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

Family Business United is delighted to be compiling a report highlighting the UK's leading Family Business Apprentice Employers for 2025 to demonstrate the contribution that family firms across the UK are making to employing apprentices and their investment in the next generation of employees. This is the fourth year that the report has been complied to showcase the family business sector and their commitment to apprentices within their businesses. Family firms from all corners of the UK employing 5 or more apprentices are encouraged to complete and return the form for inclusion in the report which will be published later this year. The report will be used for a social media campaign to highlight the importance of apprentices to family businesses across the UK and those involved will gain media exposure too. As Paul Andrews, Founder & CEO of Family Business United explains, "It only takes a few minutes to complete the form to be part of the campaign which showcases the family firms that are committed to developing the next generation of workers with the skills needed to take the business forward." "Apprenticeships are seen as a rich source of craftsmanship, worthy of ongoing investment and it is great to see the number of apprentices in this annual report increasing year on year." "Furthermore, each year the businesses in the report represent sectors of the economy that include property and construction, manufacturing and engineering, motor retail, consulting services and food and drink mirroring the growth and availability of apprenticeships in sectors away from where they may have been more traditionally aligned in the past, and across a whole range of departments too." "We look forward to compiling the 2025 report which will shine a light on the apprenticeship programmes taking place in family businesses across the UK today." To take part, simply complete and return the details using the form by clicking on the button below:

Independent family brewer, Shepherd Neame, has introduced a refreshing new cask ale to its permanent range – Creekside Juicy IPA(4%). Creekside takes its name from Faversham Creek which runs through the heart of the medieval market town which has been home to Shepherd Neame for more than 300 years. The historic brewery is just a stone’s throw from the Creek, which played a pivotal role in Faversham’s success over the centuries as a trading port and shipbuilding hub. A pale golden Juicy IPA, Creekside offers bursts of tropical fruits courtesy of a combination of four hops - Challenger, Mosaic, Jester and Amarillo. With hints of orange and peach, it has a light, refreshing finish. Its eye-catching pump clip design features a hand-drawn illustration depicting a boat sailing down Faversham Creek, surrounded by the town’s distinct blend of industrial surroundings and natural landscape. Shepherd Neame Chief Executive Jonathan Neame said: “Creekside is a fantastic new addition to our portfolio, and I am particularly delighted to honour the heritage of our hometown with its name and design. Our brewing team have used their wealth of expertise to craft a refreshing beer which incorporates a collection of powerful hops while ensuring a well-balanced flavour and aroma." “This is an exciting time for Shepherd Neame, as we continue to invest in expanding our award-winning collection of beers, and we are confident that Creekside will prove popular with drinkers across our estate.” It is the third new beer to join the brewer’s permanent range so far this year, with First Drop (4.3%), a refreshing Session IPA, launching in February, and Iron Wharf stout (4%) following in April. Creekside is available now in Shepherd Neame pubs and hotels across Shepherd Neame’s estate of 289 pubs and hotels across Kent, London and the South East, with the full list here: snea.me/creekside. For more information about Shepherd Neame’s award-winning range of beers visit here.

Faversham-based brewer and pub company Shepherd Neame has teamed up with fellow independent business Kent Crisps for a delicious new partnership. Kent Crisps will be available in selected Shepherd Neame pubs and hotels throughout Kent, London and across the South East from Monday, June 2. The award-winning range of hand-cooked, traditional British crisps showcase some of Kent’s finest food and drink, with flavours including Ashmore Cheese and Onion, in collaboration with Cheesemakers of Canterbury, and Sea Salt & Vinegar with Biddenden Cider. Some of the county’s most celebrated landscapes and landmarks are also promoted on the packets, including Leeds Castle and Canterbury Cathedral. It isn’t the first time that the Kent-based companies have worked together, as more than a decade ago, they came up with a popular flavour combining Roast Beef with Shepherd Neame’s award-winning Spitfire Amber Ale. Executive Chef Ellina Smith said: “As a business, we are passionate about supporting local producers, which is why we are delighted to announce our new partnership with Kent Crisps. In addition to creating incredibly tasty crisps, which are also gluten free and free from artificial flavours and preservatives, it is a fellow independent Kent business that shares our commitment to sustainability and local sourcing. We are confident that its award-winning range of products will prove popular with our customers.” In addition to offering customers the full range of Kent Crisps, which currently consists of seven flavours, Shepherd Neame is also offering award-winning Cambrook Nuts and Alf Turner Pork Scratchings, which will be distributed by local wholesaler Curd & Cure. Kent Crisps’ Owner Laura Bounds said: “We are delighted that Kent Crisps are launching in Shepherd Neame’s pubs, it’s a testament to the quality of our crisps and dedication from the team. As two iconic, independently owned Kent brands, this is a true Kent partnership, demonstrating our shared commitment to the local food, drink and tourism industry in Kent whilst also keeping food miles to a minimum. We’re looking forward to working with them and the fantastic opportunity it offers us to bring our award-winning crisps to new audiences."

