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M&S has unveiled plans to invest £30 million in bricks and mortar stores across Scotland. The retailer’s investment will deliver more than five new store openings and expansions over the next eighteen months, supporting over 6,500 jobs in communities across the country. As one of the biggest private sector investments in Aberdeen for years, these plans include £15m for M&S Aberdeen Union Square – next year expanding to almost the double the size with a spacious fresh market-style food hall full of exciting new features including a beautiful flower shop, a cheese barge, larger in-store bakery and dedicated M&S Wine Shop as well as bigger clothing, home and beauty departments – all designed to make shopping inspirational and easier than ever before. Alongside a new M&S foodhall coming to Linlithgow later this month, there’s more investment in the Northeast economy with a new full-line store in Dundee’s Gallagher Retail Park on track to open in Summer 2024. M&S will also open in Largs for the first time with a new foodhall due to open in early 2025. Scotland is also an important strategic sourcing location for M&S – with 2,500 Scottish farms in its supply chain and long-standing partnerships with companies such as Kettle Produce, McSween and Scottish Sea Farms. Many Scottish-sourced product lines are sold not just in 94 stores in Scotland but across a wider network of stores across the UK and beyond. Sacha Berendji, M&S Operations Director said: "This is our biggest ever investment in Scotland, putting £30m into transforming the shopping experience for customers in Aberdeen, Largs, Dundee and Linlithgow - bringing new jobs across the country with bigger, better, fresh-market style foodhalls and new opportunities for Scottish shoppers to access our best-ever, most inspiringly presented clothing, home and beauty range. Our investment in Scotland goes beyond new stores with M&S sourcing more Scottish produce than ever before, through strong partnerships with local producers." "Around 2,500 Scottish farms, sea farms and fisheries supply us with great quality products, many supplied beyond Scotland to M&S stores across the UK. Our commitment to Scotland has never been stronger.” Spring 2025 is when the £15m expansion in Aberdeen Union Square is scheduled to complete and the city can boast the fourth biggest M&S in Scotland. M&S will then be closing its store on St Nicholas Street. Plans for this longer-term relocation have today been shared with colleagues – with all those on permanent contracts transferring over to M&S Aberdeen Union Square or other nearby stores next year. M&S will work closely with the council and partners on the future development of the St Nicholas store. Rachel Rankine, North East Regional Manager for M&S, said: “The scale of our investment is a vote of confidence in the future of retail in Aberdeen city centre, with a flagship store on the same scale as city centre stores in Birmingham and Liverpool. Where we have already invested in new formats, our customers have responded to the destination shopping experience and Aberdeen shoppers can look forward to having a bigger, better, fresher food hall and the best in M&S clothing and home.” The Scottish investment announced today reflects M&S’ aim to become the UK’s leading omnichannel retailer, with its store rotation programme designed to ensure M&S has the right stores, in the right place with the right space. The retailer is aiming to rotate from a base of 247 stores across the UK to 180 higher quality, higher productivity full line stores that sell its Clothing, Home and Food ranges, while also opening over 100 bigger, better food sites by FY27/28. At the start of last year, M&S set out a c.£500m multi-year investment in its store rotation programme across the UK and outlined its ambition to go faster in the programme and target delivery in three years instead of five by FY25/26. This new investment of £30m for Scotland announced today is on top of £32m already invested in eleven Scottish stores over the last four years – including brand-new foodhalls in Paisley, Hamilton and East Kilbride. Beyond this headline investment, M&S has already launched eleven new and renewed stores over the last four years in Scotland, including new foodhalls in Straiton (Edinburgh), Hamilton, Falkirk Central, Cumbernauld, East Kilbride and Paisley alongside renewals and expansions in Glasgow Silverburn, Edinburgh Gyle, Anniesland, Glasgow West End and Bishopbriggs alongside two recently opened convenience stores in Glasgow Battlefield and Glasgow Queen Street. In the last year, M&S has continued to see strong performances from these recently opened and relocated stores with sales ahead of plan with increased footfall and customers buying bigger baskets of food giving the retailer the confidence to accelerate the programme. New stores deliver an omni-channel shopping experience so customers can shop how they want The new stores pipeline means M&S will have more than 15 stores across Scotland in its renewal format. Each store aims to appeal to families, with customers able to browse in wider, brighter aisles, with fresh market-style foodhalls stocking the full M&S Food range and spacious clothing, home & beauty departments. Many renewal stores also have more ample and accessible car parking to make shopping more convenient for customers, especially for bigger weekly food shops. The new stores and renewals are also underpinned by substantial investment in new digital services that offer customers an omnichannel service – including the roll out of Digital Click & Collect so that customers can collect their parcels in-store in under 60 seconds. Other innovations include Scan & Shop which lets customers use their phone to scan and bag food items directly from the M&S app as they shop.

