Leicester City FC have confirmed that defender Woyo Coulibaly has signed a four-and-a-half-year deal to become a Leicester City player after an agreement was reached with Italian Serie A side Parma, subject to international clearance. The highly regarded 25-year-old has impressed over the past three seasons in Italy, making 88 appearances in all competitions and playing a key role in Parma’s promotion to Serie A last term. He told us: “It’s an honour to be here. I feel very good, very welcomed and the training ground is very impressive. There’s been a lot of impressive players at the Club. It’s going to be a challenge in the Premier League but one that I’m very much looking forward to.” The newest recruit was born in Gonesse, France, and started his career with Le Havre, progressing through the youth ranks to sign his first professional contract in June 2019. After making his Le Havre debut in August 2019, Coulibaly established himself as one of the most promising young defenders in France, earning a move to Parma in July 2021. Known for his explosive pace and tenacious tackling, along with an ability to contribute to attack, his progress has continued in Italy with a series of dynamic displays, culminating in Serie B title success in 2023/24. This season, Coulibaly has played 14 times for I Gialloblu in Serie A, and will link up with his new team-mates later this week as they prepare for a home Premier League fixture with Fulham on Saturday afternoon.

The Entrepreneurs’ Award in Social Innovation (EASI) is excited to announce the opening of applications for its highly anticipated 2025 cohort. This innovative programme aims to empower early-stage, purpose-driven entrepreneurs by offering a unique combination of funding, mentorship and community support to address critical social and environmental challenges, like climate change, homelessness and mental health issues. EASI was launched in 2022 by the Company of Entrepreneurs, an organisation of over 200 successful entrepreneurs that supports initiatives that promote enterprise skills. It founded a Trust in 2016, which finances improvements to the provision of business education and enterprise skills, as well as running a grant-making programme. The 2025 winner will receive a £10,000 grant, alongside a bespoke 12-month mentorship and support package. This support package, which is also provided to the finalists, includes access to expert masterclasses, introductions to networks and funding opportunities, plus ongoing tailored support to accelerate their journey to impact. Judy Hadden, EASI Lead and Past Master Entrepreneur said of the programme’s impact: “The EASI Programme is far greater than the sum of its parts. It provides access to a world class network of supportive entrepreneurs with connections to help springboard the EASI cohort’s enterprises, accelerate their growth and deepen their impact.” James Talbot, Master Entrepreneur, added: “It’s great to see the finalists fly with the resources they get from getting to the final, let alone win! “The award gives access to so much wisdom, experience and a huge network. Just entering has raised the game of so many fledgling businesses.” Applications to join the EASI 2025 cohort close on 31st March 2025, with shortlisted applicants pitching their ideas to a panel of expert judges at the EASI Pitching Final on 27th May 2025. The winner of the EASI grant for 2025 will be announced at the award presentation on 15th July 2025. More information can be found here .

