Prime Appointments Recruitment Agency is thrilled to announce a fantastic start to 2025 with a new chapter in its history. Jack O’Brien has been appointed Joint Managing Director alongside founder and mother, Robyn Holmes. This momentous occasion marks a significant step forward for the family business, which has been proudly serving the community since its founding in 1992. Prime Appointments was established by Robyn Holmes with a vision to deliver exceptional recruitment services rooted in integrity and community values. Starting from a small office on Witham High Street, Robyn’s dedication and leadership have transformed the company into a leading independent recruitment agency, now with an additional office in Bury St Edmunds, Suffolk. Reflecting on the company’s journey, Robyn said: “It takes a great team to make a business successful. Being transparent with our team about the planned future of the business has always been key. At Prime, we have an open-door policy and ensure all staff feel they are part of our family and its core values.” Now, as Jack steps into his new role, he will work closely with Robyn to continue the company’s growth and evolution. Building on a Strong Foundation Jack joined Prime Appointments in 2011 and has held various roles, gaining valuable experience across all levels of the business. His dedication and hard work culminated in his appointment as Director in 2020. Over the years, Jack has earned the respect of his colleagues and clients alike. Speaking about his new role, Jack said: “It’s a true privilege to take on this role and continue the fantastic work that Mum and the whole Prime team have achieved over the years." "I look forward to building on the strong foundations, embracing new challenges, and ensuring that Prime Appointments thrives for years to come.” Robyn expressed her excitement about the transition: “Prime Appointments has always been a family business, and I’m thrilled to welcome Jack into the role of Joint Managing Director. His drive and passion make him the ideal person to work alongside me as we build on the success we’ve established over the years.” Looking Ahead This leadership change also signifies a shift for Robyn, who will transition into the role of Chairman over the next 18 months. Jack will collaborate closely with Finance Director Layla Drewell, who has been instrumental in streamlining processes and delivering key management insights. Together, they are committed to ensuring Prime Appointments continues to lead in service, quality, compliance, and transparency across East Anglia. In addition to Jack’s appointment, Katie Holmes, Robyn’s daughter, has played a vital role in the business since joining in 2019. As Manager of the Office & Finance divisions, Katie’s contributions have been key to the company’s success. Robyn noted: “Katie has been a vital part of our team, and her efforts have helped us grow and strengthen the company. With Jack and Katie working together, I am confident that Prime Appointments will continue to thrive and adapt to the changing recruitment landscape.” Katie added: “It’s an exciting time for the business. I am thrilled for Jack and proud of his achievements. I look forward to collaborating with him to take Prime Appointments to the next level, expanding our services to meet the evolving needs of our clients and candidates.” Commitment to Community Prime Appointments has a long-standing commitment to charitable work, particularly in supporting Alzheimer’s research and care. Over the past six years, the company has raised an impressive £260,291 for their chosen Alzheimer’s charity, with a new target of £300,000. Jack and Katie have both participated in fundraising events, including skydives, local Half-Marathons and most recently the London Marathon, showcasing their dedication to making a positive impact. Jack emphasised the importance of continuing this work: “The money we raise is so important to so many people. It’s an honour to contribute to such a meaningful cause, and I’m committed to helping us continue to raise money and reach our next target.” Prime Appointments is a leading independent recruitment agency specialising in six divisions, Accountancy and Finance, Commercial & Office, Food & Beverage, Health & Social Care, Technical & Engineering and Industrial & Warehouse. Founded in 1992 and based in Witham, Essex & Bury St Edmunds Suffolk the company is dedicated to connecting businesses with top talent while maintaining a focus on integrity, quality, and community.

