Research of more than 1,500 team members working across businesses globally shows the best and worst team habits that are impacting overall effectiveness – and what businesses should avoid, or do more of, to supercharge their teams this year. This is according to a report by strengths development organisation, Strengthscope ; the only strengths assessment available today with British Psychology Society Registered-Test status. Starting With The Worst… Participants report they are struggling with stretch habits that enable continuous performance improvements. Specifically, teams are struggling to provide constructive feedback to each other and collect feedback from key stakeholders and customers. These results suggest that most teams need to be more proactive in the gathering and delivery of feedback. Closely related to feedback, accountability was also found to be a challenge. The results show that team members believe their colleagues are less likely to be called into account when work is not delivered, or standards are not met. When teams lack accountability it can have a profound impact on motivation and cause a domino effect to other individuals within the team. Best Habits For Effectiveness But while teams struggle with feedback and accountability, they excel in building trust—a critical ingredient for success. Team members feel they are able to share their ideas and views, openly and honestly at team meetings and can rely on each other for help and support to get the job done. This helps build the strong relationships needed for sustainable high performance. When considering the most significant predictors of team effectiveness, the report identifies three standout areas that are common in high performing teams: each member’s role and contribution is clear, the team’s purpose is meaningful and understood, and there are measurable goals and implementation plans in place to help achieve this. All of which support the habit of clarity. Dr Paul Brewerton chartered occupational psychologist and founder of Strengthscope, comments: “Team habits correlate with team performance. HR and Learning & Development Managers can support their teams by helping them to acknowledge where they’re currently at and what their challenges are." "This will provide the context needed to build skills and behaviours that improve overall performance. In tandem, managers and leaders should ensure they are creating conditions for their teams to feel safe and confident, especially when it comes to delivering feedback.” The research is based on 1,588 team members completing Strengthscope’s assessment and development tool between October 2023 and September 2024. The assessments were completed by participants working in finance, marketing, HR, operations, IT, legal, sales etc. To further enrich analysis, the data is reflective of participants from the UK, Europe and the US. Download the full report to explore how your team compares here

A Nottinghamshire museum and tourist attraction has been given a cash injection after a global packaging giant named it as February’s charity in its ‘year of giving’ campaign. The campaign, launched by The Wilkins Group, based in Colwick, Nottingham, will see the firm making a donation each month throughout 2025 to local causes impacted by the current economic climate. Papplewick Pumping Station, a grade II* listed building and tourist attraction located in Rigg Lane, Ravenshead, is this month’s chosen charity partner. It received a cheque for £1,000 this week. Papplewick Pumping Station has been hailed as “Britain’s finest Victorian waterworks”. The freshwater pumping station celebrates its industrial heritage, preserving the pumping station thanks to enthusiastic volunteers, donations, and visitor numbers to the site’s award-winning family museum. Recognised as a Scheduled Ancient Monument by Historic England, the venue holds regular ‘steaming’ events as well as being a unique wedding venue. Justin Wilkins, joint managing director at The Wilkins Group, which makes food packaging for many of the UK's leading food producers, said: “We may be a global brand, but we are immensely proud of our Nottingham roots and want to support local attractions and charities that celebrate the city and county’s rich heritage." “Papplewick Pumping Station not only celebrates its past but also provides an educational and entertaining venue for the present and future.” The Wilkins Group announced its ‘year of giving' campaign in December. It kick-started the initiative with an innovative calendar and desk tidy that was sent to its customers as a Christmas gift. Each month, the calendar highlights a different Nottinghamshire charity, outlining its work and why The Wilkins Group would be donating towards each cause. In January, Green’s Windmill in Sneinton was the first chosen recipient of a donation. Justin said: "As February’s chosen charity cheque is handed over, we want to take a moment to recognise and support the venue’s work." “Papplewick Pumping Station is a beautiful place that stands as testament to how it tackled water pollution from industrial Nottingham of the 1880s, pumping millions of gallons of clean fresh water to the city’s industries and its rapidly growing population thus improving public health and Nottingham residents’ quality of life.” The Wilkins Group is also dedicated to improving the environmental impact of industry. Creating packaging designs and innovations that aim to reduce and ultimately eradicate single-use plastics within the industry, it is already leading the way in alternatives including board trays for food packaging, including the use of compostable materials, and 100 per cent plastic-free hangers. Ashley Smart, museum director at Papplewick Pumping Station, said: “This donation means everything to us, and it was a real surprise when we found out about it. The generosity of The Wilkins Group is so much appreciated, as are all the kind donations we receive." “Maintaining such an important industrial museum is a colossal undertaking – we often liken it to painting the Forth Bridge – so we are truly grateful for every bit of help we get.” Papplewick Pumping Station was designed by celebrated engineer Marriott Ogle Tarbotton, who also designed Trent Bridge. The Nottingham Borough Engineer also planned and oversaw the construction of the city’s underground sewerage system – the first outside London. Justin said: “The idea of our ‘year of giving’ calendar and campaign has been a huge success. Our clients have loved it and to be able to give something back to our hometown and its residents has been tremendous. We are now looking forward to March’s cheque presentation." The Wilkins Group is a family run firm that produces food packaging for the likes of Pukka, Pizza Express, Harrods and Cadbury - to name a few. It also is credited with producing bespoke and award-winning items such as eco-friendly coat hangers and the iconic M&S light-up glitter gin bottles.

