Prisoners could be encouraged to embrace learning and move on from crime thanks to a new AI innovation designed to transform education for inmates Education company Coracle has secured backing from Innovate UK to fund a new partnership with the University of Hertfordshire to create an AI system that will support prison education. The ‘AI cellmate’ will understand a prisoner’s learning needs, styles and habits and tailor its output in real time to guide them on the path to learning. Coracle, led by James Tweed, already provides prisoners in 91 institutions with access to education via specially designed offline Chromebooks, pre-loaded with courses within a secure learning platform. Its service helps prisoners access courses from The Open University, Prisoners’ Education Trust and a range of vocational programmes. James Tweed, founder and CEO of Coracle, said prisoners pose significant challenges for educators but also present a unique opportunity to improve education for all. “Prisoners are one of the most challenging groups when it comes to education. Many had poor experiences at school, and a very high proportion were excluded. There is also a disproportionately high number with dyslexia, ADHD, or some other form of neurodiversity,” said Tweed. “This AI system will adapt to the individual’s needs and learning style. Even though they are learning offline, the AI will understand how the user wants to learn, recognise their progress and anything they’re struggling with as it occurs, and tailor its approach accordingly." “It will get to know them as a learner and could indeed be a very helpful cellmate." “We believe that, if we can get this right for prisoners, the impact on their future outcomes could be huge. If we can increase engagement in learning with inmates, then we can certainly expect a fall in reoffending.” The new AI-powered platform will initially be launched in prisons, but Tweed believes its potential extends far beyond the criminal justice system. “I think it is very possible that in the future, we’ll all be learning from AI-powered systems tailored to our needs and preferences. But if we can make this work in a prison - and I believe we can - then it can work almost anywhere.” Coracle has entered into a Knowledge Transfer Partnership (KTP) with the University of Hertfordshire, which involves working with a PhD student to develop the programme. Tweed emphasised the importance of using AI for positive change, particularly in addressing reoffending rates and improving prisoner rehabilitation. “I think we all want to see AI used for good. For me, reducing reoffending and combating educational failure is at the top of my list. “There’s a danger that while we on the outside are embracing AI and digital technologies, those in prisons will be left so far behind they might never be able to rejoin society.”

UK Finance has today published a report which looks at how generative Artificial Intelligence (AI) is being used by financial services firms to enhance operations, improve customer engagement, and drive innovation, while carefully managing the associated risks. This report highlights that the financial services sector is investing more in AI and is making use of its strong track record of responsible innovation in technology. It focuses on seven key areas where generative AI is driving the most value:   Customer engagement and personalised marketing   Knowledge management and information retrieval   Software development and data management   Intelligent workflow and email processing   Fraud and financial crime   Legal, contractual and compliance text analysis   Desktop and meeting productivity  Firms are innovating with the technology but equally are being careful to manage the potential risks and ensure compliance with regulations. The report therefore finds an emphasis on active human oversight for model training, interpretation and sensitive decision-making.  The report stresses the importance of understanding each AI use case, ensuring high-quality data, and maintaining transparency in how models are used. The report identifies three key risks linked to generative AI and explains how firms are addressing them: Reliability of outputs : generative AI models, particularly Large Language Models (LLMs), could produce bias, errors, or inappropriate language. Firms mitigate these risks by carefully selecting models, finetuning them using use case-specific datasets, and ongoing testing of outputs. Data privacy and security : in addition to risks common to many systems, such as inadequate handling of input data, LLMs can produce or reveal personal information in unexpected ways. Strong data protection practices and cybersecurity measures are critical, with new measures emerging such as personal information ‘filters’. Third party considerations : Relying on external AI providers can reduce control. Firms can enhance third-party risk management processes to deal with this. Overall, firms are benefitting from their investment in generative AI. By making use of their previous experience in safely using technology, they can adopt generative AI safely. To support further innovation, there needs to be ongoing collaboration with regulators and government and engagement with customers. Building trust through transparency and education, and ethical practices is key to ensuring AI’s potential is realised. Jana Mackintosh, Managing Director of Payments and Innovation at UK Finance, said “Generative AI has created a lot of interest among the public and policymakers. It is an exciting new technology that has real potential, but also brings potential risks that will need to be managed. The financial services sector is currently focused on areas that involve active human oversight and are taking a careful approach." "The good news is the sector has a strong track record of innovating responsibly with new technologies, positioning it well to harness the potential of generative AI." Download and read the full report here:

