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Marketing is a matter of storytelling and what’s better than using a story that your customers already know and love? With the recent release of Spongebob bath bombs and soaps from Lush Cosmetics, the concept of nostalgia marketing is being brought back into the limelight. Nostalgia marketing is one of the great tools big companies are using to keep hold of their loyal customers and to grab the attention of others. But how can you use nostalgia marketing to your benefit? In this article, we will delve into the fascinating world of nostalgia marketing and explore how family businesses can effectively implement emotion into their marketing campaigns to boost brand loyalty and drive sales. Why Nostalgia Works Nostalgia works as a marketing technique that appeals to your customer’s emotions. It gives your customers a feeling of longing and a reminder of fond memories, making your product stick in their minds as something comparable to that happiness. Familiar faces, such as characters from childhood, can be one way of encouraging this longing, reminding your customer of happy times. Alice Cass, Digital and Social Marketer at UK Greetings, says: “Investing in the characters known and loved by your customer demographic is the perfect way to incorporate nostalgia into your marketing and business strategy. Nostalgia marketing is an excellent tool, bridging the gap between the past and present evoking a sense of familiarity and trust between a business and its customers.” According to the Harvard Business Review, studies conducted on nostalgia show that customers desire money less after a nostalgic event – meaning they are more likely to spend more when reminded of happy times. Nostalgic characters can include Groovy Chic from the 1990s, Boofle from the mid-late 2000s who has become recognisable during birthdays and special celebrations and special celebrations, and classic cartoon characters such as Scooby Doo, the Rugrats, and other recognisable faces. Even big brands like Coco Cola, Nintendo, and McDonalds have been known to jump on the nostalgia marketing hype – seeing results through bringing their history and their customers’ childhoods into their brands. What Counts As Nostalgic? Well, this depends on your target customer, recent nostalgia marketing has focused on the late ‘90s, with Generation Z being the front runners in commanding the trend, despite them not being born during this time period. The icons of this time persist as a brilliant way to market your business, having a profound impact on your customer. In short, nostalgia is something that reminds someone of the past – and while it usually is of their past, it doesn’t have to be. Stories from parent’s past, for example, can be just as effective. Popular shows like Stranger Things are helping to boost this desire for nostalgia, even during a time period many of the watchers might not remember, the ‘80s. How To bring Nostalgia Into Your Business Marketing Harnessing the nostalgic power of these characters and time periods can be done by developing them into your marketing strategy. However, it is important to note that characters likely have a trademark and copyright against them, so gaining appropriate licensing is a must. Whether posting online content or hosting in-house events for children, your characters can come to life and help promote your business. Perhaps, your bar has Groovy Chick Thursdays as Groovy Chick herself hands out cocktail discounts nearby, for example. Products Your products can even have a classic character or nostalgic twist to them. Whether this is a greeting card featuring your favourite childhood characters, such as Elliot & Buttons or Bubblegum, or you commemorate a time in history with your products. Companies such as Adidas have used the nostalgia marketing technique in their own trainers. As part of the 45th anniversary of Billie Jean King’s iconic tennis win, Adidas launched their own trainers with her face and initials on. This campaign saw a 20% boost in shoe sales during the time – showing the customer desire to be connected to history. Company History Another way to bring nostalgia into your business is by bringing the past into the present. Customers love a good throwback, so why not embrace this trend by highlighting the amazing history that your own company has. Whether it is a long family history that started the business off right or a collection of previous partnerships which bring back a friendly reminder – your business could have a lot of inspiration to draw from. Nostalgia has been proven to make customers want to spend more, but implementing this into your marketing strategy isn’t so easy. Some companies go down the route of paying for copyright licensing for characters, while others bring their own history into the mix to promote a community feeling within their customers. Whichever route you choose, investing in some nostalgia not only appeals to your customers’ emotions but also to their wallets.