A Poole storage business wants to become a charity champion and is offering space at a discount for good causes. Store & Secure in Hamworthy is a family business and wants to add to the number of charities using its facility. It is run by the ‘storage sisters’ Lucy and Sophie Maidman who were born and raised in the area. Lucy said: “We know that many small, independent charities are looking for low-cost storage solutions. We have a number of units of different sizes available which we will rent to them for a considerable discount. Our facility is huge and extremely secure which gives confidence to those using it." “Also available is a small office which we have available at the moment – and we can also offer that to a charity for a discount. Our motivation is to give back to the community. Over the years we have done many things for charity and want to do more." “So many small charities do incredible work in our communities and if we can save them a few pounds by offering discounted storage then everyone benefits.” Store & Secure is so successful that it has recently acquired permission to extend its bright yellow Hamworthy facility. Lucy added: “Having opened our business here just a few years ago we are so pleased with how its gone and are now extending it. We have clients of all kinds; from house movers to businesses storing stock and from charities to individuals whose hobby has grown out of their homes and they need extra space.” Photo: Lucy Maidman, Kavan Wood and Sophie Maidman - the Store & Secure team

Clean energy entrepreneur Jo Bamford has been awarded a CBE in King Charles III’s birthday honours list. Mr Bamford has been a long-standing champion of clean energy, creating a portfolio of companies dedicated to building hydrogen infrastructure and driving investment across the value chain. He rescued bus maker Wrightbus from administration in 2019 and has since turned it into one of the world’s leading zero-emission manufacturers, supporting more than 10,000 jobs across the UK and exporting electric and hydrogen buses to countries including Germany, Australia and Hong Kong. Mr Bamford is also at the forefront of Project HySpeed, a landmark clean hydrogen mega-project which will inject £6.5bn of private capital into the economy and create 24,300 jobs across the UK’s industrial heartlands, while his HYCAP investment fund has backed global climate technology and alternative energy production. The citation for his CBE said it was for services to innovating the clean hydrogen economy. Mr Bamford, 47, who is Executive Chairman of the HydraB Group, said he was humbled by the award. “I firmly believe the UK has what it takes to be a global leader in clean energy and net zero gives us the chance to develop a bountiful energy market that powers our industries with home-grown capacity, generating a booming jobs market that develops careers and skills, creates UK products for home and for international markets, and waves the flag for the United Kingdom." “I am proud to be involved in this incredible industry and humbled by the King’s recognition.” The King’s birthday honours’ list is an annual list of awards for notable achievements and public service contributions, vetted by committees made up of senior civil servants and independent members. Prime Minister Sir Keir Starmer said of the recipients: “From community champions to cultural icons, each recipient reflects the very best of Britain. I extend my heartfelt congratulations and gratitude to them all.”

Leading timber supplier, James Donaldson Timber (JDT) has appointed Mike Ellison to the role of general manager at its new flagship site in Chorley. An engineer by trade, Mike brings a wealth of experience and transferable skills to the team, with ten years of operational management in the packaging industry and 20 years as a maintenance engineer. Originally from Ormskirk, Mike joins JDT from CPS Paper Products where he was business operations manager, leading a team of five and a site of 50. Prior to that, he was production manager at leading sustainable packaging supplier, DS Smith. Mike joins JDT at a transformational period for the business, with the remit to set up and manage the new 110,000ft2 manufacturing facility in Botany Bay Business Park. Well experienced in lean manufacturing, Mike brings knowledge and expertise to support the team as they transition into a new phase of operations. The flagship site has the capability to more than double current production capacity and improve operational efficiencies for JDT, with opportunities for market growth and diversification. The new factory is currently on target and expected to be fully operational by autumn 2025. Mike said: “I’ve had a very encouraging induction period, getting to know the team, the business and the wider Group. It’s such a positive, collaborative environment, with a great culture and real family feel – this move is the best decision I’ve made. The team ethic at senior level is brilliant and my colleagues at Brinscall and Chorley are superb." “Things are developing well with the new facility, so I’m really looking forward to getting the lines up and running and getting people in to see how fantastic it is. The increased capacity alone will have immediate benefits for customers, reducing lead times, enhancing the customer service experience and strengthening stock availability. There are endless opportunities, and I’m excited to work with the team to establish JDT Chorley as the market-leading site, while defining its place as a flagship unit for the 165-year-old Donaldson Group.” Iain Torrance, managing director of James Donaldson Timber said: “The new site at Botany Bay is a huge move for us as a business, and we need someone with the right experience and skillset to help take us forward with it. In the short time he’s been with us, Mike is proving to be exactly what we need. He brings excellent insight into lean manufacturing, which will be a great asset as we develop our offering.” Currently led by the sixth generation of Donaldson, the 165-year-old Donaldson Group comprises a total of 16 specialist timber and building product businesses and brands, operating throughout the UK.