Data from the British Chambers of Commerce (BCC) paints a stark picture for SMEs across the UK. Following the UK government’s budget announcements in late 2024, 63% of SMEs interviewed by the BCC cited taxation as their primary business challenge – an increase from 48% of business owners who said the same in Q3 of 2024. In addition to the above findings, business confidence has slipped to its lowest level since 2022 so many SMEs are, understandably, on the lookout for ways to mitigate rising costs while remaining competitive, and setting themselves up for long-term profitability. Joe Phelan, money.co.uk  business credit card expert, explains how small business owners can take small steps to manage their tax burden. The Impact On SMEs One of the most significant blows to SMEs is likely to come from the rise in National Insurance Contributions (NICs), which is set to impact payroll costs and profitability. Announced in the 2024 Autumn Budget, Chancellor Rachel Reeves decided the rate of employer NICs would increase from 13.8% to 15%, effective from April 6, 2025. In addition, she declared the threshold at which employers would start paying NICs was to be reduced. Businesses across all sectors are now preparing for these increases, with many already scaling back investment plans in anticipation. This could squeeze profit margins, delay investments, and force some businesses to raise prices. Additionally, the increased NICs could impact hiring decisions and create cash flow pressures, making it harder for SMEs to grow. Beyond the NICs rise, some SMEs are feeling the strain in other areas. The BCC’s Quarterly Economic Survey (QES) for Q4 2024 revealed that only 32% of SMEs reported an increase in domestic sales across the quarter, down from 35% in Q3 2024. Confidence in future turnover has also declined, with just 49% of businesses expecting growth over the next 12 months. It makes sense, therefore, that 55% of firms now think they will be compelled to increase their prices, up from 39% in Q3 2024. But it’s not all doom and gloom. What can be done? Despite these challenges, SMEs can take several steps to manage their tax burden and maintain financial resilience: Optimise tax efficiency : Businesses should ensure they are fully taking advantage of available tax reliefs and allowances. Working with a tax advisor could help identify savings and ensure compliance. Improve cash flow management : Cash flow management has always been crucial, but it's even more important now. Businesses should consider renegotiating supplier terms, streamlining invoicing processes, and closely monitoring expenses. Boost operational efficiency : Investment in technology and/or automation is something to think carefully about, but prudent investments can save money in both the short- and long-term. Reducing overheads and improving productivity can play a role in offsetting the impact of higher taxes, while also setting your business up for sustainable growth. Access government support : Accessing government support is another avenue to explore, with grants, subsidies, and support schemes designed to alleviate financial pressures. There’s no harm in searching for or asking about available options – taking advantage could provide much-needed relief during challenging times. Use the right financial tools : Consider whether products like business loans or credit cards could help manage cash flow, fund strategic investments, or cover short-term costs. Access to the right financial tools can support growth and improve flexibility during uncertain times. Plan for long-term resilience : Building financial reserves is obviously easier said than done, but it can be achieved. Having a solid financial cushion can help you weather short-term challenges while positioning your business for future growth. Navigating Choppy Economic Waters The BCC’s report underscores the significant impact of rising taxes on SMEs, with many businesses now facing tough decisions about investment, pricing, and growth. "By optimising tax strategies, improving operational efficiency, using the right financial tools, and accessing available support, SMEs can position themselves to face these challenges and — all being well — lay the groundwork for long-term success.”