Female CEOs issue less company debt than male CEOs, because women are often more risk-averse than their male counterparts and therefore less likely to get the company into financial difficulty, according to new research by Durham University Business School. The study also showed that the younger the CEO, the more pronounced the findings are, with younger female CEOs very conservative in their debt issuing, in contrast to younger male CEOs, who are more likely to rack up arrears. Conducted by Dr Yeqin Zeng, Professor of Economics at Durham University Business School, alongside Qi Zhu, Central South University Business School, Yuxuan Huang, Hunan University Business School, and Cheng Yan, Essex Business School, the study examined the effects of a CEO’s gender on a company’s debt structure. To do so, the researchers examined data from the S&P 1500 – the market index of US stocks – from the years 1993-2021. Using over 28,000 firm observations in this period, the researchers were able to monitor the changes in CEO appointments and over time, as well as the debt structure of each firm, and whether or not this changed dependent on the CEO’s gender and age. The researchers found that for female CEOs, the average value of borrowed capital was 2.7% lower, as well as the average value of investing or trading in financial markets by 2.9% compared to companies with male CEOs. The researchers state that women’s risk-averse nature is likely the reason why. Younger CEOs, the research suggests, are more likely to have more extreme results compared to older CEOs because the potential rewards for risk-taking are higher. This means male CEOs are more likely to take chances due to potential for a higher reward, whilst female CEOs are less likely to take the chances due to the potentially higher risks to their careers and companies. “Over the past 20 years we’ve seen an increase from just 0.5% of CEOs in the S&P 1500 being women, to 7% in 2021.” says Dr Zeng. “Clearly it is a positive that the gender split of CEOs is on the up, but it makes for interesting new challenges for firms when they look at how their company is structured and performs. Our findings show that typically, female CEOs are less likely to get the company in debt, whilst men are more likely to be riskier CEOs”. Interestingly, the researchers also found that the influence exerted by the CEO’s gender is much more pronounced when the level of market competition is higher, and the risk of litigation is higher too – due to the heightened risks and rewards. The researchers also found that the CFO’s gender has much less of an impact on how the firm structures it’s debt – it is the CEO’s gender that really matters. The researchers say that these findings clearly show that gender does have an impact on how firms perform, and the decisions the wider company enacts on behalf of the CEO’s decision-making. The researchers say that this gives food for thought to companies when they are looking to hire their next CEO, giving them opportune time to manage their debt structuring too before doing so.

Responding to the latest Defra fly-tipping statistics for England, NFU Vice President David Exwood said: “The latest figure showing just over a million reported fly-tips is still way too high and part of a concerning overall upward trend over the past five years. We believe this figure could be even higher as it doesn’t take into account reports from private landowners." "Fly-tipping continues to be a huge problem and one that plagues the lives of so many of us living and working in the countryside. Items such as worn out tyres, battered old fridges and bags of rubble are commonplace. But more and more our farms are being strewn with kitchen appliances, sofas and increasingly, industrial-scale amounts of rubbish such as builder’s rubble and hazardous materials." “This is affecting farmers' efforts to produce food and care for the environment but is also taking a huge toll emotionally and financially." “It is good to see government taking the issue seriously and launching initiatives to combat the issue. These include increasing the maximum penalty for fly-tipping from £400 to £1000 as part of its Antisocial Behaviour Plan, funding a new fly-tipping post within the National Rural Crime Unit and abolishing charges for DIY waste to be disposed of at recycling centres – although some charges still apply and booking systems can mean lengthy waits." “The NFU believes more can and should be done including better promoting the household duty of care to ensure all householders are aware that their responsibility for waste disposal is maintained to its final disposal point. We also want to see accreditation for all council enforcement officers to give them enhanced police-style powers to tackle fly-tipping and littering.”