HRH The Princess Royal was given an insight into JCB’s innovative hydrogen technology when she visited a special zone at the Royal Highland Show highlighting net zero innovations. The Princess was shown around the engine at the show in Edinburgh by JCB Principal Engineer Tom Beamish and JCB Engineer Cameron Scott, who are part of the team helping to develop JCB’s hydrogen technology. It was the hydrogen fuelled internal combustion engine’s second VIP visitor in 24 hours after Scottish First Minister John Swinney was shown around it on the opening day. The engine was the centrepiece of the Royal Highland and Agricultural Show Society’s Presidential Solutions Hub highlighting solutions designed to help meet Net Zero climate targets. It was also the first time it had been exhibited at an agricultural event. Tom Beamish said: “The Princess Royal was very interested in JCB’s development of the world’s first hydrogen combustion engine and spent several minutes with us talking about it, showing particular interest in the opportunities hydrogen offers for farmers. It was also great to show The First Minister the hydrogen engine and he was impressed that it was a completely new engine, which delivered the same power, performance and efficiency as the diesel equivalent, but with zero emissions. He was also struck by the fact it has been developed in the UK using in-house skills.” A team of 150 engineers has been working on the £100 million JCB hydrogen engine project for nearly four years. More than 150 evaluation units have been manufactured for exhaustive testing and a number of those engines – and the refuelling options that JCB has developed – are being evaluated in real world on-site situations by plant hire companies, with very positive results. In January, JCB’s hydrogen engine secured landmark rulings from licensing authorities allowing it to be used commercially in machines. This paved the way for a government decision on April 29th, changing the law to allow hydrogen-fuelled construction and agricultural machinery on public highways. In May, the 27 EU member states joined Great Britain in granting type approval for JCB’s hydrogen engine, clearing the way for its use and sale in non-road mobile machinery. George Lyon, President of the Royal Highland society, said: “Over the past year, the RHASS Presidency has been promoting new, innovative solutions that farmers can use to meet the challenge of Net Zero. We are delighted that JCB contributed to the Solutions Hub at the show with its new hydrogen engine, which represents an opportunity to switch to a “green” fuel while retaining familiar combustion engine technology.”

A new study of 2,000 respondents released by the UK's leading Out of Home media and infrastructure company, Bauer Media Outdoor, formerly Clear Channel UK, revealed that despite the cost-of-living crisis, UK consumers maintain strong spending power, as 38% of Brits reported spending more of their disposable income now than in the past year. Bauer Media Outdoor’s recent Audiences in Focus report also indicated growth in consumer confidence, with 36% of Brits reporting having less rigid budgets and treating themselves more, compared to the same period last year (20% YoY increase). Focusing on consumer spending power, the report revealed that travel topped the list of disposable income spending for Brits, with 1 in 3 (33%) splashing out on it. Clothes (26%), home improvements (25%), entertainment (23%), and hobbies (20%) round out the top five sources of disposable income spending. The research data shows a clear divide in how each age group uses their disposable income. Gen Z spends their disposable income on snacks (32%) and entertainment (26%), while Millennials prioritise clothes (37%) and travel (30%). Those aged 35 and over spend most of their disposable income on travel, and this preference increases with age. Aberystwyth, Glasgow, London, Manchester, Sunderland, Newcastle, Birmingham, Chelmsford, Belfast and Portsmouth have emerged as the top 10 cities and towns with the greatest increase in disposable income spending over the past year. Contrary to the belief that big cities have a monopoly on spending power, the data shows that people from all over the UK are actively choosing to spend their disposable income. Motivations behind spending disposable income include serving as a mood boost (32%), seeking new experiences (31%), for self-improvement (23%), and in pursuit of social connection (19%). When it comes to generational differences, 18-24-year-olds (32%), 45-54-year-olds (41%), and 55-65-year-olds (34%) prioritise the mood-boosting abilities of spending. An impressive 45% of 25-34-year-olds spend their money in the name of self-improvement. For 35-44-year-olds (38%) and those 65 and over (21%), new experiences are the main reason for supplementary spending. Other key findings from the study: Nearly 1 in 5 (19%) people spend their disposable income on their partner. 1 in 3 (29%) Brits spend their disposable income on themselves, while a similar percentage spend their extra cash on their kids (28%). The higher a person’s income, the more likely they are to spend their disposable income on their kids. 1 in 3 (32%) of Gen Z cite social connection as one of the reasons for spending their disposable income. Interestingly, this reason loses popularity with age. Grocery shopping (69%), travel (31%), eating out (29%), quality time with family (26%), and clothes shopping (18%) are the main categories people spend most of their money on. 1 in 20 (5%) Millennials go out every day, making them more socially active than Gen Z, of whom only 2% do the same. The younger generations are more likely to spend money on socialising than their older counterparts, with 18-24-year-olds (21%) and 24-44-year-olds (18%) investing more in their social lives than 45-64-year-olds (16%) and those aged 65 and over (15%). Nearly 1 in 5 (19%) Gen Z spend their money on watching films. Nearly 1 in 10 (9%) of the younger members of Gen Z spend their income on dating. Ben Hope, Marketing Director at Bauer Media Outdoor UK, says: ‘’It’s a common misconception that only big cities have consumer potential. Our insight challenges that theory. Across the UK, there are consumers with a strong spending power, in cities both big and small." "Our report reinforces the opportunities available and unveils untapped markets for brands, whilst helping them understand how best to reach consumers and map their OOH advertising investment to get more from their media.”