The UK Warehousing Association (UKWA) has partnered with AI technology specialist Kallikor in producing a new report on warehouse innovation, examining how intelligent AI-powered simulation tools in particular can help operators tackle issues such as rising costs, labour shortages and escalating consumer expectations - and in turn see the UK close the productivity gap with international competitors and deliver on the promise of the Invest 2035 Industrial Strategy. Aiming to unlock the power of warehouse simulation by making this advanced technology accessible and simple for business users and engineers alike, Kallikor and the UK Warehousing Association have partnered to produce the report 'Navigating the Future: Simulation Made Simple'. Set for launch on Wednesday 5th March at the UKWA National Conference, this report offers practical guidance on applying simulation in warehouse operations to improve efficiency and enable investment in robotics and automation - something that some 92% of businesses plan to do in the medium term according to the 2023 Gartner Supply Chain Technology Users Wants and Needs Survey. It features real-world insights from UKWA members and users of Kallikor’s Warehouse Design Lab, and highlights key findings from recent pilot schemes with industry leaders Howard Tenens and Miniclipper. Commenting on behalf of Kallikor, CEO Jonathan Barrett said, “The UK’s warehousing and logistics sector is facing mounting challenges, from labour shortages to increasing operational complexity. AI and simulation can help businesses optimise operations and gain confidence to invest in robotics and automation, yet many solutions remain out of reach - often requiring specialist expertise, significant investment, and lengthy implementation periods." "We’re proud to be working with the UKWA and its industry partners to remove the barriers to access simulation technology, making simulation simple and accessible, putting it in the hands of everyday decision-makers to ensure businesses can adapt and optimise their operations quickly and confidently.” UKWA CEO Clare Bottle adds, “Without doubt AI is one of the most important technologies to emerge this century, and with the Top Trends in Supply Chain 2025 Gartner report revealing some 15% of logistics operations set to use AI-powered simulation by 2028 this report could not be more timely. Along with automation, AI will transform the way warehouses operate, which is why our conference this year is focused on this technology and navigating the future for our sector. We are delighted to have partnered with Kallikor on this vital report and look forward to their presentation at our National Conference on 5th March.” To pre-register for the report, follow this link: rb.gy/ekfy6y Inside the report: First-hand insights from UKWA members on the challenges of traditional simulation tools Practical use cases showing how AI-driven intelligent simulation can drive efficiency without the need for specialist expertise A forward-looking perspective on the role of intelligent simulation in the UK supply chain

A Scottish folk singer’s mining heritage struck a chord with a University of Dundee student who has created artwork for a new exhibition. Culann Mackay, a third-year Illustration student at the University’s Duncan of Jordanstone College of Art & Design (DJCAD), has created a new print based on a recorded conversation from Fife musician Barbara Dymock. It forms part of the annual Archive Exhibition, featuring works prepared by students that have been inspired by materials presented from the University’s Archives. This year’s event is titled The Archive’s Alive, with the results now on display to the public at DJCAD’s Matthew Building, Perth Road. Culann’s work was inspired by an audio recording of Dymock, who spoke of the mining industry in Methil and its impact on her upbringing, as well as her careers in music and as a doctor. Culann, from Ullapool, used the recording as inspiration for a giant print telling the story of her professional life, set within the context of the historic mining industry. He said, “I wasn’t particularly aware of the importance of mining before I started this project. I thought it was particularly strong visually, and that allowed me to incorporate other parts of her life into it." “The recording from Barbara features her discussing her family, childhood, music and her career as a doctor. Hearing her talk about her life has been so interesting and has made me realise the different motivations that people have to succeed.” The Archive Exhibition is an integral part of the Illustration course at DJCAD. As inspiration, each third-year student is presented with a mystery box chronicling a local institution or person’s life, challenging them to encapsulate it through a new piece of artwork. Also featured in the exhibition is a celebration of a Dundee Hogmanay tradition, where in the early 1900s first footers in the city and surrounding areas would present an elaborately dressed herring to a neighbour or friend. The exhibition also features a project celebrating Groucho’s, the iconic Dundee music shop, with artworks based on stories from its owner, Alistair Brodie. Natalie Russell, Illustration lecturer, said, “The Archive Exhibition really challenges our students to push their creative boundaries." “Seeing what they produce from just a small selection of source material is exciting and provides a fresh perspective on subjects that reflect our local history. This year’s exhibition features such of a variety of work that demonstrates the breadth of our students’ skills.” This year’s Archive Exhibition is open daily and runs until Friday 14 March within the main foyer of Duncan of Jordanstone’s Matthew Building, Perth Road. Admission is free.