Blue Monday is known as the ‘most depressing day of the year’. Returning to work after the festive period, cold dark mornings, and nights and still a week away from payday all contribute to many individuals feeling blue. Blue Monday occurs on the third Monday of every January, this year it falls on Monday January 20. This day serves as a reminder of the importance of prioritising mental health. There are many ways, which can boost one’s mood and reduce stress and anxiety. According to the NHS, engaging in at least two hours of exercise per week can significantly help combat stress and enhance well-being. Cycling is a great way to get some fresh air. While the physical benefits of cycling are clear, its positive impact on mental well-being might be surprising to some people. “With mental health increasingly becoming a central focus, activities like cycling offer a compelling way to improve mental and physical well-being” says Simon Bennett, Managing Director of cycleGuard. Here, the team at cycleGuard share the mental health benefits of cycling to help improve people’s mental and physical well-being: Improves Well-Being Regular physical activity helps to combat stress, depression and anxiety. Cycling to work is a great way to improve one’s well-being every day. A study carried out across a number of European cities, found that using a bike to get around can help with lowering perceived stress and fighting the feeling of loneliness. The research, conducted by ISGlobal, compared different ways of getting around such as: walking, taking the car or public transport, and claimed that cycling was the number one mode of transport for improving well-being. Reduces Anxiety One study has shown that less than an hour of cycling helps the body produce the endocannabinoid anandamide (AEA). This is a naturally occurring chemical that helps to regulate many things within the human body, including stress. Cycling has also been linked with reducing anxiety. A study of almost 300 students found that riding a bike helped reduce signs of anxiety. Boosts Memory And Reasoning All aerobic exercise can be good for the brain as it helps to maintain blood flow to the organ providing it with a supply of nutrients and oxygen. People who exercise regularly often find that their judgement, learning and thinking remains sharp as they age. But it’s not just older people who benefit from this link between physical exercise and brain function, even youngsters claim that a bike ride can help their thought processes. A study had a group of healthy young men pedal a stationary bike at a moderate pace for 30 minutes. The group completed a series of tests before and after the exercise. The study found that after their 30-minute pedal they scored higher on memory, planning and reasoning and were able to complete the tests quicker than before the exercise. As Simon concludes: “Cycling regularly can have many benefits on mind and body."

The Society of Pension Professionals (SPP) has responded to the HM Treasury/DWP consultation on unlocking growth in the UK pensions market. The SPP has set out how investments made by UK pension funds already play a vital role in supporting economic growth and are a major source of long-term investment in the UK economy before going on to state, “…the industry broadly agrees it can still do more and is very much committed to doing so, as evidenced by the generally positive manner in which most of the industry has reacted to Government announcements on the need for an increased commitment to productive finance”. However, the SPP caution that “ some of the current proposals are likely to have unintended consequences for scheme members, whose interests we believe should be at the heart of any pension policy reforms” The SPP response further warns that, “…it is unclear if a minimum pension fund scale of £25bn AUM is needed or that scale alone will drive any substantial additional investment …in UK productive assets, let alone deliver better saver returns.” The SPP suggest that to achieve the Government’s desired policy objective of better saver returns, “Government may wish to consider introducing industry league tables, constructed using a concise set of metrics that holistically assess member outcomes and are calculated by an independent trusted source. This would incentivise providers to aim for the size of AUM that would be most conducive to allocating investments with the most attractive net of fee risk-adjusted returns.” With regard to exemptions, the SPP states that, “… if the Government decides to proceed with a minimum AUM requirement then it should consider a broad exemption for smaller funds that outperform their larger peers; an exempt growth period during which time any new arrangements can focus on building scale; and exemptions for schemes that serve niche markets such as Sharia compliant default arrangements and CDC schemes.” If Government proceeds with all or any of the proposals in this consultation, the SPP stresses