Big Shots, the furnishing industry’s much-loved clay pigeon shoot in aid of The Furniture Makers’ Company, celebrated its 30th anniversary in spectacular style, raising a record-breaking £46,000. Held on Wednesday 11 June 2025 at the stunning Holland & Holland shooting grounds in Northwood, Middlesex, the milestone event brought together over 160 industry professionals for a thrilling day of sport, camaraderie and charitable giving – all in support of people from the trade facing hardship and to inspire new talent entering the industry. Kicking off with a hearty breakfast, the day got underway with a blast from Holland & Holland’s antique cannon, before teams made their way around ten shooting stands set across 60 acres of countryside. Alongside the main 100-bird competition, guests tested their skills on novelty stands such as flash clays and the ever-popular eight-straight stand. Following a three-course lunch and drinks reception, the celebrations continued with a lively auction and charity raffle, including a special prize donated by Hypnos – a wine collection worth over £2,000 – and the much-enjoyed wine pull, where guests paid for a mystery bottle ranging from fine vintage to cheeky plonk. Among the fierce competition, several shooters stood out: Top Gun Male: Tom Prestwich (Belfield Group) – 106 points Top Gun Female: Nicky Hutten (Minotti) – 81 points Top Gun Novice: Jack Cochrane (Furniture Village) – 89 points Top Team: The Fighting Twenty Fifth (RAF) – 431 points Runner Up Team: Sharpes Shooters (2 Rifles) – 405 points Top Novice Team: Clay-Z and the Snipers (Furniture Village) – 378 points Four Man Flurry Winners: Sharpes Shooters (2 Rifles) – 83 points Special mentions also went to: Worst Male Shot: Billy Sanchez (Furniture Village) – 29 points Worst Female Shot: Susie Bartlett (Furniture Village) – 28 points Charlie Harrison, managing director at principal sponsor Furniture Village, said: “It was a fantastic way to mark 30 years of Big Shots – a brilliant event full of friendly competition and an incredible fundraising total." "We’re proud to continue supporting an industry charity that means so much to us all.” Jonny Westbrooke, CEO of The Furniture Makers’ Company, added: “Big Shots is always a highlight of the year, and this year’s 30th anniversary was truly exceptional. Thank you to everyone who took part, donated, and helped us raise a record £46,000. Your generosity helps us continue our essential work across the industry.” The 31st edition of Big Shots will take place on Wednesday 10 June 2026.