A basket of pre-loved farm toys has been handed over to the Treasury by three generations of a farming family with a heartfelt message to the Chancellor – that the unjust family farm tax will deny the children of Britain’s farming families a future in the industry. Farming families from across the country have donated thousands of toys for a display outside NFU Conference today, each with their own message to Rachel Reeves about what the changes to inheritance tax will mean for their children’s futures. The basket of toys, a symbolic gesture representing a farm and a future generation that could be lost, was delivered by Hazel and Tom Church, their 5-year-old son Bertie, together with Hazel’s father, 66-year-old Martin Towler, who run a 210-acre livestock farm and tenant a further 400 acres. They could be hit with a huge inheritance tax bill if the policy goes ahead. Hazel Church said: “The family farm tax is a real worry for us. We’re just a small family farm in Bedfordshire and we know the changes to inheritance tax will hugely affect us. We could be facing a bill of about £400,000. That is an awful lot of money, more than our annual profit for 10 years, money which then can’t be reinvested back into the business to make it more resilient for the future. We also can’t gift it as this would trigger Capital Gains Tax (CGT) due to the debt within the business." “I’d love to meet Rachel Reeves and explain how this will impact us as a small family farm. I worry, as an urban MP, that she may not know farmers or understand farming. I respect her for that as it can be a complex business to get your head around. But the key point is farmers don’t get money when they inherit, they get the farm, the business asset, and often the debt." “I’d be keen to bring her to our farm, show her what we do and sit down with her and the NFU and talk about how we try to make it profitable and viable, which is already extremely difficult and going to become even more difficult. My main concern is for the future. There may be no farm left at this rate for my son, who wants to be a farmer. We’re not alone either. There are thousands of farming families who will be in this position.” NFU President Tom Bradshaw added: “I thank the Church family for coming to London today to help us demonstrate to the Chancellor what is at stake by this disastrous family farm tax." “We can’t ignore the symbolic donation of pre-loved farm toys being delivered to Rachel Reeves, or the huge collection on display donated by farmers from all over the UK which all represent a farm that could be lost, and the generation which could lose it. Each toy represents a child who, until this family farm tax was announced, planned a future as one of the nation’s food producers. That future now hangs in the balance." “Our message is very clear. We will keep fighting this battle until the government starts to listen, considers our alternative proposals and ultimately takes action.”

As the FCA considers proposals for the Advice Guidance Boundary Review, Barclays is calling for changes to empower would-be investors to overcome decision paralysis, and to make investing as simple and accessible as possible New research from Barclays reveals how decision paralysis – the inability to decide out of fear of making the wrong choice – is holding UK savers back from making their first investment. After building up sufficient savings, delaying that first step into investing means their money has less time to grow and multiply over the years. The findings reinforce the Bank’s policy recommendations to enable firms to better support the estimated 13 million UK adults who hold an estimated £430 billion of “possible investments” in cash deposits. Barclays surveyed 2,000 UK investors to find out what persuaded them to invest for the first time, as well as any challenges they felt they had to overcome. Nearly two in five (38 per cent) said that deciding how to invest money is one of the top three hardest decisions in life, ranking it ahead of where to take your career (28 per cent), deciding if to use savings to buy an expensive item (23 per cent), and whether or not to retire (16 per cent). The only decision that ranked higher was where to buy a house (42 per cent). There are multiple factors that are preventing investors from taking the plunge, the most common being a lack of knowledge about how to invest (44 per cent), followed by a fear of losing money (41 per cent). On average, UK investors say it took them just over three and a half months to start investing, from the point they first considered it. However, nearly one in 10 (8 per cent) – the equivalent of over 1.5m UK investors – report that the decision took over a year. Investment Inspiration Influence from friends and family was the main catalyst for starting to invest (26 per cent), followed by wanting to achieve a specific investment goal (23 per cent) and guidance through financial advice (23 per cent). One in five (20 per cent) said they were spurred into action after receiving a lump sum of money, such as an inheritance or a divorce settlement. This suggests that plenty of investors enter the market while going through difficult and challenging circumstances, which reinforces the need for further industry support. Gen Z And Millennial Motivations The current challenges in the