Deloitte ’s latest survey of UK Chief Financial Officers (CFOs) shows that business optimism fell to a two-year low in the fourth quarter. A net 26% of CFOs reported feeling more pessimistic about the prospects of their business than three months ago, marking the first time sentiment has tipped into negative territory since the second quarter of 2023. Nonetheless, confidence is well above the lows seen in 2020 and 2022. Key Findings: CFOs are responding to the upcoming rise in employer NICs by cutting costs; UK corporates expected to cut capex, discretionary spending and hiring over the next 12 months, reporting the sharpest fall in hiring expectations since the pandemic; Finance leaders expect the Bank of England to reduce interest rates to 4.0% by the end of 2025; Business optimism has fallen but remains well above the lows seen in 2020 and 2022; CFOs rate the UK as a more attractive destination for investment than ‘developed Europe’. CFOs are entering 2025 with a sharp focus on cutting costs. When asked how they plan to respond to the forthcoming rise in National Insurance Contributions (NICs), CFOs chose cutting costs as their top strategy. Raising productivity and prices for customers were rated as lesser, but important, strategies for dealing with the increase. Finance leaders rate cost reduction as the top priority (52% rating it as a strong priority) for their business for the 11th consecutive quarter. They see this as part of a broader corporate sector squeeze on spending, with a net 58% expecting UK corporates to cut discretionary spending, and a net -64% expecting increases in hiring, which is a four year low. Employment expectations have seen the sharpest fall since the start of the pandemic in early 2020. Only 18% of finance leaders on the panel think that now is a good time to take additional risk onto their balance sheets, the weakest appetite for risk in five quarters. Ian Stewart, chief economist at Deloitte, said: “With cost control to the fore in the wake of the Budget, CFOs have trimmed expectations for corporate investment, discretionary spending and hiring in the next 12 months. But despite a fall in business confidence, we expect to see UK growth picking up over the summer on the back of easy fiscal policy and interest rate reductions, with GDP growth likely to exceed the 2024 outturn and the performance of the euro area.”    High Inflation And Interest Rate Worries Fade CFOs see wage pressures easing over the next year and expect the Bank of England to reduce interest rates by 75 basis points to 4.0% by the end of 20254. Although CFOs reported a very modest increase in the cost of credit in the fourth quarter, credit conditions remain much better than in 2023. A net 41% rated credit as available, while a net 49% rated it as costly. Wage increases are slowing, with the CFOs reporting that average wages rose by 4% at their business over the past 12 months, down from 4.6% in the previous edition of the survey. They expect the pace of wage increases to slow further, to 3.2% over the next 12 months. Geopolitics Tops External Risk List Again, As Uncertainty Rises Geopolitics (rated at 655) tops the CFOs’ risk list6 for businesses for the tenth time in the last 12 quarters. Concerns over competitiveness in the UK economy (rated at 55) have edged up, having been running above the long-term average for the past two years. This quarter saw a notable drop in worries over US growth (rated 44, down from 53 last quarter). Finance leaders described an increase in economic uncertainty in the fourth quarter, with the proportion saying their business faced a high or very high level of external uncertainty rising to 40%. Although this is a one-year high, it remains below the post-EU-referendum average (51%). US Most Attractive When It Comes To Investing This quarter’s survey included a special question on the attractiveness of different destinations for business investment. UK CFOs rate the US as by far the best destination for investment, with a net 59% rating it as an attractive investment proposition. While investing in the UK (net -12% attractive) remains more attractive than in other ‘developed European economies’ (net -36% attractive), it has seen the sharpest deterioration in attractiveness of any major region, with a net -63% saying that its attractiveness has improved over the past ten years. Meanwhile, India and major Middle Eastern economies are seen as having become much more attractive over that period, performing strongly in the rankings (net 16% and 7% attractive respectively and improvement over the last 10 years by net 42% and 34% respectively). Ian Stewart added: “The UK ranks as a more attractive location for investment than the euro area, but overall, the US ranks by some margin as the most attractive destination for business investment highlighting the competitive challenge posed by a fast-growing US economy. 2025 seems likely to be a year of continued if modest UK growth." "Looking ahead, a continued emphasis on policies to unlock the UK’s potential remain key to shifting the trajectory of activity.”