Hampshire accountancy firm HWB has welcomed ten new starters in strategic appointments as business demand continues to grow. The Southampton-based firm has bolstered its team with a mixture of trainees, qualified staff and work placement students across various sectors. This strategic move aims to enhance the firm’s capabilities and support its ongoing commitment to excellence in service delivery. The new team members bring diverse skills and backgrounds, contributing to a robust workforce that aligns with the firm’s ethos of being quality business advisers. Among the recruits are seven trainees who will undergo extensive training in payroll, accounts and audit, alongside experienced professionals who have joined the team. Managing Director Tracy Jenkins said: “These appointments are part of our continuing policy of recruiting the brightest young talent to develop into the future mainstays of our business and industry in general." “Having more hands on deck and new voices and opinions around the office will help our directors and senior staff to continue to give the second-to-none customer service for which we have become renowned." “Our client base remains a diverse and ever-expanding mix of companies, limited liability partnerships, charitable organisations and individuals and we pride ourselves in offering each one a truly bespoke financial solution.” The new recruits, working across a range of sectors at HWB Chartered Accountants’ base at Chandler’s Ford, have cited working in a collaborative and supportive team environment as a strong reason for opting for a career at the firm. Services include accounting services, audit and assurance, auto enrolment, business strategy and planning, corporate finance, online accounting, payroll services, personal tax services, estate administration and planning, specialist tax and financial planning. Specialisms include education sector and academies, architects, charities, FCA accountants, healthcare, legal, logistics, property accountants, recruitment and travel. Photo: NEW STARTERS - This year’s HWB recruits with Managing Director Tracy Jenkins, centre, are from left, Evar Khidr, Alex Connolly, Hannah Oxley, Joshua Mann, Mia Charles, Lucy Newton, Harry Sherwood, Emily Ireland, Kieran Digwa and Vickrum Digwa

As businesses navigate evolving workplace dynamics, compressed working hours are emerging as a compelling alternative to traditional work patterns. Whilst Labour has ruled out mandating a four-day week, the party's support for flexible arrangements, including compressed hours, signals a significant shift in British workplace culture. The Employee Perspective: More Than Just an Extra Day Off A study from Indeed UK (2023) reveals that 65% of British workers would accept a pay cut for a shorter working week and increased flexibility, highlighting a growing appetite for alternative working patterns. For employees, compressed hours present a tempting proposition beyond the obvious attraction of extended weekends. David Banaghan, Co-Founder and Interim CEO at recruitment software experts: Occupop , highlights, "When it comes to making job changes, people are no longer just prioritising salary - work-life balance has become a crucial factor in candidate decision-making." The financial implications are significant. According to recent research, UK parents spend an average of £7,000 annually on child care, per child. Compressed hours could help reduce these costs, offering substantial savings for working families. Business Benefits: Beyond the Bottom Line For businesses, the advantages extend beyond employee satisfaction. The CIPD's business case surrounding flexible working highlights that flexible working can contribute to increased productivity and reduced absenteeism. Data from LinkedIn (2023) reveals that job posts offering flexible working arrangements, as well as culture and wellbeing, receive nearly three times (+175%) more views and more than twice (+139%) as many applications. "In today's competitive job market, flexible working is becoming a powerful differentiator," explains Banaghan. The Challenges: Not Without Its Hurdles The transition to compressed hours isn't without its complexities. A recent LinkedIn poll by People Management revealed that 23% of organisations anticipate significant issues in implementing compressed hours. Key considerations centre around maintaining service consistency, managing client expectations and adapting operational processes. Implementation: A Strategic Approach "When advising companies on their recruitment strategies, we emphasise the importance of clearly communicating compressed hours policies during the hiring process," Banaghan notes. Some considerations for businesses include: Workplace Readiness Ensuring adequate rest areas for longer shifts Implementing robust health and safety protocols Upgrading technology for remote collaboration Performance Monitoring Establishing clear productivity metrics Regular well-being check-ins Quarterly review processes As UK businesses navigate this transition, the success of compressed hours will largely depend on thoughtful implementation and continuous adaptation. With proper planning and open dialogue between employers and employees, compressed hours could represent not just a temporary trend, but a sustainable future for UK workplaces.