Three in ten employees with hybrid working options say their manager or boss being in the office puts them off from coming in more regularly, according to new research from beyond. The workspace provider commissioned an independent survey of 1,262 UK adults in part-time or full-time employment, unearthing the top reasons hybrid workers avoid commuting into the office more often. Cost is the most significant factor, with two thirds (67%) saying the rising cost-of-living has made them want to work remotely more often for cost-savings reasons. Over half (54%) say they would go in more if their place of work was better located (in an area that had more things to their liking or was nearer to their home), while 38% wish the workspace itself was of a better standard. This comes as 30% say they would head into their workplace more often if their boss was not there. The same number (30%) of hybrid workers say their employer does not offer them the working arrangements that they would like. Wybo Wijnbergen, CEO of beyond, said: “Most organisations are striving to create a happy, productive culture. For many, building that culture starts with their place of work – the place employees come together to exchange ideas, collaborate and bond as a team." “But our research clearly shows that when a business has a sub-par workspace – inaccessible, unappealing location or lacking in good facilities – people’s motivation to brave the commute is likely to wane. The cost-of-living crisis has accentuated this point, with employees increasingly having to consider how much it costs them to commute." “Ultimately, flexible working is not just about allowing for the hybrid of remote and office working. It’s also about having workspaces that embrace flexibility, giving people a great experience, with different facilities and spaces to meet the needs of individuals and teams. We should expect this to once again be a defining business trend in 2024.”

Educating leaders on geopolitical risks gives a competitive advantage, says Dr Elizabeth Stephens, Managing Director of Geopolitical Risk Advisory (GRA) and instructor in leadership programs of Aalto University Executive Education and Professional Development (Aalto EE). “Given the war in Ukraine, spiralling tensions in the Middle East and the potential for Donald Trump to return to the White House in 2025, it’s not surprising that many CEO’s cite geopolitical risk as the greatest threat to their businesses,” she says. “The challenge they confront is what to do about it.” She says that companies that invest in increasing their understanding of geopolitical risks are then well-placed to determine the most effective way they can manage their geopolitical exposure. This means educating leaders, talking to experts, and looking at various data and modelling capabilities to enhance their internal functions. Dr Stephens advises companies to do this as it allows them to anticipate what could potentially happen next by identifying risk, quantifying it and then devising scenarios to manage that risk. “Do not assume that the past is the guide to the future and always believe that the unthinkable will happen. Imagine what the worst-case scenario could be and come up with a strategy for how you manage it. This will give you a lead over your competitors should the geopolitical investment environment deteriorate,” says Dr Elizabeth Stephens. “It doesn’t need to be a daunting task. The growth of data analytics has created the speed with which geopolitical data can be converted into actionable insight.” A key part of dealing with geopolitical risks is building a resilient company. Dr Ulla-Maija Uusitalo, Director of Sales and Accounts at Aalto EE, adds that in order to be a resilient company means being aware of, capable of responding to, and even acting proactively to big changes. “You need to build resilience into your operations and supply chains. It may increase your costs in the short term, but in the medium to long term, it may enable the business to keep functioning in times of political uncertainty,” adds Dr Stephens. “And the only certainty companies currently have is that the geopolitical operating environment will become increasing uncertain.”

Producer of English still wines is shortlisted for the Naked Wines’ Winemaker of the Year award Kieron Atkinson, a winemaker and vineyard tenant in Derbyshire, has become the first producer of English still wines to be shortlisted for the Winemaker of the Year award, hosted by Naked Wines. Presented annually to celebrate winemakers who go the extra mile, as determined by customer vote, the award acknowledges winemakers and vineyards from all the major wine regions of the world and includes some of the most renowned winemakers on the planet. Kieron’s wine is produced in Derby, a city in the heart of England and not always a place people imagine award -wines to be made. His still red Mills & Hills Pinot Noir and still white Mills & Hills Bacchus wines have both been noted for their quality and received rave reviews from the Naked Wines customers. Kieron says, “It is incredibly exciting to be nominated for the award, as an independent winemaker I am just so pleased that English wine – in particular still wines – are getting recognition for their outstanding qualities.” The awards by Naked Wines have been in place for over a decade and 330,000 Naked Wines customers are invited to vote to crown the winning winemaker who will receive funding to make the wine they have always wanted to make. The results will be announced at the end of January 2024. Kieron continues, “Naked Wines creates a fantastic community, joining people with a passion for excellent wines and raising the profile of artisan winemakers. The doors are always open at the winery or vineyard for people to come and experience the wines and their production”.