that, “…the sequencing in which these and other proposals are rolled out will make a very significant impact on overall costs and member experience. The SPP therefore urges policy teams to work through the optimal order of events to avoid duplication of cost and …to provide industry with a clear timetable of such sequencing.” Sophia Singleton, SPP President, said; “We support the Government’s overarching objectives to both invest more in the UK and boost saver returns. However, we aren’t convinced that these proposals are the best way to achieve this." "A minimum pension fund scale of £25bn AUM isn’t necessarily going to drive additional investment diversification or deliver better saver returns but could lead to unintended consequences of reducing competition, stifling innovation and potentially disadvantaging some minority groups." "As we have set out in our response, if the Government does decide to proceed with a minimum AUM requirement then it should be at a much lower level and Government should consider a broad exemption for smaller funds that outperform their larger peers; an exempt growth period during which time any new arrangements can focus on building scale; and exemptions for schemes that serve niche markets such as Sharia compliant default arrangements and CDC schemes." "We share the Government’s desire to make things better as soon as is practicable but getting these policy decisions right is paramount to achieving this.” The SPP consultation response can be read in full here: https://the-spp.co.uk/wp-content/uploads/Unlocking-Growth-response-16.1.25-FINAL.pdf?v=8397

A Cumbernauld local has turned her passion for dogs into a thriving business after she accessed start up support from Business Gateway.  Newly qualified dog groomer, Anca Simtea, took the plunge to set up her own dog grooming service in the summer, launching The Groom Studio Cumbernauld in August.   Anca, a former carer, qualified in Level 3 Dog Grooming and Salon Management from Beautipets Dog Grooming and School, allowing her to fulfil her dreams of opening a dog grooming studio.   Specialising in dog care, The Groom Studio Cumbernauld provides one-to-one grooming services for its canine customers in a cage-free and relaxed environment, meaning Anca can give each pet the special treatment they deserve.  Anca reached out to her local Business Gateway team after qualifying and has been supported throughout her start-up journey by business adviser, Ailsa Neilson, who has provided expert guidance across business planning, funding and financial advice.   Through Business Gateway, Anca successfully applied for £2,500 of grant funding from North Lanarkshire Council’s Start Up Fund. The vital funding has been crucial to help her kick start her business, enabling her to buy all the necessary equipment to start her grooming service on the best possible foot.   Anca Simtea, Owner of The Groom Studio Cumbernauld, said: “Business Gateway’s support and guidance has made such a difference in getting to where I am today."  “Ailsa has been there to support and guide me through every step of the way and has always been on hand to provide advice when I needed it. I really can’t thank her enough.”  Ailsa Neilson, Business Gateway adviser said: “It has been a pleasure to support Anca on her journey to start her own business and it is fantastic to see all her hard work and dedication paying off."  “Starting a new venture can be a daunting task, but Business Gateway is always on hand to help people like Anca take those first steps in their business journey.”  To find out more about how Business Gateway can help your business, visit their website here .

In the world of business and rapid technological advancement, artificial intelligence (AI) has emerged as a transformative force capable of reshaping industries and redefining competitive dynamics. For businesses operating in an increasingly globalised and digital economy, leveraging AI effectively can provide substantial competitive advantages. These advantages range from operational efficiency and enhanced decision-making to personalised customer experiences and innovation at scale. So how can organisations harness AI to gain a competitive edge and ensure they follow best practices for ethical and sustainable AI implementation? Understanding The Role Of AI In Business AI encompasses a broad array of technologies, including machine learning (ML), natural language processing (NLP), computer vision, and robotics. These technologies enable systems to mimic human intelligence, learn from data, and perform complex tasks without explicit programming. In the business context, AI can process vast volumes of data, uncover patterns, and generate actionable insights at speeds far exceeding human capability. Such capabilities have made AI indispensable in sectors ranging from healthcare and finance to retail and manufacturing. Key Areas Of Competitive Advantage Through AI Enhanced Operational Efficiency AI optimises processes by