The 20th edition of the World Economic Forum’s Global Risks Report, released today, reveals an increasingly fractured global landscape, where escalating geopolitical, environmental, societal and technological challenges threaten stability and progress. While economic risks have less immediate prominence in this year’s survey results, they remain a concern, interconnected with societal and geopolitical tensions. State-based armed conflict is identified as the most pressing immediate global risk for 2025, with nearly one-quarter of respondents ranking it as the most severe concern for the year ahead. Misinformation and disinformation remain top short-term risks for the second consecutive year, underlining their persistent threat to societal cohesion and governance by eroding trust and exacerbating divisions within and between nations. Other leading short-term risks include extreme weather events, societal polarization, cyber-espionage and warfare.   Environmental risks dominate the longer-term outlook, with extreme weather events, biodiversity loss and ecosystem collapse, critical change to Earth systems and natural resources shortages leading the 10-year risk rankings. The fifth environmental risk in the top 10 is pollution, which is also perceived as a leading risk in the short term. Its sixth-place ranking in the short term reflects a growing recognition of the serious health and ecosystem impacts of a wide range of pollutants across air, water and land. Overall, extreme weather events were identified prominently as immediate, short-term and long-term risks.   The long-term landscape is also clouded by technological risks related to misinformation, disinformation and adverse outcomes of AI technologies.   "Rising geopolitical tensions and a fracturing of trust are driving the global risk landscape" said Mirek Dušek, Managing Director, World Economic Forum. "In this complex and dynamic context, leaders have a choice: to find ways to foster collaboration and resilience, or face compounding vulnerabilities."     Fractured Systems, Fragile Futures The report, which draws on the views of over 900 global risks experts, policy-makers and industry leaders surveyed in September and October 2024, paints a stark picture of the decade ahead. Respondents are far less optimistic about the outlook for the world over the longer term than the short term. Nearly two-thirds of respondents anticipate a turbulent or stormy global landscape by 2035, driven in particular by intensifying environmental, technological and societal challenges.   Over half of respondents expect some instability within two years, reflecting the widespread fracturing of international cooperation. Long-term projections signal even greater challenges as mechanisms for collaboration are expected to face mounting pressure. Societal risks such as inequality and societal polarization feature prominently in both short- and long-term risk rankings. Rising concerns about illicit economic activity, mounting debt burdens and the concentration of strategic resources highlight vulnerabilities that could destabilize the global economy in the coming years. All these issues risk exacerbating domestic instability and eroding trust in governance, further complicating efforts to address global challenges.   All 33 risks in the ranking increase in severity score over the longer term, reflecting respondents’ concerns about the heightened frequency or intensity of these risks as the next decade unfolds.   "From conflicts to climate change, we are facing interconnected crises that demand coordinated, collective action," says Mark Elsner, Head of the Global Risks Initiative, World Economic Forum. “Renewed efforts to rebuild trust and foster cooperation are urgently needed. The consequences of inaction could be felt for generations to come." A Decisive Decade: Collaboration As The Key To Stability As divisions deepen and fragmentation reshapes geopolitical and economic landscapes, the need for effective global cooperation has never been more urgent. Yet, with 64% of experts anticipating a fragmented global order marked by competition among middle and great powers, multilateralism faces significant strain.   However, turning inward is not a viable solution. The decade ahead presents a pivotal moment for leaders to navigate complex, interconnected risks and address the limitations of existing governance structures. To prevent a downward spiral of instability – and instead rebuild trust, enhance resilience, and secure a sustainable and inclusive future for all – nations should prioritize dialogue, strengthen international ties and foster conditions for renewed collaboration. The Global Risks Report is the World Economic Forum’s flagship publication on global risks, now in its 20th edition. Produced by the Global Risks Initiative at the Forum’s Centre for the New Economy and Society, the report leverages insights from the Global Risks Perception Survey, which draws on the views of over 900 global leaders across business, government, academia and civil society. The report identifies and analyses the most pressing risks across immediate, short- and long-term horizons, aiming to equip leaders with foresight to address emerging challenges. It serves as a key resource for understanding the evolving global risk landscape and fostering collective action to build a more resilient future.   For more information, visit the Global Risks Initiative and read the full report here

After three months of stagnation, the UK economy saw a modest growth, largely thanks to increased activity in pubs, restaurants, and the construction sector. According to official data, the economy expanded by 0.1%, following contractions in the previous two months. This return to growth will be a positive indicator for the government, especially after recent financial market turbulence led to soaring borrowing costs and a drop in the pound's value. However, the growth was less than economists had anticipated, with declines noted in manufacturing, business rentals, and leasing. Chris Sims, Chief Commercial Officer, UK Business, BT, comments: "Today's figures are a welcome sign of resilience for the UK economy. And this week’s AI announcement by the Government is a clear example that technology is a lever to help turn this resilience into recovery. Small businesses, the engine room of the UK economy, will be at the heart of this – and supporting their tech-enabled growth will also boost our international competitiveness." "Sustained growth, however, will require more than just policy changes. Large businesses have a vital role to play by sharing expertise and resources with small firms, especially to bridge the digital skills gap. Only through collaboration can we underpin long-term productivity improvements across the economy."   "We must also make the case for tech modernisation clear to all businesses. A fifth of UK SMEs still rely on outdated technologies, showing there’s significant untapped growth potential. By embracing innovation, these businesses can unlock the full power of our digital economy," concludes Chris. Michael Brown Senior Research Strategist at Pepperstone, adds: This morning's UK GDP figures pointed to the economy having returned to growth in November, expanding by 0.1% MoM, snapping a run of back-to-back monthly contractions which had begun at the end of the third quarter. Clearly, though, such an anaemic pace of growth is hardly worth celebrating." "Furthermore, it remains important not to over-extrapolate from a single month's worth of data, particularly with recent sentiment surveys continuing to point to a huge degree of pessimism, and caution, from businesses and consumers alike. This, though, is unlikely to show up in 'hard' data until figures for the early months of 2025 are released. Overall, risks to the UK outlook continue to tilt to the downside." "Furthermore, the figures do nothing to change the narrative in the grand scheme of things, in that the UK continues to grapple with a grim macroeconomic backdrop, of largely stagnant economic growth, combined with stubborn price pressures. On top of this, after the recent sell-off across the Gilt curve, Chancellor Reeves's fiscal headroom has been all-but-eroded, likely leading to further tax hikes and/or spending cuts as 2025 progresses, thus posing a further stiff growth headwind," concludes Michael. Martin McTague, National Chair of the Federation of Small Businesses (FSB), said: “November’s nearly-flat growth in GDP offers little comfort to small firms, and it reflects the difficult trading conditions they have been consistently reporting."   “However, yesterday’s news that inflation rose by less than expected  will give small firms a measure of hope that interest rates could fall in the near future, something that is badly needed."   “The Government must now make good on its statements that growth is its number one priority. Its recent call for regulators to put forward suggestions for growth-friendly changes they could make is one small businesses will welcome. Support for small firms must also be at the core of the three strategies which will be unveiled this spring: the Industrial Strategy, the Small Business Strategy and the Trade Strategy." “Looking ahead, the proposed changes in the Employment Rights Bill are much less promising. With nine in ten small firms expressing concern about the Bill, and with two-thirds saying they are preparing to hire fewer staff, the Bill risks dampening growth, and harming the economy by reducing employment levels and deterring expansion." “The forthcoming Spending Review must be used by the Government as an opportunity to look at how to support small businesses. Small business owners, limited company directors, and the self-employed should be shielded from future tax rises, as it is small and medium-sized businesses who are the ones with the greatest potential to grow, if given the right conditions," concludes Martin. Isaac Stell, Investment Manager at Wealth Club said: "The UK economy spluttered back to life in November with growth of 0.1%, following two months of negative growth in September and October. The small amount of growth achieved in November will likely take further heat off a chancellor that has been under significant amounts of pressure over the last few weeks." "Services output, the engine room of UK economic growth grew by 0.1%, Construction output grew by 0.4% and Production output declined by 0.4%." "The latest figures will be welcomed by the Government, however small they are, and when coupled with yesterday’s inflation undershoot  provide a small glimmer of hope. However, Reeves and co will not want to hang out the bunting just yet as challenges certainly remain in the form of upside surprises to inflation and businesses having to shoulder significant rises in national insurance contributions come April." "However, with an economy that is far from firing on all cylinders, and inflation, for the moment moderating, much needed rate cuts from the Bank of England look like a real possibility.” Commenting on the modest rise in UK GDP offering a glimmer of encouragement, Douglas Grant, Group CEO of Manx Financial Group, said: “A modest rise in UK GDP offers a glimmer of encouragement, but challenges remain, particularly for SMEs. High inflation continues to squeeze costs and consumer spending, while geopolitical instability and fragile supply chains demand diversification and sustainable practices." "SMEs must prioritise agility in adapting to potential fiscal and regulatory changes, managing cash flow, and leveraging cost-effective AI and digital tools to boost efficiency." "Upskilling workforces and embracing flexible labour models will also be crucial in attracting and retaining talent. With investment hesitancy rising, adaptable lending strategies and a focus on resilience are vital to navigating this uncertain economic landscape."    “The current challenges facing SMEs is reflected by research from Manx Financial Group which reveals that nearly a third of UK SMEs have paused or scaled back operations due to financial constraints. Although this marks an improvement from 40% in 2023, significant hurdles persist. Access to external financing remains a challenge for around 10% of SMEs, highlighting the need for a more stable and inclusive lending environment. With the SME lending landscape rapidly evolving, Labour must urgently recalibrate its policies to better support these essential businesses." As Douglas concludes: “Given SMEs’ role in driving growth, employment, and innovation, the Labour Government must foster a supportive lending environment for their resilience and expansion. Both traditional and alternative lenders are key to this, as inadequate financing could hinder recovery amid rising taxes, geopolitical tensions, and cost-of-living pressures."