Business activity at UK small and medium-sized enterprises (SMEs) expanded at the fastest rate for seven months in December, led by renewed growth in the service economy. Adding to signs of a steady turnaround in business conditions, new orders stabilised at the end of 2023, which ended a five-month period of reduced workloads. Key Findings: Fastest rise in overall UK SME output since May 2023 Service providers report growth rebound, but manufacturers see an accelerated decline Business optimism among SMEs reaches highest level since March 2022 Cost inflation hits three-month high and is seen as the biggest obstacle to sustainability action in 2024 The headline NatWest SME PMI® Business Activity Index registered 51.2 in December, up from 50.7 in November and the highest reading since May. This signalled a marginal overall increase in SME business activity, with growth in the service economy more than offsetting sustained declines in manufacturing and construction output. The latest fall in manufacturing production was the steepest since October 2022, reflecting weak demand in both domestic and export markets. Survey respondents often commented on relief at the pause in Bank of England interest rate hikes last autumn, alongside a positive impact on business and consumer spending from lower borrowing costs and easing inflationary pressures. This contributed to an improvement in business activity expectations for the year ahead. Overall business confidence among SMEs was the highest since early-2022, helped by a marked improvement in service sector optimism at the end of last year. Elevated wage pressures and squeezed margins meant that UK SMEs were wary about adding to their staffing numbers. Job creation stalled in December, which ended a 33-month period of employment growth. A number of firms commented on the non-replacement of voluntary leavers due to spare capacity and efforts to contain business expenses. Input cost inflation accelerated to its highest since September, which was overwhelmingly linked to greater salary payments. December data also signalled a robust rise in prices charged by SMEs, led by those operating in the service sector, largely in response to higher operating expenses. Meanwhile, the latest NatWest Sustainable Business Tracker indicated that 35% of UK SMEs viewed sustainability action as a high priority for the year ahead, down from 36% in Q3 and the joint-lowest since the survey began in 2020. A slide in prioritisation was reported by both manufacturers and service providers, with survey respondents often commenting on the need to focus on rising business expenses and challenging economic conditions. In contrast, the proportion of large enterprises citing sustainability action as a high priority rose from 59% to 64% in Q4. Finally, our special feature on obstacles to sustainability actions in 2024 illustrated that worries about higher business costs were by far the most prevalent constraint cited by UK SMEs. Around 60% of the survey panel noted that rising business costs was a major obstacle to becoming more sustainable in the next 12 months. Difficulties measuring carbon footprint were the second-highest ranked barrier, reported by 31% of SMEs in Q4. Large enterprises also noted that rising business costs (59%) were the top ranking obstacle for 2024, while uncertainty about government regulation was the second-highest cited constraint on sustainability action (37%). Sebastian Burnside, NatWest Chief Economist, said: “Small businesses are starting 2024 on a positive footing with confidence getting back to pre-energy crisis highs. Costs are clearly a concern and rising wages, especially the national minimum wage, means businesses are going to be working hard to find efficiencies this year. That may mean sustainability initiatives slide down the priority list for some, but investments in energy efficiency will make even more sense for others. The market’s expectations of interest rate cuts may also help lower financing costs, if the Bank of England builds more confidence that inflation is falling reliably.” James Holian, Head of Business Banking at NatWest Group, said: “After a turbulent year for the economy, it is really encouraging to see that small businesses ended 2023 in higher spirits, with growth accelerating at the fastest rate since May. The services sector in particular has been buoyed by strong sales in the last quarter as borrowing costs have eased. With business confidence now at its highest level in over a year there’s a real sense of momentum as we start 2024." “For those businesses looking to improve their environmental sustainability, rising business costs remain the biggest challenge. At NatWest we have developed the tools to support businesses to understand where they can improve their energy efficiency and save money, so they can concentrate on the day-to-day running of their business.” Obstacles To Sustainability Goals in 2024: NatWest asked businesses to report on obstacles that UK SMEs face in becoming more sustainable in 2024. Of the ten potential barriers covered by the survey, rising business costs were cited as the biggest challenge for SMEs when looking to improve their environmental sustainability. Six-in-ten SMEs noted this as the largest obstacle, with manufacturers more likely to report this as a constraint than services companies (66% versus 54%). Furthermore, the proportion of SMEs stating rising costs as a barrier was nearly double that recorded for the next biggest obstacle; the inability to accurately measure their carbon footprint (31% of all SMEs). A number of companies reported that suppliers, particularly those based overseas, were often unable to provide information on their carbon emissions, which made it challenging to calculate their companies' overall footprint. A lack of customer demand for more sustainable products (26% of all SMEs) and difficulties in making a business case for sustainability in terms of cost savings (25%) were also key concerns. While rising business expenses were also the main concern among large companies when it came to future sustainability goals in 2024 (59%), uncertainty around government regulation placed second in the rankings of top obstacles. Around 37% of large firms reported uncertainty around government policy as a constraint on sustainability plans for the year ahead, compared to 30% of SMEs.