Sustainability must form the core of economic theory and policy, rather than being an afterthought in order to have any chance at making a positive impact, according to a new paper from Rotterdam School of Management Erasmus University (RSM). The argument, set out by Hans Stegeman, Chief Economist and Group Director Impact & Economics at Triodos Bank, in his dissertation; 'Transforming Economics for Sustainability', states that as long as sustainability does not form the core of economic theory and policy, attempts at creating sustainable change remain superficial, fragmented and ultimately ineffective. "If you keep looking through old worldviews, you never make the transition to a new economy. And if you don't do that, the end of our current economic system is inevitable. It will collapse," Stegeman says. His paper sets out the structural problem that exists in economic practice. Economic theory, it notes, has historically developed as a response to the problems of its time. In the post-World War II period, the emphasis was on material scarcity and reconstruction – hence the focus on growth, productivity and efficiency. But many of those assumptions, Stegeman shares, have since solidified into economic orthodoxy, even though modern challenges such as climate change, biodiversity loss and structural inequality are fundamentally different. "We still treat environmental damage and social inequality as external factors," states Stegeman. "But if we take sustainability seriously, that must be our starting point." The central question Stegeman addresses in his dissertation is: how can we integrate sustainability – defined as the condition of a system that maintains itself both ecologically and socially continuously and indefinitely – into economic theory, policy and practice? Stegeman’s paper identifies five key insights: There is no single form of wellbeing : What people need to live well varies by situation. Ecological recovery requires something different than social connection. Policymakers must therefore better examine which type of wellbeing should be central in a particular domain. Interconnected systems create knock-on challenges : Economic, ecological and social systems are interdependent. Economic activities often directly impact the environment, while social systems determine how people interact with their surroundings. When one system reaches certain limits, it can negatively affect other systems. For example, climate change (an ecological problem) can lead to food shortages (an economic and social problem). We must abandon the idea that adding up all personal choices gives a good picture of what is good for society as a whole : Collective interests may conflict with individual preferences. This is precisely where social relationships and institutions play a crucial role in finding positive routes forward. Worldviews shape institutions : What is seen as 'realistic' policy is often based on prevailing mindsets rather than actual necessity. Gradual improvement is not enough : For major problems like climate change or biodiversity loss, we often think we can improve step by step. But this idea comes from a worldview where systems are stable and natural steady growth leads to solutions. In reality, many systems work with tipping points: if we react too late, the whole system collapses. Based on these insights, Stegeman’s paper makes several policy recommendations, advocating for thorough adaptation of macroeconomic models with ecological boundaries and social foundations at their centre, fiscal and financial instruments focused on promoting long-term public value rather than short-term efficiency, and new forms of collaboration where different groups can participate in decision-making. Sustainability, he concludes, should no longer be seen as a brake on the economy, but as the foundation for a new form of economic progress.

Nearly a third (30%) of UK small and medium sized enterprises (“SMEs”) have had to stop or pause an area of their business because of a lack of finance over the last two years. This comes amid ongoing economic uncertainty driven by geopolitical tensions and global tariffs and is according to the fourth annual SME research survey commissioned by Manx Financial Group PLC. Key Findings: 30% of SMEs have had to stop or pause business because of lack of finance 9% unable to access external finance despite attempts to secure it Top funding barriers include high costs, inflexible repayment terms, lengthy application processes 38% of SMEs expect stagnant growth in the year ahead – up from 25% in 2024 With suitable finance, most SMEs believe they could grow by up to 13% The most common activities that SMEs have been forced to pause or stop because of a lack of financing were hiring personnel, R&D, launching new products, marketing and expanding into new markets. Manx Financial Group’s research showed the number of businesses that have paused an area of their activity continues to be sizeable (31% in 2024) while one in ten (9%) SMEs that looked to secure external finance and/or capital were unable to access it. The most popular external finance options for SMEs were secured loans and invoice financing. The survey also highlighted that the biggest barriers faced by SMEs in sourcing external finance and/or capital were that it was too expensive (33%), that there was a lack of flexibility with repayment terms (28%) and the process took too long (28%). SMEs also cited other barriers such as the fact that the lender did not understand their business (16%). More businesses are anticipating stagnant growth over the next 12 months – nearly two in five (38%) compared to a quarter (25%) last year and 27% in 2023. However, with appropriate external finance, most SMEs believe they could grow their business by up to 13% in the next 12 months. Douglas Grant, Group CEO at Manx Financial Group PLC, commented: "Our research highlights a persistent challenge for UK SMEs: accessing finance remains difficult, and this funding gap threatens not only their survival but also the broader UK economy. With SMEs generating around half of all private sector turnover, limited access to credit is a serious drag on national growth, especially during such volatile and uncertain times." "High borrowing costs, inflationary pressures, and a tightening labour market are compounding the strain. While some firms have shielded themselves with fixed-rate debt, many others are now facing rising costs without a financial safety net." "As the SME lending landscape evolves, the Government must prioritise targeted measures to unlock credit, boost lender collaboration, and accelerate growth. Despite strong rhetoric, there’s still a gap between ambition and action, leaving both traditional and alternative lenders key to supporting SMEs through economic turbulence and rising fiscal pressures."