automating repetitive tasks, reducing errors, and accelerating workflows. For example, in supply chain management, AI-driven predictive analytics can anticipate demand fluctuations, optimise inventory levels, and streamline logistics. This not only lowers costs but also improves responsiveness to market changes. Similarly, robotic process automation (RPA) can handle administrative tasks, freeing employees to focus on higher-value activities. Improved Decision-Making AI's ability to analyse data in real-time and generate predictive insights empowers organisations to make informed decisions quickly. Financial institutions, for instance, utilise AI to assess credit risks and detect fraudulent transactions with greater accuracy. In the energy sector, AI-driven models optimise resource allocation and improve maintenance schedules, ensuring minimal downtime and maximum efficiency. Personalised Customer Experiences One of AI’s most prominent applications is in tailoring customer experiences. By analysing customer behaviour and preferences, AI can deliver personalised recommendations, targeted advertisements, and dynamic pricing strategies. Companies like Amazon and Netflix have mastered this approach, using AI to anticipate user needs and preferences, thereby enhancing customer loyalty and satisfaction. Accelerated Innovation AI enables businesses to innovate at an unprecedented pace. In research and development, AI accelerates the design and testing of new products by simulating scenarios and identifying optimal solutions. In pharmaceuticals, for example, AI has revolutionised drug discovery, reducing the time required to identify viable compounds from years to months. Such capabilities can position companies as market leaders. Competitive Intelligence AI-powered tools allow organisations to monitor competitors, market trends, and consumer sentiment in real-time. This information can guide strategic planning and identify emerging opportunities or threats. By staying ahead of the curve, businesses can anticipate market shifts and adapt proactively. Challenges In Implementing AI Despite its potential, leveraging AI is not without challenges. A significant hurdle is the scarcity of skilled professionals who can develop, deploy, and maintain AI systems. Additionally, the quality and volume of data required to train AI models can be a bottleneck. Organisations must invest in robust data collection and management systems while ensuring compliance with data privacy regulations such as the General Data Protection Regulation (GDPR). Ethical considerations also pose a challenge. AI systems, if poorly designed, can perpetuate biases, leading to unfair or discriminatory outcomes. For instance, biased algorithms in recruitment processes may disadvantage certain demographic groups. To address this, organisations must prioritise transparency, fairness, and accountability in their AI implementations. Moreover, the cost of developing and integrating AI solutions can be prohibitive for smaller firms. While cloud-based AI services have reduced entry barriers, significant investment in infrastructure and training remains essential for maximising AI’s potential. Best Practices For Leveraging AI Sustainably To harness AI effectively, organisations should adopt a strategic and ethical approach: Define Clear Objectives : Businesses must identify specific areas where AI can deliver measurable value, ensuring alignment with broader organisational goals. Invest in Talent and Training : Building a workforce capable of understanding and utilising AI is crucial. This includes hiring data scientists and upskilling existing employees. Foster a Culture of Experimentation : Encouraging innovation and experimentation can help organisations uncover novel applications of AI. Prioritise Ethical AI : Establishing governance frameworks to ensure AI systems are fair, transparent, and accountable is essential. Regular audits and stakeholder engagement can reinforce trust. Collaborate with Partners : Partnering with technology providers, research institutions, and industry consortia can accelerate AI adoption and mitigate risks. Artificial intelligence offers transformative opportunities for organisations seeking to gain a competitive edge in today’s dynamic marketplace. By enhancing operational efficiency, enabling data-driven decision-making, personalising customer interactions, and fostering innovation, AI can unlock unprecedented value. However, realising these benefits requires a strategic approach that addresses challenges such as skill shortages, data quality, and ethical concerns. As businesses continue to navigate the complexities of AI adoption, those that prioritise sustainable and responsible practices will be best positioned to thrive in an AI-driven future. In this era of technological disruption, leveraging AI is not merely an option but a necessity for maintaining and extending competitive advantage.

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 .