Duckhams, the original British motor oil since 1899, is pleased to welcome Mike Bewsey as its new CEO. With many years of experience managing multi-national lubricant brands, Mike has been appointed to lead the company through its next stage of global operations. As Duckhams enters its 125th year, Mike will direct the iconic engine oil brand during a pivotal period in its development. "Duckhams is a great brand with a rich heritage, well-loved by mechanics and motorists," Mike said. "Since its successful relaunch in 2018, Duckhams has received strong support from distributors and partners across the UK, Europe, the Middle East and Asia. The brand is now available in twenty-seven countries, having doubled its global network over the past twelve months. The 125th anniversary is an incredible milestone, giving us a fantastic platform to celebrate everything Duckhams has achieved in 125 years of winning with drivers, workshops and distributors. It is an exciting time to be joining the Duckhams family." Mike began his automotive career at Unipart before becoming Sales & Marketing Director at Comma Oil and Business Unit Director at Moove Europe. Keen to support the broader lubricants industry, Mike served as Chairman of the UK lubricants organisation, the Verification of Lubricant Specifications (VLS), from 2021 to 2023. He is currently President of the United Kingdom Lubricants Association (UKLA), leading their work to represent the lubricants industry in the UK and abroad, actively engaging with other trade associations and the UK and European Governments on matters impacting the lubricants industry. Duckhams has a long history dating back to 1899 when Alexander Duckham first established his own oil company. His entrepreneurial, pioneering spirit has been at the company's heart since then. Duckhams was responsible for the development of revolutionary new process oils that controlled the build-up of carbon deposits in the 1920s and launched the first synchromesh gear oil in the 1930s. In 1951, Duckhams introduced Europe's first multigrade oil, an innovation which transformed lubrication technology forever. Mike's appointment comes after Rajat Moitra joined the business as Global Chief Marketing Officer, and Chris Clarkson became Global Technical and Procurement Officer at the end of 2023. These senior-level engagements have created a new leadership team with decades of experience leading multi-national lubricants brands. With a motorsports legacy spanning over fifty years, Duckhams has sponsored winners in motorcycle racing, Formula 1, Formula 3, Formula Ford and the Porsche Carrera Cup. Duckhams-sponsored Jackie Ickx won the F1 Race of Champions at Brands Hatch in 1974, and in 1975, James Hunt won the Dutch Grand Prix in a Surtees. In 1981, Ari Vatanen became the World Rally Champion. Duckhams' involvement with the Porsche Carrera GB Cup began in 2021 with a first victory by Duckhams driver Dan Cammish, followed by Adam Smalley's victory in 2023. Duckhams are also OR BRIC Superbike 2023 champions in Thailand, solidifying their motorsports legacy. Duckhams delivers high-performance engine oils formulated to keep engines of all ages moving. Their passenger and commercial vehicle lubricants are available in twenty-seven countries across Europe, the Middle East and Asia.