Gardening, the art and practice of cultivating plants, is a timeless activity that transcends cultures, climates, and generations. It is more than just an outdoor chore or a way to fill a backyard; it is an expression of creativity, a pathway to health, and a source of solace. Whether tending to a modest windowsill herb garden or cultivating an expansive vegetable plot, gardening offers unique joys and profound lessons about nature, patience, and the cycles of life. The Beauty of Creation At its core, gardening is an act of creation. Each seed planted holds the potential to bloom into something beautiful, whether it is a vibrant flower, a lush shrub, or a bountiful crop of vegetables. This transformation—from bare soil to thriving greenery—is a testament to nature's magic and the gardener’s dedication. The aesthetic appeal of gardening is undeniable. A well-tended garden, bursting with colours, textures, and scents, is a feast for the senses. Flowers like roses, tulips, and lavender create a symphony of beauty, while neatly arranged hedges and ornamental grasses lend structure and harmony to outdoor spaces. Beyond their visual charm, gardens provide a sanctuary where people can reconnect with the natural world and find inspiration in its elegance. A Path to Health and Wellness Gardening is as beneficial for the mind and body as it is for the environment. Digging, planting, weeding, and watering are all forms of physical exercise that improve strength, flexibility, and cardiovascular health. Spending time outdoors in natural light also boosts vitamin D levels, which is essential for bone health and overall well-being. For mental health, gardening offers a therapeutic escape from the pressures of daily life. Studies have shown that interacting with plants and soil reduces stress, alleviates anxiety, and fosters mindfulness. The repetitive motions and sensory engagement of gardening can be meditative, helping individuals focus on the present moment and find calm amidst chaos. A Connection to Nature In an increasingly urbanised and technology-driven world, gardening provides a vital connection to nature. It reminds us of the intricate ecosystems that sustain life and our role as stewards of the environment. Gardeners become attuned to the rhythms of the seasons, learning when to plant, prune, and harvest. They observe the relationships between pollinators like bees and butterflies and the plants they nurture. This deepened awareness fosters a sense of responsibility for protecting biodiversity and caring for the planet. Gardening also teaches patience and acceptance. Not every seed will sprout, and not every plant will thrive. Weather, pests, and other variables are beyond a gardener's control. These challenges encourage resilience and adaptability, valuable traits that extend beyond the garden. The Joy of Growing Food One of the most rewarding aspects of gardening is growing your own food. From crisp lettuces and juicy tomatoes to aromatic herbs and sweet berries, homegrown produce offers a freshness and flavour unmatched by store-bought counterparts. Gardening connects people to their food in a profound way, fostering an appreciation for the effort and resources involved in its production. It also promotes sustainability, reducing reliance on industrial agriculture and minimising food miles. Composting kitchen scraps and garden waste further completes the cycle, enriching the soil and reducing waste. For families, vegetable gardening can be a bonding activity that teaches children about healthy eating, environmental stewardship, and the satisfaction of cultivating their own meals. A Social and Community Activity While gardening can be a solitary pursuit, it is also a powerful way to connect with others. Community gardens, for example, bring together people from diverse backgrounds to collaborate on shared plots of land. These spaces not only provide access to fresh produce but also foster friendships, cultural exchange, and a sense of belonging. Gardening clubs, plant swaps, and farmers' markets create opportunities for gardeners to share knowledge, exchange tips, and celebrate their shared passion. These interactions enrich the gardening experience, transforming it from an individual hobby into a collective endeavour. The Challenges of Gardening Gardening, while immensely rewarding, is not without its challenges. Weather extremes, pests, diseases, and soil quality can test even the most experienced gardener. The time and effort required to maintain a garden may also be daunting for those with busy schedules. However, these challenges are part of what makes gardening so fulfilling. Each setback is an opportunity to learn, experiment, and improve. Whether it’s discovering natural pest control methods, building raised beds to combat poor soil, or