areas of the business and to be part of a company that heavily invests in the interest of the workforce while putting environmental impact at the heart of everything it does.” In his new role, Paul will focus on several key sustainability initiatives to reduce the company’s carbon footprint, increase employee well-being, and enhance overall efficiency. His initial efforts will include benchmarking data to guide the company’s sustainability strategy and exploring energy-saving operations for various systems and processes. Amanda McLaren, Managing Director at AW Hainsworth, commented, “We are thrilled to welcome Paul to our team. His expertise and dedication to sustainability will be invaluable as we continue integrating environmentally responsible practices into our operations and making significant investments towards evolving into a more sustainable business while maintaining our heritage of quality textiles.” Founded in 1783, AW Hainsworth is known for producing iconic British woollen cloth and high-performing textiles. The company’s rich heritage includes furnishing royal interiors, palaces, and the House of Lords. Hainsworth cloth is also worn by royalty and the military and is chosen by designers, tailors, and garment manufacturers from diverse industries. The specialist textile company is the parent company to Hainsworth Fabric of a Nation, Hainsworth Protective Fabrics, Hainsworth Toptable, Natural Legacy by Hainsworth, John Atkinson, Hainsworth Technical Felt, Northern Rubber by Hainsworth, and Replin by Hainsworth.

A family-run independent pet shop has opened in Aberdeen after the business owner accessed expert support and signposting to funding from Business Gateway. Based in Haudagain Retail Park, Pets & Care offers a wide variety of live animals, pet supplies and services, ranging from food and treats to toys and grooming products. The shop also offers a range of natural food and treats, including raw products. Its team of staff are experienced pet care experts and are all on hand to help answer any questions for first-time pet owners or seasoned professionals. The shop, which officially opened in November, is owned by husband-and-wife team, Otto and Agnes Varga. Originally from Hungary, Otto and Agnes moved to Scotland over 9 years ago. With over 20 years of experience in charge of pet stores in Hungary, and as a former employee of the UK’s leading pet care business, Otto spotted a gap in the market to open his own shop in Aberdeen and approached Business Gateway for support. Otto and Agnes accessed a suite of Business Gateway’s start-up services, including one-to-one support from a dedicated business adviser, as well as advice on their business plan, marketing, and HR. The couple also received advice on managing financial projections and cashflow. Business Gateway was also able to signpost the duo to funding from ABZ Works, which was essential to help purchase the necessary equipment to open their shop to the public. Looking to the future, the couple now have plans to increase the number of live animals they have for sale and are looking to incorporate the sale of fish. Otto Varga, Owner, Pets & Care Ltd, said: “It was always my dream to open my own pet store. We spotted a gap in the market after noticing a real lack of independently owned pet shops in Aberdeen. I wanted to give customers a one-stop-shop experience in Aberdeen where they can purchase all of their accessories, toys and food." “Although I have lots of experience in the sector, I had never run my own business, so the support I’ve received from Business Gateway has been invaluable. I can’t thank our adviser enough.” Keith Smith, Business Gateway adviser, said: “I met with Otto before Pets & Care opened to discuss his business plan and have kept in regular contact with him over the last six months. It’s been really rewarding for me to see his business idea become a reality." “I look forward to continuing to work together in the months ahead as the business begins providing new lines of products.”