housing market are also impacting the financial goals of younger investors. Saving for a housing deposit was the most common initial investment goal for those aged 18-34, cited by nearly half of respondents (45 per cent), compared to a national average of 26 per cent. Conversely, building a retirement fund was only a goal for 26 per cent (vs. a national average of 42 per cent). This not only suggests that younger generations view a housing deposit as a goal that can only be achieved over several years, but also raises the possibility that the UK’s “pension gap” may be widening over time, as younger generations feel less able to contribute to later-life financial milestones. To address this, the industry must find ways of better engaging younger investors and getting them to see the importance and benefits of investing for the longer term. Breaking Free Of Decision Paralysis UK savers should feel empowered to determine whether investing is right for them, and if it is, to take action to start investing with confidence. The biggest advantage of overcoming decision paralysis when it comes to investing is that the initial deposit has more time in the market to grow and compound, which means that the investor can reach their financial goals sooner than if they had delayed. In addition, the Barclays research reveals that investing can also improve the investor’s self-confidence. One in three respondents (35 per cent) said they felt financially empowered after investing for the first time, and similar percentages said they felt ‘grown up’ (32 per cent), and ‘a sense of pride’ (30 per cent). Sasha Wiggins, Chief Executive of Barclays Private Bank and Wealth Management, said: “For those with sufficient savings, the long-term benefits of investing are clear, but many people are still missing out. At Barclays, we are determined to make the decision to invest simpler and more accessible." “While investing is a personal choice based on individual circumstances, there is an estimated £430 billion sitting in the savings accounts of 13 million UK adults that we believe could be invested, unlocking growth on both an individual and macroeconomic level. The FCA’s Advice Guidance Boundary Review has the potential to bring about meaningful changes to help savers approach investing with more confidence.” Barclays Reiterates Calls For Policy Changes Investing decision paralysis in the UK is exacerbated by current industry regulation, which limits how banks can support would-be investors as they take their first steps into investing. Today, Barclays is reiterating its five public policy recommendations to help close the UK’s investment gap and empower more savers to engage with investing. What Needs To Change FCA badge to identify entry-level investment products that meet specific diversification/asset allocation criteria: To support new investors in identifying products that may suit their financial objectives, the FCA should develop a ‘badge’ for one or more entry-level investment product types that firms could use if their offering meets a specific set of diversification and asset allocation criteria suitable for that intended market of less experienced investors. Simpler sign-up journey for entry-level investments: To make investing in one of these ‘badged’ products easier, the FCA should ensure a simpler sign-up journey for these products to reduce some of the current frictions in terms of declarations, risk warnings and product documentation for entry-level investors. Regulatory changes to enable firms to suggest investment actions to customers with large cash balances, based on “people like you” personas: Government and FCA should alter the regulatory framework for the provision of financial guidance. Regulated private sector firms should be able to suggest investment actions or products to any of their own customers who are identified as holding significantly more cash than would be expected for an emergency fund. This new regulatory framework should explicitly permit consumer-facing guidance based on generic personas such as “people like you would benefit from X”.  Online tool and investment guidance from MaPS: The Money and Pensions Service (MaPS) should place a renewed focus on providing public-facing generic investment guidance through its MoneyHelper brand, to include an online tool that guides individuals to the broad set of financial investment products which they may wish to consider. The development of comparison tables for entry-level investment products: Government should adopt an explicit policy aim to monitor and spur the development of easily accessible comparison tables for entry-level ‘badged’ financial investment products, so that consumers can make side-to-side comparisons through best-buy tables. Clare Francis, Director of Savings and Investments at Barclays Smart Investor, said: "Choosing to invest should not be considered more difficult than life-altering decisions such as shaping your career or retiring. The industry has made significant strides to provide tools and education help people find a balance between saving and investing, but our findings demonstrate that more needs to be done." “We have to help people recognise the valuable role investing plays when it comes to growing their money and that it isn’t as complex and daunting as many perceive it to be.”