PureHealth, the largest healthcare platform in the Middle East, has announced the successful completion of its strategic acquisition of Circle Health Group, the UK’s largest independent operators of hospitals, marking a significant milestone in the company's global expansion strategy. The completion of this deal, which has achieved regulatory approvals in record time, signifies PureHealth’s exceptional operational capabilities and commitment to international growth. The completion of this transaction further strengthens PureHealth’s commitment to becoming a leading global player in healthcare. With a vision aligned with the UAE leadership to promote wellbeing and enhance healthcare services, PureHealth is dedicated to continuously improving patient experience and adopting the most advanced clinical practices. The company’s expansion into the UK healthcare market reflects its focus on advancing the science of longevity and unlocking time for humanity. Hamad Al Hammadi, Chairman of the Board of Directors of PureHealth, said: “We are pleased to complete the acquisition of Circle in record time. This remarkable achievement epitomises PureHealth's operational excellence and strategic adaptability in broadening its international impact. After investing in Ardent Health USA, this is PureHealth’s second international acquisition and we look forward to building our portfolio internationally.” Farhan Malik, Managing Director of PureHealth, commented: “Completing the acquisition of Circle is a strategic leap forward for PureHealth. This acquisition is more than an expansion; it's a significant stride towards establishing PureHealth as a global healthcare platform. We are not just investing in the future of healthcare; we are shaping it to be more connected, innovative, and accessible on a global scale. This move aligns with our vision of pioneering a healthier future for all and underscores our commitment to elevating the global position of Abu Dhabi in the healthcare sector and revolutionising healthcare services globally. We look forward to fostering long term partnerships within the UK’s healthcare ecosystem.” Valued at c.USD 1.2 billion before debt, this acquisition marks a significant investment in the future of healthcare, positioning PureHealth at the forefront of international healthcare innovation and service provision. Building upon this significant momentum, PureHealth is advancing its expansion strategy in 2024. This strategic vision includes not only acquisitions in locally, but also international markets building a global healthcare platform. As PureHealth moves forward with its strategic global expansion, it remains committed to its mission of delivering unrivalled healthcare experiences through innovation, technology-driven solutions, and collaboration. This transaction not only enhances PureHealth's services and presence in the international healthcare landscape but also solidifies the company’s position as a leader in the healthcare industry, dedicated to improving lives and fostering healthier communities worldwide, and taking PureHealth from Abu Dhabi to the World.

The University of Glasgow has planted 20,000 trees across 11 hectares at Cochno Farm and Research Centre, in the north-west of the city, as part of its ongoing efforts to be a leading institution in sustainability. The new forest will enhance biodiversity at the farm and surrounding area. The planting of the forest is a step towards the University’s ongoing mission to be a world-leading institution on sustainability. Among the 20,000 trees planted are various natives species, including Scotch Pine, Silver Birch, Downy Birch, Rowan, English Oak, Sessile Oak, Hawthorn, Black Alder, and Goat Willow. Dr David Duncan, University Secretary and Chief Operating Officer, said: “Cochno Farm is the University’s centre for veterinary teaching and research and is increasingly vital for our work on environmental sustainability." “Projects such as this tree planting not only contribute to sustainability through carbon sequestration, but provide a living laboratory for any future research related to sustainability.” Dr Roddy Yarr, Director of Sustainability, said: “The planting of 20,000 trees at Cochno Farm is an important step towards the University’s long-term sustainability strategy. Efforts such as these are important for increasing biodiversity and creating habitats that enhance the Farm as a leading centre for teaching and research." “The University also seeks to provide tangible evidence to our staff and students as well as the local community who use this area regularly that we are really engaged and acting towards the climate emergency on a local level”. Professor Jaime Toney, Director of the Centre for Sustainable Solutions at the University of Glasgow, said: “These initiatives are important because they demonstrate the University of Glasgow recognises its role as a world changing university, and projects focused on sustainability are vital to our efforts to tackle the worldwide challenge of the climate emergency.” Cochno Farm and Research Centre delivers core teaching and research activities for the School of Biodiversity, One Health & Veterinary Medicine of the College of Medical, Veterinary and Life Sciences. It consists of approximately 850 acres of farmland entirely owned by the University, located north of Clydebank. The University of Glasgow ranked 20th out of 1,403 institutions in the recent QS World University Sustainability Rankings 2024. The first Scottish University to formally declare a Climate Emergency, the University of Glasgow is implementing an ambitious sustainability strategy to achieve net-zero by 2030, titled ‘Glasgow Green’.