finding drought-resistant plants, gardening encourages problem-solving and perseverance. Gardening in the Modern World In recent years, gardening has seen a resurgence, particularly in urban environments. Rooftop gardens, vertical gardens, and container gardening have made it possible for city dwellers to cultivate greenery in limited spaces. The pandemic further underscored the value of gardening as a source of comfort and self-reliance, with many people turning to it as a way to reduce stress and grow their own food during uncertain times. Technology, too, has influenced gardening. Apps and online platforms offer guidance on plant care, pest identification, and garden design, making it easier than ever for beginners to get started. At the same time, the core principles of gardening remain unchanged: nurturing plants, fostering growth, and finding joy in the process. A Lifelong Passion Gardening is a pursuit that grows with you. It evolves from a hobby into a lifelong passion, offering new challenges and rewards at every stage. For some, it becomes a way to leave a legacy—planting trees that will provide shade for future generations or cultivating a garden that brings joy to others long after they are gone. The beauty of gardening lies in its universality. It is an activity that transcends age, culture, and geography, uniting people in their shared love of nature and creation. Whether in sprawling gardens or small urban balconies, the act of planting and tending to life is a reminder of our connection to the earth and the enduring power of growth and renewal. “The glory of gardening: hands in the dirt, head in the sun, heart with nature. To nurture a garden is to feed not just on the body, but the soul.” "Indeed, gardening is more than an activity—it is a celebration of life itself." Alfred Austin, Poet

Leading Scottish hospitality group Buzzworks has enjoyed another successful year as the business reports an increase in turnover, up 18 per cent from £29.9m to £34.8m, for 2024. The company, renowned for its exceptional food and customer service, continues to go from strength to strength, with operating profit rising significantly. Underlying EBITDA, before site opening costs and non-recurring items, grew from £2.94m in 2023 to £3.77m in 2024, as investment continued to be top of the agenda for the year. Buzzworks’ growth is supported by a strategic focus on capital investment and people development, enabling the family-owned business to effectively navigate the current challenges facing the hospitality sector. Colin Blair, Chairman of Buzzworks Holdings, said: “We are incredibly proud of what we’ve achieved over the past year, especially given the challenging market conditions facing the hospitality sector." “However, although these are uncertain times for the industry, this is something that we have managed to successfully navigate as a family business thanks to our resilience and strong foundations playing out in another strong financial year.” Buzzworks, which has built its reputation locally and throughout the industry as a people-focused business that is proud to support the communities in which it operates, has invested significantly in its new and existing venues. A total of £3m was spent across the portfolio, including the Ayrshire based company’s first venues in Inverclyde and East Lothian – Scotts Greenock at the new Ocean Terminal marina, and Lido Musselburgh, amid plans for another new Herringbone bar and restaurant to open in Barnton. Additionally, the group invested in the refurbishment of several existing venues, such as Herringbone Goldenacre, The Mill House, and the addition of a new function suite at its popular South Queensferry venue, Thirty Knots. Colin continued: "The opening of Scotts Greenock in 2023 and Lido Musselburgh in 2024 have been particular highlights, marking an exciting milestone for Buzzworks as we expand into new locations." “At the same time, refurbishments across our portfolio demonstrate our ongoing dedication to maintaining the high standards our customers expect when visiting any Buzzworks venue." Looking ahead, the directors remain cautiously optimistic about the group’s prospects. Plans are in place to reinvest future cash flow into the existing estate and pursue new venue openings as and when potential opportunities arise. Additionally, Buzzworks continues to invest in its team through its acclaimed training programme, which develops future leaders and supports the company’s growth ambitions. The business is proud to be ranked among the Top 100 Best Companies to Work For in the UK once again, underscoring its reputation as a top employer in the sector. Buzzworks Holdings manages 21 prestigious venues across East, West & Central Scotland and over 800 staff.   The award-winning company offers an aspirational dining and entertainment experience across Scotland through its other stylish brands – Scotts, Lido, House, Vic’s & The Vine, The Duke, Thirty Knots, The Bridge Inn, The Fox and Herringbone. For more information on Buzzworks please visit www.buzzworksholdings.com