The CLA has challenged the government to launch its rural crime strategy, as new figures reveal how rural communities are being buried under mountains of fly-tipping. The latest statistics, released today, reveal councils dealt with 1.15 million fly-tipping incidents in 2023/2024, though these figures only account for waste illegally dumped on public land that has been reported to the authorities. Many fly-tipping incidents occur on privately-owned land, painting an even more damaging picture of the financial burden and environmental impact fly-tipping brings. It comes as a new snapshot survey of CLA members found that 90% of respondents had been victims of fly-tipping in the last 12 months, with waste such as tyres, cannabis farm vegetation, nitrous oxide canisters, cooking oil drums, mattresses, fridges and sofas dumped on their land. Almost 40% had experienced at least six separate incidents in the past year, and more than 75% said fly-tipping has a significant financial impact on their business. More than nine in 10 believe local authorities need increased resourcing to help fight the war on waste. Nearly 12 months ago, before the general election, Labour pledged to establish a rural crime strategy, but it remains unpublished. Country Land and Business Association President Victoria Vyvyan said: “Rural communities have had enough of fly-tipping and waste crime, and the government must act. Farmers and the countryside are increasingly being targeted by organised crime gangs – often violent – who know that rural areas are under-policed and so they target them. The long-promised rural crime strategy needs to be published as soon as possible." “It’s not just litter blotting the landscape, but tonnes of household and commercial waste which can often be hazardous – even including asbestos and chemicals – endangering farmers, wildlife, livestock, crops and the environment." “As Labour itself has pointed out, the crime rate in rural areas has surged by 32 per cent since 2011, faster than in urban areas. People, communities and businesses deserve to feel safe and protected, and the first place to start must surely be ending the chronic under-funding of rural police forces." Last year the CLA lodged FOI requests that revealed many rural areas in England and Wales have no dedicated rural officers, ringfenced police funding, or forces with basic kit such as torches. The CLA approached 36 police forces operating in rural areas, and found five have no rural crime team, and eight have less than ten dedicated rural officers. CLA members speak out: Colin Rayner, whose family farm in Berkshire, Buckinghamshire and Surrey, said: “The Rayner family farms have incidents of fly-tipping every day, from a bag of garden waste to lorry loads of waste." “We have made our farms into medieval forts to try to reduce large loads of waste been tipped on the farms. The cost to the family in terms of extra security, clearing up the waste and threats from the fly-tipping gangs is too much to bear at times.” John Giffard, of the Chillington Estate, Staffordshire, said: "Fly-tipping is a recurring issue across Chillington, creating a significant financial strain on both the estate and the council, as well as wasting valuable time and resources." “Our frustration is heightened by the lack of action from public bodies, especially when we’ve identified the source of the problem." “The good news is that the local police force has established new rural policing teams in the county’s most remote areas, and we’re encouraged to see that tackling fly-tipping is now a top priority for them." “Thanks to the continued support of the Country Land and Business Association, Chillington is now collaborating with public bodies to initiate prosecutions against those responsible." David Bliss, CEO of Lowther Estates in Cumbria, said: “We usually experience five or six fly-tipping incidents per year, which, aside from being an annoyance, is costly to clear up." “Ministers should look urgently at increasing the penalties for convicted fly-tippers and properly resource rural police forces to ensure they are held to account. Without more progress, landowners, not the criminals, will continue to pay the price.”

Marks & Spencer has announced customers can use its new Wine Finder tool powered by AI technology to help them select the right bottle of wine for their palate. Available online for more than 500 stores and on point-of-sale marketing in 20 Foodhalls, the new tool asks a few quick questions about personal preferences before offering tailored recommendations of wines ranged in the chosen store. The retailer is trialling the tool to help customers shop a category that can be confusing. The Wine Worries research*, conducted on behalf of M&S, found that nearly a quarter of shoppers spend more than 10 minutes deliberating in the wine aisle. The tool is supported by the M&S Food digital catalogue, which provides customers with live stock information across its more than 1,000 stores. Available through the M&S app, millions of customers are using the digital catalogue to better plan their shop as the retailer aims to become more of a shopping list retailer. Customers can see what’s in stock at their local store and add items to a digital shopping list. The Wine Finder can access the catalogue to make personalised recommendations which are stocked in the relevant store for customers. The technology is powered by Preferabli, the leading AI-driven, product discovery and recommendation software in wine, spirits and food, and it’s the first time it’s being integrated by a grocery retailer in the UK. Built by PhDs and the largest group of Masters of Wine and Master Sommeliers in the world, the recommendations are powered by Preferabli’s proprietary database, using hundreds of characteristics for each wine. Caroline Thompson-Hill, Head of Beers, Wine and Spirits at M&S Food, said: “We know Wine can be a difficult category to shop and it’s important that we find new ways to support our customers when shopping our incredible range in store. By utilising AI, the Wine Finder tool helps encourage customers to try different regions, grapes and bottles they’ve not considered before. By suggesting wines to try, we’ll help customers make decisions in stores and hopefully find some new favourites.”