The team at Leicester Museums and Galleries has been selected as a finalist in VisitEngland’s Tourism Superstar Awards 2025. They have been shortlisted as one of 10 national finalists in the annual Tourism Superstar competition. The competition is run by VisitEngland and aims to find the unsung hero/heroes of England’s tourism industry. Leicester Museums & Galleries have been welcoming the public into its museum venues for free since 1849. They celebrate the stories of Leicester’s diverse communities and the unique places, art and heritage which shape the city’s identity and showcase these to the world. The Tourism Superstar competition, now in its 13th year, seeks out champions working in tourism who provide the most memorable experiences for visitors, as well as showcasing the variety and quality of England’s tourism offer and destinations. Ten finalists were selected out of dozens of submissions from employers and destinations across England covering all areas of tourism. The finalists go on to compete for the title of Tourism Superstar, decided by a public vote and run on VisitEngland’s website. The public will be able to vote for their favourite superstar on VisitEngland’s website between 17 February - 22 March 2025 when the competition officially opens. Follow Visit Leicester on social media for further updates. Joanna Jones, Head of Arts & Museums at Leicester City Council said: “We’re delighted to have been selected by VisitEngland as one of the 10 finalists for this prestigious competition. The shortlisting is testament to the dedication, innovation and high levels of customer service that all of the staff and volunteers bring to their roles within the service." "It’s fantastic to be recognised for the work that we do but now we want to go on and win for Leicester, so please look out for the public vote opening and support us if you can!” VisitEngland Director Andrew Stokes added: “Tourism Superstar provides the public with an opportunity to celebrate individuals within England’s tourism industry who go above and beyond time-after-time to give visitors truly exceptional experiences. From creating memorable stays in castles to showcasing England’s brilliant museums and art galleries, from running animal sanctuaries that connect people with nature to providing fantastic experiences on heritage railways, the finalists truly go the extra mile in their role as tourism ambassadors." “We have the most fantastic, passionate people working in England’s tourism industry who continually raise the customer service bar. We congratulate the 10 finalists and wish them every success in the competition, though of course, they are all superstars already.” Since 1849, Leicester Museums and Galleries has been welcoming the public into museum venues in Leicester for free. It is a National Portfolio Organisation, supported using public funding by Arts Council England. Museums include: Leicester Museum & Art Gallery Abbey Pumping Station Belgrave Hall Leicester Guildhall Newarke Houses Museum King Richard III Visitor Centre

New research from Davies , the leading specialist professional services and technology business serving insurance and highly regulated markets, highlights the widespread benefits that apprenticeship schemes bring to financial services organisations, while also shedding light on the missed opportunities for firms not investing in such initiatives. 504 full-time employees survey respondents from UK financial services firms were asked about their organisation’s approach to apprenticeships. Of those surveyed, 57% confirmed their organisation has an apprenticeship scheme in place, while 35% said theirs does not, and 8% were unsure. Among organisations running a scheme, 73% indicated that permanent roles are typically offered at the outset for those who complete their apprenticeships. These schemes were also widely viewed as a cost-effective recruitment strategy, with 71% stating they are more economical than hiring graduates or junior employees through other channel. The survey also found that 85% of respondents believe apprenticeship schemes help build loyalty between participants and their organisation, while 78% reported that participants in their apprenticeship programmes often progress to long-term careers within their company. Senior managers in organisations running apprenticeship schemes were overwhelmingly supportive of their value. 87% stated their schemes aim to create pathways for diverse talent, enabling a wider range of people to build careers in financial services. Additionally, 74% said the government’s Apprenticeship Levy – which provides government funding to pay for apprenticeship training costs – is an important incentive for their organisation. Of those without an apprenticeship scheme, however, 15% of respondents said they do not know how to take advantage of the Apprenticeship Levy, while 11% do not know how to establish an apprenticeship scheme. One fifth (19%) said they do not see the value in running a scheme, while 42% indicated that they attract enough talent through other means. Craig Potter, Professional Education Senior Partner at Davies, said: “My biggest takeaway from this research is that it demonstrates just how valuable apprenticeship schemes can be for financial services organisations. With a majority of firms now offering permanent roles to their scheme graduates and a similar number of firms reporting that they are cutting recruitment costs as a result, it’s clear that they provide an excellent pathway for firms looking to secure long-term talent." “However, it’s concerning that over a third of firms are missing out on these benefits, either due to a lack of understanding of how to set up a scheme or misconceptions about their value. The lack of understanding around the Apprenticeship Levy is a particular concern, especially with its impending transition to a Growth & Skills levy under a Labour government. The fact that so many firms are simply unaware of how to establish a scheme demonstrates that more support and education are needed to help organisations tap into this important talent pipeline." “As a sector, its vital that more investment is made to raise awareness of the benefits that apprenticeships can provide – only then can we secure the talent needed for the sector to grow sustainably in the years ahead.” Davies is one of the largest training providers in the UK for the financial services and insurance industries. The survey comes following the firm’s recent acquisition of the trade and assets of Bespoke Training Solutions (BTS) as it looks to expand its learning and development offering further.