A Nottingham-based packaging giant has bolstered its current machinery fleet by investing in a £1.4m die-cutter. The Bobst Expertcut 106 PER 3.0 is the latest machine to arrive on site after a massive investment programme for the Nottingham headquarters. It had to be specially built from scratch in Switzerland, before making its way to The Wilkins Group in Colwick Nottingham. It is anticipated that the new addition will further increase productivity and efficiency in the production of folding cartons for the global brand and help deliver its full order book for 2025. The new machine is equipped with Bobst’s latest ‘Smart Feeder 2’ technology as well as an APT logistics system. This specialist machine die-cuts printed sheets and then strips the internal waste away and fully blanks the cartons onto the pallet, all at a tremendous 9,000 sheets per hour. It is expected that the new Expertcut 106 PER 3.0 will handle 40 million sheets annually. Joint managing director Justin Wilkins said: “Equipped with a Centreline system, this new equipment will allow for quick job changeovers, enhancing our productivity and ultimately enhancing our efficiency and delivery for customers." "It will ensure that we can maintain the quality that our customers are used to whilst adding to our order book for 2025." The commissioned Expertcut 106 PER 3.0 includes power register 3, which automatically controls the print register, ensuring a high-quality job every time. In addition to the ‘Smart Feeder 2’ technology, the machine boasts an independent feeder with electrical drive-shaft as well as ‘Quick Set’ and ‘Stop & Go’ functions. The Expertcut also has an APT logistics system, which automatically changes the pallets over and does not require any operator intervention. The Wilkins Group is a family run firm that produces food packaging for many of the UK's leading brands – including Pukka, Pizza Express, Harrods, and Cadbury’s to name a few. It also is credited with producing bespoke and award-winning items such as eco-friendly hangers and the iconic M&S light-up glitter gin bottles. Justin added: “We have bought many machines from Bobst over the years and this latest addition, with its enhanced features such as the APT logistics system, further expands and enhances our die-cutting capabilities. It will ensure that our ambitious plans for the future remain on track.” The new Bobst Expertcut 106 PER 3.0 marks the latest investment in The Wilkins Group’s UK headquarters. The die-cutting department now is unrivalled in the industry and the company is super proud of its achievements in this area.

Future of Roads Minister Lilian Greenwood MP dropped into JCB on National Pothole Day – to see close up a machine which is helping fix the nationwide scourge of Britain’s highways. The Nottingham South MP visited the JCB Power Systems factory in Foston, Derbyshire to watch the JCB Pothole Pro in action. Derbyshire has been highlighted as the worst area in England for potholes and is set to benefit from a share of the Government’s record £1.6 billion investment to resurface roads across England. JCB’s Pothole Pro - which is already in use with councils across the UK - can fix a pothole in eight minutes at a cost of around £30 – half the cost of traditional methods. Lilian Greenwood said: “Today is National Pothole Day and I am absolutely delighted to be with JCB in Derbyshire. We are investing a record £1.6 billion in fixing our roads, which is going to make a real difference to constituents not just here in Derbyshire, but across the whole of England, which will see smoother and safer roads." “It’s really important that we make best use of that funding and local authorities look at what new technologies and innovations they can adopt to make sure they can fix as many potholes in a permanent way." “One of the things people get really frustrated about is that a pothole gets fixed and then it’s in the same state a few months later, so it’s really important that local authorities are looking at new innovations and equipment. JCB’s Pothole Pro is one of the many great examples of using new technology to repair potholes faster and demonstrates how companies are harnessing new technology to repair potholes faster.” JCB Municipalities General Manager Ben Rawding said: “As the Government embarks on a huge investment in England’s roads, we were delighted to show the Future of Roads Minister just how innovative and cost effective the JCB Pothole Pro is at providing a permanent fix for potholes.”

Managing Director of AW Hainsworth, Amanda McLaren, has been recruited to the position of Deputy Lieutenant of West Yorkshire by the Monarch’s Lord-Lieutenant, Ed Anderson CBE. Amanda will support Ed Anderson CBE, the Monarch's personal representative in West Yorkshire, in representing the Crown, developing closer links among the community, and upholding public service and civic engagement traditions. The Lord Lieutenant’s duties can include escorting royal visitors with official visits to West Yorkshire, representing the King at community events, being involved in the honours system – including presenting them on behalf of the Crown and generally contributing to the community with involvement in local events. She was appointed to the role at the same time as new Deputy Lieutenant Canon Kersten England CBE. Amanda is an Executive Board Director who has worked with UK-based SMEs and global manufacturing businesses over the last 35 years, gaining experience in mechanical engineering, electronics, automotive, leisure and textile sectors. For over 20 years, she has operated at executive board level within the textile sector, always maintaining a passion for a ‘people-first approach’ to doing business throughout her professional career. In her current role at AW Hainsworth, Amanda has been credited with personally driving a mental health and wellbeing strategy throughout the business over the last three years, with many employees benefiting from further education and awareness through professionally run workshops and personal support from the company’s on-site mental health counselling service. Amanda has always lived in West Yorkshire and has studied and worked in and around the county for most of her career. She sits on the LITAC (Leeds University Institute for Textile and Colour) Committee, representing as an industry expert, and is also a Non-Executive Director on the Huddersfield-based TCEO (Textile Centre of Excellence) Board, an indication of her passion for UK Textile manufacturing. Aside from her professional career, Amanda has been married to her husband, Mark—an experienced mechanical engineer—for over 33 years. They have two adult children, Alyssa and Ethan. Amanda explains, “I was honoured to be nominated by Ed Anderson to become a Deputy Lieutenant for our region. Receiving my commission of appointment by command of HM the King was a very proud moment." “I’m looking forward to assisting with any duties that may be required within the Lieutenancy, contributing to the local community and working closely with the other Deputy Lieutenants for West Yorkshire, deploying my professional and personal knowledge and experience.” AW Hainsworth is a heritage textile mill established in 1783 and based in West Yorkshire, that integrates the traditional qualities of craftsmanship with cutting-edge innovation and product development to create exquisite woollen cloth, high-performing textiles, and iconic fabrics for customers worldwide. The specialist textile company is the parent company to Hainsworth Signature Fabrics, Hainsworth Protective Fabrics, Hainsworth Cue Sports Fabrics, John Atkinson by Hainsworth, Natural Legacy by Hainsworth, Northern Rubber by Hainsworth, and Replin by Hainsworth. The manufacturer has recently been granted a Royal Warrant of Appointment to His Majesty the King as Manufacturers of Furnishing Fabrics. The mill has held a Royal Warrant for two decades, initially awarded in 2004 and renewed periodically. Last year, the vertical production mill revealed a rebrand, achieved zero landfill status and collaborated with Clarks Originals.