Isobel van Daesdonk and Scott Willard join Barclays as Managing Directors within the Americas Financial Sponsors Group Barclays announces the appointments of Isobel van Daesdonk and Scott Willard as Managing Directors within the Financial Sponsors Group. Ms. van Daesdonk and Mr. Willard will be based in New York, and will report to Christian Oberle, Head of the Americas Financial Sponsors Group at Barclays. Ms. van Daesdonk is a seasoned Investment Banker with 25 years of experience. She joins Barclays from Guggenheim Securities, where she was a Senior Managing Director in Financial Sponsors Investment Banking. Prior to this Ms. van Daesdonk spent 20 years at Deutsche Bank in London and New York in roles across Investment Banking coverage, Equity Capital Markets and most recently as a Managing Director in the Financial Sponsors Group. She maintains strong relationships with clients including Bain, Roark and New Mountain Capital, as well as other top Financial Sponsors. Mr. Willard has over 20 years of experience in Investment Banking. He has served the Private Equity and Alternative Asset Manager client base in Advisory, Capital Markets and Leveraged Finance roles at Deutsche Bank, UBS, and most recently Nomura Securities. Mr. Willard brings to Barclays deep relationships that he has developed over the course of his career with CD&R, CVC, KKR, and other top Financial Sponsor clients. “We are delighted to welcome Isobel and Scott to Barclays,” said Christian Oberle, Head of the Americas Financial Sponsors Group at Barclays. “Their extensive experience across Investment Banking coverage, advisory and capital markets roles, combined with their tenures covering Private Equity clients, makes them excellent additions to our team as we strengthen existing client relationships and build new Financial Sponsor relationships that will be critical to our continued success.”

Family businesses have long been woven into the fabric of British society, representing not only a significant contribution to the national economy but also embodying values of continuity, resilience, and community spirit. In a rapidly changing global market, where multinational conglomerates and fleeting start-ups often capture the limelight, it is the steadfast family business that continues to provide stability, foster local traditions, and reinforce a sense of identity and belonging. For centuries, family enterprises have been the backbone of Britain’s commercial landscape. Their legacy can be traced back to the days when trade and craftsmanship were passed down through generations, nurturing an intrinsic sense of pride and responsibility. These businesses were not just ventures but a way of life, where each generation imbued the next with the knowledge, skills, and ethos of their forebears. This historical continuity has allowed family businesses to maintain a unique position within the UK economy, one that is defined by personal investment, long-term planning, and a deep-rooted commitment to quality and service. At the heart of these enterprises is a dedication to community. Family businesses, whether nestled in the cobbled streets of a historic market town or operating in the suburban high streets of modern cities, often act as community anchors. They contribute to local economies by creating jobs, supporting local suppliers, and reinvesting profits into neighbourhood initiatives. This close relationship with their surroundings fosters a sense of mutual support, where the fortunes of the business and the wellbeing of the community are inextricably linked. Such ties are especially crucial in an era of economic uncertainty, where the strength of local networks can provide a degree of safety from the vagaries of global financial markets. The inherent resilience of family businesses is another factor that underscores their importance. Unburdened by the pressures of quarterly earnings reports and the short-term demands of shareholders, these companies often adopt a more sustainable approach to growth. Their decision-making processes tend to prioritise long-term stability over immediate profit, enabling them to weather economic storms with a measured and strategic response. This perspective is not only beneficial for the businesses themselves but also for the wider economy, as it encourages a culture of perseverance and careful stewardship of resources. The ability to adapt to changing market conditions while preserving core values is a testament to the enduring strength of the family business model. Modern challenges, however, have not left these traditional enterprises untouched. The digital revolution, changing consumer behaviours, and an increasingly competitive global market have compelled family businesses to evolve. Many have embraced new technologies and innovative marketing strategies to remain relevant, blending the timeless qualities of craftsmanship and personal service with the dynamism of modern business practices. This synthesis of tradition and innovation is perhaps one of the most compelling aspects of family business in the UK today. It demonstrates that while the medium of commerce may change, the fundamental principles of trust, quality, and commitment remain as pertinent as ever. The cultural significance of family businesses extends beyond their economic contributions. They often serve as living repositories of local history and identity, carrying with them stories of bygone eras and the evolution of community life. From the quaint family-run bakeries that have provided sustenance for generations to the bespoke