For the first time in three months, UK inflation unexpectedly fell in December, driven by a decrease in hotel prices and a reduction in tobacco costs. According to the Office for National Statistics (ONS), prices increased by 2.5% year-on-year in December, down from 2.6% in the previous month. Key Findings : Annualised inflation came in at 2.5% in December, down from the 2.6% reported in November. Annualised inflation was forecast to come in at 2.6% (Trading Economics). Core Inflation came in at 3.2% in the 12 months to December 2024, down from the 3.5% in November and lower than forecast. Nicholas Hyett, Investment Manager, Wealth Club said: "UK inflation came in lower than expected in December, with price increases slowing across broad swathes of the economy including the hospitality sector, clothing and alcohol & tobacco. The slowdown will be very welcome for the government. It increases the scope for the Bank of England to cut interest rates, boosting growth and lowering the cost of borrowing. That would create a little more financial headroom for the Chancellor and reduce the need for substantial cuts to public spending." "However, we think there's a significant risk that inflation kicks off again later in the year. Employers are set to start paying higher rates of National Insurance in April, pushing up labour costs. That is likely to see prices rise in sectors like hospitality and retail that employ substantial numbers of people and wear margins are already pretty thin. That risks sparking an inflationary spiral. It could be a tense few months as we wait and see how things play out." Commenting on the unexpected fall in UK inflation bringing mixed reactions, Douglas Grant, Group CEO of Manx Financial Group, said: “The news of UK inflation unexpectedly falling brings mixed reactions, offering some reassurance to businesses and consumers but causing frustration for others. Persistently high inflation above the 2% target continues to drive up costs across the board, from raw materials to energy, while significantly shaping customer spending patterns. To remain resilient, SMEs must proactively address these challenges." "Effective pricing strategies and vigilant cash flow management are critical. Regularly reviewing budgets, renegotiating supplier contracts, and leveraging bulk purchase discounts can help offset rising costs. Additionally, adopting new technologies and streamlining operations can reduce waste, enhance productivity, and improve overall efficiency." "SMEs should seize this opportunity to reassess their lending strategies and strengthen their financial footing to navigate ongoing market uncertainty and position themselves for long-term success." “Data from Manx Financial Group reveals an improvement, with nearly a third of UK SMEs scaling back or pausing operations due to financial constraints, down from 40% in 2023. However, around 10% of SMEs continue to face challenges in accessing external financing. Given their pivotal role in fostering growth, employment, and innovation, creating a stable and supportive lending environment is vital. Strengthening the lending environment will help businesses navigate rising taxes, geopolitical risks, and cost-of-living pressures." “The Labour government must implement targeted solutions to improve credit availability, address inflationary pressures, and foster collaboration between traditional and alternative lenders." "To build resilience, SMEs should capitalise on opportunities for monetary easing and secure affordable credit to grow and innovate. Supporting this dynamic will be crucial to sustaining recovery and ensuring SMEs remain at the heart of the UK economy.” Paul Noble, CEO of Chetwood Bank, said: “Some good news to start the year for Britons. Many will have approached today’s result with some apprehension, but 2025 can begin on a positive note despite the uncertainty.” “The economic environment is still nowhere near stable, with inflation yo-yoing back and forth from the 2% target. The uncertainty surrounding the budget has not dissipated, but these figures will help to calm nerves nationwide, at least in the short term. However, the spectre of public sector wage increases will keep experts guessing as the year goes on, and the Bank of England will be watching CPI closely as they consider the timing of their next rate change. “The one thing that consumers can control is their financial future, and it’s more important than ever to be proactive in seeking out the best savings opportunities. Financial institutions must support them by providing accessible solutions and products that add real value.”