The Department for Business and Trade’s (DBT) Made in the UK, Sold to the World Awards are open for SMEs to enter until 9 March, with the addition of two new categories and an expanded prize package to honour exceptional accomplishments in global trading.  The awards celebrate the international sales success of SMEs across the UK and provide a stepping stone for further growth and opportunity. This year, two new categories have been added: Digital & Technology and Export Services – the latter aiming to recognise the contribution of businesses that facilitate UK exports. The other categories cover Advanced Manufacturing & Construction; Agriculture, Food & Drink; Consultancy & Professional Services; Creative Industries; Education & EdTech; Financial Services & FinTech; Healthcare; Infrastructure and Engineering; Low Carbon Energy; and Retail & Consumer Goods.  Lloyds Bank has joined as a partner for the 2025 awards, in addition to the founding partner, the Chartered Institute of Export & International Trade. The winners’ package has been updated to include a year’s free business membership to the Chartered Institute; a working capital masterclass with a Lloyds Bank trade expert; professional photos of their business; and an invitation to the winners’ reception in London. They will also receive a trophy, certificate and digital badge, and bespoke promotion on DBT’s channels. Those that are highly commended will also receive a year’s free membership to the Chartered Institute.  Gareth Thomas, Minister for Services, Small Businesses and Exports, underscored the significance of the awards in recognising the ambition of small businesses across the country.   Gareth Thomas, Minister for Services, Small Businesses and Exports, said:   “When small businesses export, it opens a wealth of incredible opportunities. These awards are a testament to the innovation that British SMEs display day in, day out.   “As we enter the new year, our Plan for Change is about ensuring businesses across the country can thrive and grow. This will boost jobs and wages and firms that export are at the forefront of that growth. I encourage all those who have started on the exporting ladder to enter and showcase their success.”  Information on how to enter, including key dates, can be found here.

Private equity firms invest funds raised from institutional investors (such as pension funds, family offices and charitable trusts) in to privately held companies with the goal of sustainably growing or improving that business and creating value. The landscape in which private equity operates in the UK has dramatically changed in the past two decades. Both the amount of capital available to invest and the number of Private Equity houses investing in UK companies has grown since the financial crisis in 2007/08. As the PE industry has grown and matured, the prevalence of investing and supporting family-owned business has also grown. However, misconceptions about the private equity industry still exist which may be hindering succession and exit options for a family business. With the recent tax changes, some family businesses may be considering wider options for the transition of the business. This article attempts to de-bunk some myths around private equity and highlight some of the key benefits that working with a private equity fund can bring to a family business. Myth 1: Private Equity Investors Are Short-Term Focused. Although Private Equity investors are only temporary custodians of a business, their main goal is to drive long-term, sustainable value. This will involve working with management to create a value creation plan which sets out how the business will achieve its long term strategy and be in a better position than when the private equity firm firsts invests. The goal for investors is to create value, not just while the business is under private equity ownership but to also demonstrate value for its future owners. This often includes investing in people, supporting capital expenditure projects, targeted bolt-on acquisitions and other long-term commercial and operational initiatives. Myth 2: Private Equity Firms Bring In Their Own Management Team To Run The Business. A suitably incentivised management team is a key part of any investment story and the success of the business is reliant on that team to effectively execute the value creation plan. Private Equity firms are looking for strong management teams to back but can also be flexible around the circumstances of individuals within a team who may be looking to transition away from the business. Private equity firms can help strengthen corporate governance by providing additional expertise through specific non-executive support to help bolster a leadership team, if required. Myth 3: Private Equity Firms Only Look For High-Growth Tech Companies. Wrong! There are many different types of private equity funds, all of which will have a different investment strategy, covering all sectors and life-cycle stages. In contrast to Venture Capital funds who invest in start-up/early-stage businesses, Private equity funds typically invest in established businesses. Myth 4: Any Deal Will Take Too Long To Complete And The Information Requirements Will Distract From The Running Of Our Business. PE investors are experienced deal doers and aim to minimise distraction to businesses and management teams. For example at Endless we have a dedicated Financial Due Diligence team and are able to fully fund a deal ourselves which allows a streamlined process and keeps disruption to a minimum. Myth 5: Will Our Company Balance Sheet Be Loaded With Unsustainable Levels Of Debt? Typically, a Private Equity fund will use a mixture of debt and equity to fund a transaction. The Private Equity investor will look to create a capital structure that provides the business with funding for growth and carefully manages debt-service costs. One of the key aims of a Private Equity investor is to improve the company’s financial health. Deciding to pursue third party investment for a family business can be a really difficult decision, so finding an impactful, energetic and empathetic partner to work with during the transition is vital. Partnering with a private equity investor can provide a good option to ensure the smooth transition of ownership whilst securing an injection of capital to allow the business to pursue its growth objectives. About The Author: Rosie Ramsey is an Investment Manager at Endless LLP, a private equity investor who are looking to invest between £1m and £100m in to UK businesses across a variety of sectors with revenues of £15m to £1bn+. Endless take a hands-on approach, working with founders and Management teams to ensure the value they have created is protected and there is a smooth transition to new ownership. They offer a solution where the family's legacy remains intact, and the business's growth potential is maximised through access to capital, knowledge, skills and a broader network of business professionals. Endless’ impact is not just to provide capital and investment but also invaluable support and expertise. The team at Endless are always happy to discuss how private equity could be part of your succession story. If you would like to talk confidentially to explore whether private equity could be the right home for your business, please contact Rosie at roseanna.ramsey@endlessllp.com or visit their website here