Basketball has received a huge boost thanks to a collaborative funding award from UK Sport and Sport England to the British Basketball Federation and Basketball England. The British Basketball Federation (BBF) has been allocated £2.925 million by UK Sport for the period leading to the Los Angeles 2028 Olympic Games. The award is augmented by Sport England’s announcement of an additional £1.55 million, channelled through Basketball England, which is aimed primarily at boosting GB’s performance in the exciting 3x3 form of the game. In total, this represents a more than threefold increase in public funding for elite basketball at GB level. Sport England has also invested £2.4 million over four years into BE’s England Talent Pathway to support the development of players, coaches and professional staff through the junior ranks to elite level. The package represents an annual increase of 60% compared to the previous BE Talent award. The awards - the first time UK Sport and Sport England have joined forces in this way - respond to an integrated plan put forward by the BBF and Basketball England. As well as building a world-class programme for 3x3, the format which made its Olympic debut at the delayed Tokyo Games in 2021, the funding will contribute to sustaining Great Britain’s recent progress in the classic 5v5 form of the game. Chair of Basketball England, Paul Blanchard, said: “This is a hugely important and exciting moment for basketball and the result of positive collaboration between the British Basketball Federation and Basketball England." “The award is an indication of the faith in our shared vision for the game shown by our respective funding partners, UK Sport and Sport England." “We at Basketball England, alongside our Home Country Association partners at Basketball Scotland and Basketball Wales, are looking forward to further cementing our working relationship with the BBF, to deliver the best possible results in developing talent via our aligned shared pathway as we embrace this opportunity.” BBF Chair Chris Grant said: “British Basketball has entered a new era. This funding represents a vote of confidence in the work that we’ve already done to raise standards on and off the court, as well as an endorsement of our vision and plans to take GB Basketball to new heights.” “Basketball is the second most-played team sport among young people, and nobody doubts that we have the talent to compete and win at the very highest levels. The key to success is the development of a coherent player pathway that has clear performance standards and works towards a common goal. High quality development for coaches and professional staff sits alongside performance and player welfare as key themes in the strategic future of British Basketball. The additional funding from UK Sport and Sport England will enable us to take all of this to the next level. It is an exciting time for the sport." “The simultaneous announcement of additional investment from Sport England is ground-breaking and recognises the joined-up plan that we were able to present alongside Basketball England. We would also like to thank Basketball Wales and Basketball Scotland for the work that they are doing with us to ensure that we can identify and nurture future stars in both 5v5 and 3x3 basketball across all three nations.” Phil Smith, Executive Director of Partnerships at Sport England, said: “The athletes that make it to the podium all start somewhere – and for many, that’s at their local grassroots club. So we’re delighted to be working in new ways with UK Sport, investing in new sports like 3x3 basketball and prioritising inclusion from the grassroots up, with the ambition that future Olympic and Paralympic GB teams reflect the great diversity of Great Britain.” "The vision includes an ambitious programme for 3x3, building on the growing momentum the game already has at grassroots level and with its inclusion in the Glasgow 2026 Commonwealth Games – a welcome opportunity for players to compete for England, Scotland and Wales and one where England will aim for further medal success after winning gold and silver at Birmingham 2022." "The longer-term goal is to compete for medal opportunities at World and Olympic levels." Recent results in 5v5 include GB Women beating Denmark, as their campaign to qualify for next summer’s FIBA EuroBasket tournament remains on track. The GB men then turned heads around the world with victory over basketball superpower Greece in a sold-out Copper Box Arena on the Queen Elizabeth Olympic Park.