Hamworthy United FC are storing up some good cheer for the rest of the season with a new sponsor – Store & Secure. The new ‘Store & Secure’ stand behind one of the goals is now resplendent in the local company’s bright branding. The football facility, which is also home to the Dorset FA, has a newly re-laid 4G pitch and the club is preparing to rocket up the leagues. Forced to pull out of the Southern League Division 1 South in October due to ground-grading issues, the Hammers have now satisfied the sport’s authorities and have their sights set on a return to the higher echelons of local football. Store & Secure is run by ‘storage sisters’ Lucy and Sophie Maidman who were brought up nearby, and provides all types or storage as well as serviced offices. Lucy commented: "Our huge storage facility is just up the road from Hamworthy United and we wanted to support local charities and sports. The club wanted a sponsor for the stand behind the goal and we thought it was a perfect fit." “I know the club is used every day of the week which means lots of people seeing our name. We were brought up close to the ground and the family has always been involved with the club.” Hammers’ President Bruce Scammell said: “The stand was built about 20 years ago in memory of Irvin Brown, and we have added a plaque to note the fact." “But we wanted a sponsor for it and Store & Secure were kind enough to offer. The income will help us achieve our aim of rising through the leagues now that we have added a brand new stand to ensure the ground satisfies the league requirements.”

Community projects across the borough have been supported through Charnwood Community Grants. Over £40,000 has been allocated to 16 projects by Charnwood Borough Council in its latest round of community grants. These grants offer vital funding for projects which range from wellbeing events to lipreading classes and flower planting. The Council awards Charnwood Community Grants worth tens of thousands of pounds per year to help support community groups and projects across the borough. Councillor Liz Blackshaw, the Council’s lead member for communities and neighbourhoods, said: “It is fantastic to see so many community projects supported through our latest round of grants." “These projects offer great services to our residents and they play a massive role within our community." “I would encourage any community projects within Charnwood to have a look and apply for any funding which they are eligible for.” Charnwood Men & Women in Sheds have been awarded £2,000 towards their running costs. The group offers the chance for people to socialise and share skills in producing pottery, woodcraft, ironmongery and gardening. A further £2,888 has been granted to B-Buddies to purchase bike ramps for the popular cycling classes they put on for people across the borough. £1,128 has been awarded to Communities Food and Wellbeing Hub for the health and wellbeing events that they provide for residents. The Leslie Edwards Trust has been awarded £1,425 for lipreading & communication skills classes in Loughborough & Birstall. Three Charnwood Community Facility grants have also been awarded and they include £9,291 to Nanpantan Scout Group towards their new build scout and community centre and £8,250 to Shepshed Cricket Club to improve toilet facilities and accessibility. The 13 Charnwood Community Grants which have been awarded are: £2,000 to Age UK – Charnwood Men & Women in Sheds towards general running costs. £2,888 to B-Buddies to purchase outdoor ramps for cycling activities. £1,128 to Communities Food and Wellbeing Hub towards providing Health & Wellbeing Events. £3,750 to Falcon Support Services towards the Charnwood Drop-In Service. £970 to Friends of Mountsorrel Castle Gardens towards improvements to Castle Park. £1,750 to Golf in Society towards purchase a golf buggy to enable wider access to the golfing facilities. £1,000 to Grow Give Live towards street side planters for edible and flowering plants providing free of charge access to fresh produce to people in Syston. £1,425 to Leslie Edwards Trust towards lipreading & communication skills classes in Loughborough & Birstall. £2,044 to Menphys towards the start-up of Saturday Clubs in Charnwood. £1,022 awarded through Community Grants and £1,022 from Loughborough Grant. £1,500 to Modern Painters New Decorators towards work with disadvantaged communities in Charnwood through art, £500 awarded through Community Grants and £1,000 from Loughborough Grant. £1,545 to Sileby Tennis and Pickleball Club towards the repurpose of a tennis court to create three dedicated Pickleball and kids mini tennis courts. £1,500 to Without Walls towards to general running costs of Singing Cafes in Shepshed and Loughborough. £9,291 to 1st Nanpantan Scout Group towards completion of internal and external new build works £3,600 to Bishop Beveridge Club towards installation of solar panels £8,250 to Shepshed Cricket Club towards improving the toilet facilities and disability access.