Britain’s manufacturers believe the introduction of an industrial strategy will be a game changer for increasing investment and boosting productivity, while helping them secure the skills they need for the future according to a major survey published today. The findings come from the annual Make UK/PwC Senior Executive survey which asks senior manufacturing Executives on the opportunities, risks and challenges for their business in the year ahead, as well as the outlook for the UK and international economies. Key Findings: UK still seen as a competitive place to manufacture with boost to come from industrial strategy Almost six in ten companies will increase investment in response to an industrial strategy Almost half say a strategy will help them secure the skills they need and boost productivity Majority of manufacturers believe opportunities will outweigh risks in 2025 but, as many think UK economy will deteriorate as improve in 2025 More than nine in ten companies expect their employment costs to increase As well as the benefits from an industrial strategy, the survey shows that, despite the current challenges from escalating costs and a potential trade war, a majority of manufacturers believe that overall, the UK remains a competitive place in which to manufacture and the opportunities for their business in 2025 far outweigh the current risks. However, despite this view, as many think the UK economy will deteriorate as grow in 2025. In response, manufacturers are backing their belief in the UK as a place to manufacture with a significant emphasis on developing new products, entering new markets and upskilling and retraining staff. The survey also gives credence to the view of some Economists that companies will counter the impact of increased costs by investing in new technologies and automation to improve their efficiency. Following the recent consultation, Make UK is now urging Government to set out in detail as soon as possible the full proposals of a formal long term industrial strategy. Stephen Phipson, Chief Executive of Make UK, said: “Manufacturers have demonstrated their resilience over and over again in recent years and, despite the numerous challenges they face, those that remain innovative and are prepared to invest in new technologies, expanding markets and, most crucially, their people will continue to thrive. But, they can only do this if they are operating in the most favourable business environment and there is little doubt that the next twelve months are set to be immensely challenging in a complex international environment."    “To help companies navigate a way through these challenges it is now vital that Government sets out as a matter of urgency the immediate and significant priorities as part of its formal industrial strategy given the very clear benefits manufacturers believe this will bring." "By doing this, it will help re-boot business confidence and ensure the year gets off on a positive footing in terms of the relationship between industry and Government.” Cara Haffey, Leader of Industrials and Services at PwC UK, said: "While it's true that UK manufacturers are navigating a complex business landscape - compounded by rising costs - there's a palpable sense of optimism and resilience underpinning the sector's trajectory for 2025." "This optimism is fuelled by hopes of increasing clarity on the proposed UK industrial strategy, as well as a decisive shift towards technology adoption. The sector is moving from viewing technology as a source of incremental improvements towards acknowledging its power to transform operations." “Additionally, there's a strong focus on innovation, with companies investing in new product lines and business development to seize growth opportunities. This approach, alongside efforts in product development, upskilling, cost management, and embracing technology, positions manufacturers well to navigate challenges and contribute significantly to national economic growth." According to the survey, more than half of companies (57%) say they will increase investment in response to a long term industrial strategy. In addition, more than four in ten (43%) companies believe such a strategy will lead to increased productivity and a similar number (42%) say it will help them secure the skills they need for the future. The survey also shows that, despite the challenges companies are facing at home and abroad, almost half of companies (49%) believe the UK remains a competitive place to manufacture compared to a quarter who disagree. In addition, almost two thirds of companies (63%) believe the opportunities for their business in 2025 outweigh the risks compared to just over one in ten (14%) who disagree. Companies are responding to these challenges and opportunities by focusing on growth strategies with more than three quarters of companies (78%) developing new products, almost half deploying new technologies and more than a third (37%) planning to enter new markets. However, despite these positive intentions, as many companies think the UK economy will deteriorate in 2025 (34%) as improve (37%), while the challenges of increased costs are severe. Over nine in ten companies (92%) think their employment costs will increase, more than three quarters (76%) think the costs from other business taxes will increase and a similar number (72%) expect their logistics and transport costs to increase. In response, Make UK is urging Government to look at measures to mitigate these increases by reducing business rates in particular, as well as measures and incentives to aid decarbonisation and energy efficiency.