It takes courage to decide to halt the expansion of your brand after getting off to a flying start. However, Sanj Sanghera and Laura Bruce, founders of Doner Shack, had a long-term plan for global dominance which they recognised would require a new direction to achieve. In today’s competitive market, many brands treat expansion like a race, prioritising rapid growth over building a solid operational foundation. This short-sighted approach often leads to significant issues down the line, such as closures or struggling franchisees who are forced to bear the financial burden of implementing new systems, upgrading equipment or redesigning fit-outs to meet evolving brand standards. Without taking the time to refine processes, ensure consistency and create a scalable infrastructure, these brands risk sacrificing quality and profitability for the sake of speed, ultimately jeopardising long-term success. In this article, Sanj and Laura discuss the benefits of pausing expansion and taking a step back in order to build a solid foundation which supports the future of your business and how this has led to global expansion and Elite Franchise 100 status for Doner Shack. Halting Growth Is Not For The Faint-Hearted First things first – let’s address the elephant in the room. Taking a step back is often perceived as a sign of failure but, for Doner Shack, it was the recipe for success. Sometimes, stepping back isn’t about retreating – it’s about setting the stage for a greater leap forward. Rapid growth can sometimes be a bad thing – scaling too quickly can lead to inconsistent operations across locations, diluting brand quality and leading to subpar customer experiences. For fast casual restaurants, flavours, experiences and service need to be in sync across your operation before adding more locations, suppliers and moving parts. By strategically halting expansion, you allow time for your business to gain clarity and time to build a resilient foundation for meaningful, scalable growth. “We’re focused on growing our franchise network by attracting ambitious individuals with the drive to become multi-unit franchisees. Doner Shack is rapidly gaining an impressive reputation as a leading franchise brand in the fast casual sector, and we are now ready to scale up internationally, backed by the strong groundwork we’ve laid to support expansion,” said Laura. Space For Innovation Halting expansion creates space to innovate. Doner Shack completely shook up the kebab scene when it introduced items such as sliders and loaded fries which gave its signature doner products a modern twist. In the same way, taking a strategic pause also provided an opportunity for the business to refine and strengthen its supply chain operations. This included optimising procurement processes, streamlining logistics and fostering more robust relationships with suppliers. By addressing these areas proactively, Doner Shack built a more resilient and efficient supply chain capable of supporting future growth sustainably. “We spent valuable time on the brand repositioning, determined to avoid early stagnation for our fast casual restaurant model." "The results show that our British restaurants are now welcoming customers back two to three times a month on average with month-on-month sales up 35% on the previous year – thanks to a 60% increase in delivery sales and 12% in-restaurant,” added Sanj. A Step Back For A Leap Forward For franchise-based fast casual restaurants like Doner Shack, taking a step back allows for enhanced support to current franchisees, fostering their success and creating a solid foundation for future franchise expansion. Doner Shack’s decision to pause expansion has been instrumental in securing master franchise deals in India and establishing a solid foundation for their upcoming launch in the United States. Through a strategic rebrand and menu refresh, they successfully modernised their offerings, positioning themselves as a game-changer in the fast-casual dining industry. Their International Franchise Association (IFA) membership further enhanced their global credibility, providing valuable resources and connections to support their international growth. This deliberate approach has enabled Doner Shack to confidently enter new markets while preserving their reputation for quality and innovation. “We’re now ready and really excited to be putting an international foot forward. It’s our responsibility to be conscientious and put us in a great position for the brand worldwide." "In our quest for global dominance, we have formed a strong head office team with the right mix of professional skills, all of whom are passionate and committed to driving the brand forward,” said Sanj. Not only did halting expansion provide Doner Shack with the opportunity to expand globally but has since gained the brand recognition as one of the top franchising opportunities in the UK, securing a place in the Elite Franchise Top 100 list. This achievement not only highlights the success of their pause strategy but also reinforces Doner Shack’s position as a trailblazer in the fast-casual dining sector, setting the stage for continued growth and international success. For further information about Doner Shack, visit www.donershack.uk/franchise