tailoring shops that uphold a legacy of sartorial excellence, these enterprises are cherished not only for what they offer but for the memories and traditions they represent. In an age where mass production and globalisation can sometimes erode the uniqueness of local customs, family businesses stand as proud custodians of British heritage. Furthermore, the role of family businesses in nurturing entrepreneurial spirit cannot be overstated. They provide fertile ground for innovation, allowing younger generations to learn the ropes of business in an environment that values experience and mentorship. This dynamic interplay between the old and the new often results in a vibrant blend of respect for tradition and a willingness to explore uncharted territory. By empowering successors with both the wisdom of the past and the tools of the present, family businesses contribute to a resilient economy that is capable of reinvention even in the face of adversity. In contemporary Britain, where economic and social landscapes are constantly shifting, the importance of family businesses remains undiminished. They are a testament to the power of legacy, the strength of community ties, and the enduring value of long-term thinking. As the nation continues to navigate the complexities of the modern world, these enterprises offer not only a stabilising force but also an inspiring reminder that success is best measured in relationships, heritage, and the unwavering commitment to quality. The family business model, with its blend of tradition and modernity, stands as a beacon of continuity in a transient world, proving that some of the most valuable assets are those that have been carefully cultivated over generations.

Social media has become an inescapable part of modern life in the UK, shaping everything from the way we communicate to how we consume news, shop, and even form opinions. What began as a tool for connection has evolved into something far more complex—a space where curated realities dominate, attention spans shrink, and online interactions often replace real-world relationships. While social media continues to offer undeniable benefits, there is a growing sense of unease about its impact, leading many to question whether it is bringing people together or pushing them further apart. One of the most striking aspects of social media today is its sheer dominance in daily routines. The average Briton spends hours scrolling each day, checking updates, watching videos, and engaging in digital conversations. Platforms like Instagram, TikTok, and X (formerly Twitter) have blurred the lines between entertainment, news, and personal interaction, creating a constant stream of information that is both addictive and overwhelming. While social media has made it easier than ever to stay in touch with friends and family, it has also normalised surface-level interactions. Likes, shares, and comments have replaced deeper conversations, making relationships feel more performative than personal. At the same time, there is a growing awareness of the negative effects of constant connectivity. Studies have linked excessive social media use to increased anxiety, depression, and feelings of loneliness, particularly among younger users. The pressure to curate the perfect online presence—showcasing idealised lifestyles, filtered images, and carefully crafted captions—has led to unrealistic comparisons that can take a toll on self-esteem. Even influencers, who once seemed to embody the ultimate social media success, are speaking out about the emotional and mental cost of maintaining a flawless digital persona. Despite these concerns, social media remains a powerful force for positive change. It has given a voice to marginalised communities, amplified social justice movements, and allowed independent businesses to thrive in ways that would have been impossible a decade ago. The rise of TikTok has transformed the way people discover trends, music, and even politics, while grassroots activism has found a new home on platforms that allow messages to spread at an unprecedented speed. During times of crisis, social media has played a vital role in keeping people informed and connected, proving that it can be a tool for empowerment as much as it can be a source of stress. In response to the increasing awareness of social media’s drawbacks, many users are adopting a more mindful approach. Digital detoxes, time restrictions, and a focus on real-life interactions are becoming more common as people seek to regain control over their online habits. Even platforms themselves are making changes, with features such as time-limit reminders and ‘quiet mode’ designed to encourage healthier usage. Yet, the challenge remains—how do we balance the benefits of social media without falling into its more harmful traps? The UK’s relationship with social media is at a turning point. While it continues to be an essential part of modern communication, the way people engage with it is shifting. There is a growing recognition that while social media connects us in ways never before possible, it also has the power to isolate, distort reality, and affect mental well-being. The key may lie not in abandoning it altogether, but in learning to use it with intention—choosing authenticity over perfection, depth over virality, and human connection over algorithm-driven engagement. The future of social media may not be about logging off completely, but about redefining the way we interact with the digital world to ensure it enhances, rather than diminishes, our real lives.