A Dorset funeral group has revealed a sharp increase in families choosing its ceremony rooms over traditional crematorium chapels. Douch Family Funeral Directors, a family-run business with a legacy spanning over a century, invested heavily in modern ceremony rooms at its branches in Ferndown, Parkstone, Blandford and Corfe Mullen. These rooms provide families with an affordable alternative to expensive crematorium services, allowing them to host personalised funerals and wakes in the same venue. They are designed to offer a cost effective, yet dignified way to say goodbye to loved ones. Each room is equipped with cutting edge technology and two of the branches also offer live streaming for those unable to attend. Managing director Nick Douch said: “Our seven branches are very much connected to a past that goes back more than a century – but as a family business we have always looked forward." “The nature of funerals has changed and increasing numbers of people are opting for less traditional arrangements." “Direct cremations have become popular, but many families find them too impersonal. With this trend in mind we invested heavily in our own ceremony rooms creating a middle ground that balances affordability with dignity." “Demand has been higher than we anticipated, as families appreciate the flexibility, comfort and cost savings our ceremony rooms provide. Families really do value the service and for some without these options there would be no service." “The rooms are also community assets and we host bereavement groups and other meetings, further demonstrating our commitment to supporting local communities. Additionally, we’ve partnered with venues such as Kingston Country Courtyard in the Isle of Purbeck and the Italian Villa at Compton Acres in Poole, expanding the possibilities for families to honour their loved ones." “At one time services were held either in a church or crematorium, but now there are many options available and we have diversified to reflect that – particularly with our ceremony rooms.”

Johnsons Nurseries Ltd is proud to announce the successful completion of its autumn/winter Plant Identification Training Program, an initiative aimed at enhancing employees' plant knowledge and skills. This seasonal training program exemplifies the company’s commitment to fostering professional development and building expertise within its team. 25 Employees who completed the program were formally recognized in a special ceremony, receiving certificates awarded by Group Managing Director Graham Richardson and Production Director Robert Richardson. The program builds on a year-round dedication to education, complementing earlier spring and summer Plant Identification Sessions. Together, these programs provide employees with an in-depth understanding of a wide range of plant groups across all seasons. In addition to Plant Identification Training, employees have had the opportunity to engage in Plant Health Training and enrol in the Bespoke ‘Introduction to Horticulture’ Course at Askham Bryan College. These initiatives ensure employees are equipped with a robust skill set that encompasses plant care, identification, and overall health management. Outstanding Achievements Throughout the program, employees demonstrated outstanding dedication. Simon Harrison and Ed Greaves achieved a perfect score of 20/20 in every session and 100% attendance. High scorers included Hannah Reilly, Sarah Perry, Kristian Kuzsel, Rolanda Peleckiene, Ashley Robinson, and Judah Muawuli, all of whom consistently excelled. The most improved participants were Ashley Robinson, Rolanda Peleckiene, Chris Pearce, and Tom Laws, showcasing their dedication to growth. New team members Liam Williamson, Charlie Binge, Richard Knowles, and Judah Muawuli made impressive contributions and achieved high scores despite being new to the company. Looking Ahead Group Managing Director Graham Richardson said: "Johnsons remains committed to ongoing employee development. Plans for 2025 include expanded training opportunities, such as the next round of the ‘Introduction to Horticulture’ Course at Askham Bryan, more Plant Identification Sessions, and more Plant Health Training." "Our investment in our team reflects our belief that a knowledgeable workforce is key to delivering the best possible service. We’re excited to continue building on this success.”