Private sector firms expect another significant fall in activity over the next three months (weighted balance of -22%), according to the Confederation of British Industry’s (CBI) latest Growth Indicator. Expectations are broadly unchanged from December, which were the weakest in over two years. This pessimism was widespread across the private sector. Business volumes in the services sector are anticipated to decline (-20%), driven by a predicted fall in business and professional services (-12%) and the weakest expectations for consumer services (-49%) since September 2022. Distribution sales are expected to fall steeply (-30%), and manufacturers also anticipate a decline in output (-19%). However, expectations among manufacturing firms are less weak compared to December, when firms’ predictions for falling output (-31%) were the lowest since mid-2020. The disappointing outlook comes as private sector activity fell again in the three months to January (-23%), at a broadly similar pace to the three months to December (-21%). Activity has been flat or falling since August 2022. Alpesh Paleja, Interim Deputy Chief Economist, CBI said: “After a grim lead-up to Christmas, the New Year hasn’t brought any sense of renewal, with businesses still expecting a significant fall in activity. Alongside plans to cut staff and raise prices further, this risks an increasingly awkward trade-off for policymakers." "Anecdotes suggest that companies are being hit by lacklustre demand and caution among consumers, while also continuing to adjust to measures announced in the Budget." “There is an urgent need to get momentum back into the economy. The government can help shift the UK’s economic narrative with more determined focus on measures that could drive growth." “Reforming the business rates system, implementing flexibility in the Apprenticeship Levy and supporting people to stay in work through expanding employer occupational health provision can help." “With forecasts of underwhelming growth this year and less headroom for business investment, the way forward lies in the government and firms working together to deliver on their growth plan to restore confidence and get the economy firing on all cylinders.” Key findings from our monthly Services Sector Survey showed: Business volumes in the services sector fell in the three months to January (-24%), with the pace of decline accelerating from December. Volumes have generally been flat or falling since mid-2022. Within this, business & professional services volumes fell (-16%), at a similar pace to the three months to December. The decline in consumer services volumes accelerated, with activity falling at its fastest pace in over two years. Hiring intentions within the services sector are weak. Business & professional services expect headcount to fall over the next three months (-20%). Consumer services companies also once again anticipate numbers employed to fall sharply (-44%). Price growth expectations (+34%) have accelerated from December (+20%) and stand well above the long-run average (+7%). Inflation expectations for business & professional services jumped in January (+33%, from +13% in December) and were broadly unchanged – but remain elevated - for consumer services firms (+40%, from +42%).

Roger Payne, who has been running The Griffin pub in Bath for the past two years and is passionate about delivering top-class food and drink offering, has taken up the helm at two more popular St Austell Brewery owned pubs in Lynton and Lynmouth; famed for the world’s oldest and steepest water-powered cliff railway. Roger has been working with St Austell Brewery to expand his excellent hospitality offering into Devon, taking on the historic Blue Ball Inn on the edge of Lynmouth with views across the bay and stunning scenery of Exmoor, and he’ll shortly be taking on The Crown in Lynton too. Successful businessman Roger owns and runs several restaurants and pubs in Bath and London, including St Austell Brewery’s The Griffin Inn – a Grade II-listed pub with rooms on Monmouth Street in Bath city centre. Roger said: “It’s exciting to be taking on two pubs in Lynton and Lynmouth; it’s a stunning area and well loved by locals and tourists alike, with unrivalled walks and views across the moors and seaside." “Both pubs will offer something different, with the Blue Ball’s brilliant positioning making it perfect for events. We hope to be able to extend and grow the pub and its room offering with pods in the garden and staff housing too." “We have lots of ideas for what we’d like to do with both pubs, with the overall vision being decided on in the coming weeks. Like what we did with The Griffin, we’ll be bringing in a lighter, brighter feel and adding a few contemporary features whilst retaining the historic charm in both pubs for which they’re loved." “People still like to go to the pub for a treat, be that for an occasion or a mid-week dinner, and we’re looking to offer good quality and value for money for people joining us." “The Griffin’s success is down to people feeling comfortable; it’s friendly. There’s a warm welcome, the right food in the right price bracket, and quality of product. It’s all about customer service and wanting to be part of the community – exactly what we’re going to bring to the Blue Ball and The Crown.” The 13th century Blue Ball Inn is complete with low ceilings and stone fireplaces as well as ample outdoor seating for sunnier days, with views stretching across the verdant Lynmouth moorland. It currently has 11 rooms, but Roger hopes to extend