Founder partner of construction consultancy Focus Consultants, Kevin Osbon, has been named in the Top 100 Influential People 2025 Awards. Kevin is one of the first representatives of the construction sector to receive this prestigious accolade. The annual UK awards are designed to shine a light on truly influential people who make a positive impact on society. Current and previous winners have included leading figures in their field such as sculptor Anish Kapoor, Judge Robert Rinder, broadcaster Ben Fogle, rugby league star and ultramarathon charity fundraiser Kevin Sinfield, footballer and Sports Personality of the Year Beth Mead, rugby union British Lion and newly appointed England captain Maro Itoje and Dame Sharon White, the first female CEO of John Lewis Partnership. Kevin has been hailed as truly influential in the environmental sustainability sphere of the construction sector, particularly for his work in championing social value, sustainability and community placemaking. He said: “I am slightly shocked but very honoured to have been named in the Top 100 Influential People 2025 Awards." “Social value and placemaking are two very important subjects that myself and Focus Consultants are passionate about. I am proud that I have helped to raise the profile of both in the construction world by encouraging others to give these topics the prominence that they deserve." “I hope this award will continue to raise the profile of social value and placemaking in the construction sector, leading to more regeneration, better communities and improved facilities for all.” After founding Focus Consultants in 1994 from the dining room of his then home in Beeston, Nottingham, Kevin has led the company to become a consultancy with an annual £7.4m fee turnover and a workforce of more than 70. The company, which has offices in Nottingham, London and Leicester, has secured more than £1 billion in grant-aid funding for communities and helped to create and deliver £4.5 billion worth of projects, establishing Kevin and Focus Consultants as a titan of the construction industry. They have delivered projects that have supported 18,000 jobs over 30 years. A multi-disciplinary organisation, Focus provides project management, building surveying and quantity surveying, advises on sustainability, carries out business planning and economic development research, and helps clients secure public sector grants for regeneration projects. For 25 years Kevin has pioneered social value as a concept embedded in the daily operations of Focus Consultants. His leadership and work in this field has led to social value, sustainability and community placemaking rising up the agenda across the sector. He has contributed to the book Social Value in Practice and also received international acclaim with a paper he co-authored, Co-creating social value in placemaking; the grand balancing act, which won the Institute of Civil Engineers (ICE) Richard Trevithick Memorial Fund Award 2023 for the best international paper on sustainability and social value. It was focused on Nottingham, but provided guidelines that are applicable nationwide. Kevin has also helped to raise more than £1m in charitable contributions, circa £540,000 in cash and circa £700,000 in kind. Keen to share his knowledge and inspire others, Kevin worked for many years as a part-time lecturer at Nottingham Trent University, and also provided pro-bono support, alongside his role at Focus. Under Kevin’s leadership, Focus Consultants has become an official partner of Nottingham Trent University’s School of Architecture, Design and the Built Environment (ADBE) and its newly launched, cutting-edge £1.5m Centre for Sustainable Construction and Retrofit to help the UK construction sector reach net-zero carbon. This partnership demonstrates Kevin’s influence in aligning professional practice with cutting-edge sustainability research. In recognition of Kevin’s pro-bono contribution to the university, NTU appointed him an Alumni and Industry Fellow in 2024. Among Kevin’s notable placemaking achievements are the £20m Bristol Aerospace Centre - which created a home for Concorde 216 and the Bristol Aerospace Collection, preserved a key Listed part of Filton Airfield and opened an Aerospace Engineering Centre of Excellence – and St George’s Cultural Quarter in Leicester, which delivered £100m of public investment and attracted £200m in private sector investment, and was followed by the development of further Cultural Quarters using his best-practice methodologies all over the UK from Nottingham to Southampton, Eastbourne to Lincoln.