the pub and offer more accommodation, both for visitors and staff. The team will be redecorating the trading area and rooms at the Blue Ball Inn between now and Easter, as well as bringing in a new menu in the coming weeks. The Crown will undergo a full planned refurbishment from early 2026. In the interim, the main bar and restaurant area will be updated, as will the rooms. Roger also has plans to increase the outdoor seating areas for people to enjoy the surrounding views. Staff members at both pubs will continue in their employment, and the pubs will remain open throughout the transition period. Clive Greene, Head of Tenanted Estate, St Austell Brewery, said: “We’re thrilled that Roger, one of our esteemed business partners who has transformed The Griffin in Bath into the successful pub it is today, is continuing to work with us to run two more iconic pubs in our portfolio." “The pubs are in safe hands with Roger and his team; he has a wealth of experience and is passionate about offering the best hospitality experience possible for locals and visitors alike.” St Austell Brewery has more than 120 leased and tenanted pubs across Devon, Cornwall, and Somerset which are run by trusted business partners, along with 46 pubs in its managed estate across the South West. The 174-year-old independently-owned and family run South West business also brews a range of award-winning beers – including Tribute pale ale, Proper Job IPA and korev lager.

Food and drink exports have continued to fall in Q3, with exports in the first nine months of 2024 down 10.2% to £16.3 billion, driven by a significant drop in alcohol sales. While the value of food and non-alcoholic drink exports remained steady (up 1.2%), this masks a fall in volume of 16.3%, an impact of high food and drink inflation and trade barriers. The EU remains the UK’s biggest trading partner for food and drink. While exports to Ireland and Germany rose slightly by 3.0% and 1.4% respectively, these were the exceptions. Overall, exports to the EU have fallen 5.3% in the first nine months of the year, with the persistent administrative burdens that continuing to create barriers to trade with Europe. Targeted export support and a concerted focus on removing unnecessary paperwork, particularly for small and medium sized businesses, would be invaluable in helping the sector to recover this lost trade. US Trade The US is the UK’s third largest customer, with over 10% of all our food and drink exports destined for the country as American consumers continue to enjoy iconic British products. The UK exported 460 million cups of tea and 436 million biscuits to the US in the first nine months of 2024. The UK has a trade surplus with the US, meaning that while we received £1.0 billion of food and drink so far this year – ranging from nuts and condiments to wine and vodka – we exported £1.6 billion of products. Maintaining strong relationships with this important trading partner can play a key role in growing food and drink’s exports, particularly outside the EU where ongoing bureaucracy is creating barriers to trade. However, with exports to the US down 7.9% so far this year, any opportunity to reduce the friction at borders and avoid any tariff increases would help the UK to maintain and grow trade with this high value market.   The Comprehensive and Progressive agreement for Trans-Pacific Partnership (CPTPP) On 15 December the UK officially joined the Comprehensive and Progressive agreement for Trans-Pacific Partnership (CPTPP) – a trade agreement of 12 nations, predominantly in the Asia-Pacific region. In joining the bloc, the UK will now have tariff-free access when trading many products with Malaysia; improved export terms for several markets; and quicker border processes, which is particularly important for shorter shelf-life products. As more countries join the Partnership, the UK will have the opportunity to develop new trading relationships. CPTPP countries are the UK’s second biggest supplier of ingredients to the UK after the EU, with imports from the bloc rising 9.7% so far this year. After joining the CPTPP, manufacturers will be able to import products like soy sauce, sesame oil, and cocoa butter tariff-free. As well as removing tariffs, UK businesses will benefit from more generous Rules of Origin, including cumulation provisions. This means that manufacturers can use ingredients sourced from any of the CPTPP nations and their product can still be traded without tariffs among the bloc. Balwinder Dhoot, Director of Industry Growth and Sustainability, The Food and Drink Federation, said: “These figures highlight the challenges that UK food and drink continue to face when selling their products abroad. This is particularly true for the 12,000 SMEs in our industry, who struggle to overcome the administrative burdens of exporting. Providing more support for these businesses will help the UK strengthen its international trade and maintain its position on the global stage." “However, there are many exciting opportunities beyond Europe. With millions of American consumers continuing to enjoy the iconic British tea and biscuits, it’s important that we maintain our positive trading relationship with this high value market." “Meanwhile, in joining the Comprehensive and Progressive agreement for Trans-Pacific Partnership, CPTPP, we’ve strengthened our relationship with 11 new countries. By gaining these better terms for trading and removing friction at borders, food and drink manufacturers can access more markets and create more resilient supply chains.”

HMG Paints, a leading manufacturer in the coatings industry, has been shortlisted for two prestigious awards at the National Family Business Awards 2025. HMG are finalists for the North and Northern Ireland Family Business of the Year award. Furthermore, HMG Paints has been nominated for the People’s Choice award (North and Northern Ireland). The award is one of the most coveted of the event as it is voted for by the public, those who are at the forefront of receiving and reviewing a company’s service. The nominations follow HMG’s previous success at the Family Business of the Year awards in 2023, in which the company was honoured with the Manufacturing Family Business of the Year title. As the company celebrates its 95th anniversary, these nominations further solidify HMG’s position as a proud Manchester based family business and leader within the coatings industry. Speaking on the event, Paul Andrews, Founder and CEO of Family Business United said: “Family firms are the engine room of the national economy, and these awards celebrate all their achievements. This is always a fantastic evening where the family business community comes together to celebrate the very best of British family firms. All our winners are fantastic examples of great British family firms, and it is a real honour o host these awards and celebrate with them.” HMG will also be considered for the national categories, as well as special awards, including Innovation, Sustainability, and Community Involvement. All entries will also compete for the title of Supreme Family Business of the Year. Speaking on HMG’s nominations at the 2025 National Family Business Awards, Marketing Manager Paddy Dyson stated: “Being nominated for the North and Northern Ireland People’s Choice award is a great honour and recognition of the efforts of everyone at HMG. We’re looking forward to the event and celebrating the work Family Businesses do across the UK, and hopefully it’s a successful night for us too and we hope our extended community can help us to the People’s Choice award by casting their vote.” The event winners will be announced at the Gala Awards Evening on Wednesday, 18th June 2025 at The Royal Geographical Society in South Kensington, London. HMG look forward to celebrating with so many inspirational family businesses.

As the CBI sounds the alarm on an economic slowdown, Purbeck Insurance Services, the UK’s only provider of personal guarantee insurance to SME owners and directors, is arming SMEs with five practical tips to improve their financial stability to help mitigate the impact of increased NIC contributions from April 2025: Higher pricing - review current pricing arrangements to bake in the additional costs on a contribution basis to ensure that margins are not adversely impacted by the increases in NICs. Enhance remunerations structures – offer more flexible benefits in lieu of salary – for example, enhanced pension contributions and changes to holiday allocations. Consider salary sacrifice benefit schemes - implement schemes where the employee’s salary reduces in exchange for an employee benefit. For example, electric cars, qualifying workplace nursery, cycle to work schemes etc. This can also deliver an income tax saving for employees and enhance employee satisfaction. Investment in training and development – investigate the cost of enhancing or upskilling employees to improve productivity within the business, or repurposing staff to achieve more with existing resources. Use the Enhanced Employment Allowance - this will rise from £5,000 to £10,500 per year. This allowance offsets NIC liabilities, effectively neutralising the impact of the rate increase for many eligible SMEs. Comments Todd Davison, Managing Director, Purbeck Insurance Services, “It is encouraging that the number of corporate insolvencies in 2024 was down 5% compared to 2023, but it’s what lies ahead that is really concerning small and medium sized businesses." "Many SMEs are naturally worried about the impending cost increases and will be looking to make savings where they can. Rather than resorting to measures such as cutting staff though, firms can take proactive steps now to empower themselves and face the challenging times ahead with greater confidence.”