New leaders are not given adequate learning and development according to new research that was commissioned by Winckworth Sherwood , a leading full-service UK law firm. Key Findings: 23% of employers do not provide any learning and development (L&D) to their new leaders In organisations that do provide some form of learning & development to new leaders, 69% of HR leaders believe it is inadequate Top constraints to providing L&D include time and financial constraints, and a lack of buy-in from the leaders themselves 72% of all employees estimate that their employer could take more steps to improve their progression into leadership roles Where organisations are providing some form of L&D, 69% of HR leaders believe it is inadequate. This is perhaps not surprising when only a quarter (25%) of employers were found to be regularly refreshing their leaders’ skills or providing L&D in key areas, such as leading change and digital skills. The research also found that only a third (34%) of organisations say they are providing their leaders training in equality, diversity and inclusion – something that is currently at the forefront of many corporate personnel strategies. What’s more, concerns were raised that the 'soft skills' of leaders are not being adequately developed, with employees surveyed stating their leaders were better equipped to lead their organisation in their business skills than in their inter-personal skills and with their personality qualities. While employees may find L&D opportunities lacking, HR leaders also pointed to a number of challenges impeding the successful implementation of L&D within organisations. Indeed, 84% of those surveyed cited barriers in providing L&D to leaders, including time and financial constraints, a lack of resources and a lack of buy-in from the leaders themselves. Many leaders reportedly do not follow the training and development in practice and resist or disengage from the process. A closer look from employee perspective shows that there are also concerns when it comes to promoting employees into leadership roles in the first place. Almost three quarters (72%) of those surveyed estimate their employer could take more steps to support their progression into leadership roles. This is especially the case for those under 35, with some 83% believing their employer could do more to improve their career development, versus 56% of those aged 55 and above. Employees highlighted several areas for improvement, including having access to transparent career progression frameworks, receiving honest feedback on performance and having the ability to future-proof their role and develop new skills to become more agile in the workplace. Commissioned as part of a wider report on the state and importance of L&D, these findings are the result of a survey of 1,008 employees and 500 HR decision makers conducted by YouGov between 30 March and 4 April 2023. Additional interviews were conducted with leading L&D experts, HR professionals and senior leaders, which highlighted the importance of developing a culture of continuous learning. When L&D is designed so that it fits with the organisation’s strategy and culture, it is not only a benefit to employees, but also to the wider organisation – helping support and drive the business’ success. Report co-author Louise Lawrence, Partner in the Employment team at Winckworth Sherwood, said: “In the current employment landscape, where recruitment and retention are some of the top issues for employers and employees alike, the topic of L&D is increasingly front of mind. However, it continues to face a number of challenges within organisations." “Leaders at all levels need to recognise the value of L&D and the benefits it brings not only to individuals but also to the wider organisation. With so many L&D and HR professionals facing barriers to providing L&D, and a significant number of organisations not providing any at all, it is time to fundamentally review the role and importance of L&D within organisations." “For leaders to truly develop, there needs to be a culture of continuous learning throughout the organisation." "Rather than learning being purely event based, it needs to be part of a bigger development experience such as learning through the flow of work. We would encourage employers to take a close look at their existing L&D offering and how it can be improved to have meaningful leadership development.” Report co-author, Will Clift, Senior Associate at Winckworth Sherwood, added: “The ability to lead does not come naturally to everyone and, in many cases, takes time and practice. This is why employers need to make sure they are providing adequate and effective L&D opportunities to help leaders feel equipped and supported in their role. “Even if an individual has previous leadership experience or a personal interest in developing such skills, it is essential that the correct support is put in place so that they understand what is required of them to effectively lead in their particular organisation." “From better business performance to improving organisational culture and employees’ wellbeing, there are a multitude of benefits to implementing L&D programmes. We hope the findings from this report provide valuable insights which will help organisations deliver more effective L&D for leaders, and better development opportunities for more junior staff.” Winckworth Sherwood publishes annual research on the major topics affecting employers and employees in the UK. This year’s Leadership Development report follows previous publications covering equality, diversity and inclusion, ethical leadership and flexible working. Check out the full report and findings here

In an era marked by rapid technological advancements and shifting employment landscapes, the age-old concept of apprenticeships is experiencing a remarkable resurgence. Apprenticeships, once perceived as a traditional path, have evolved to become a dynamic and effective means of nurturing talent and bridging the skills gap in various industries. In this article, we will explore the growth of apprenticeships, their relevance in today's world, and the benefits they offer to both individuals and the economy. The Evolution Of Apprenticeships Apprenticeships are not a novel concept; they have been around for centuries. Traditionally, apprenticeships were often associated with skilled trades, where novices would learn from master craftsmen, with skills passed down through generations. However, the concept has since evolved significantly to encompass a wide range of industries, including healthcare, technology, finance, and more. One of the key factors driving the resurgence of apprenticeships is the demand for a skilled workforce. As industries adapt to rapidly changing technologies and business models, there is a growing need for workers who possess up-to-date and specialised skills. Apprenticeships have proven to be a flexible and efficient way to meet this demand for businesses across a diverse range of sectors. Apprenticeships In The Modern World Modern apprenticeships are not limited to blue-collar trades. They now span a diverse array of fields, catering to a broad spectrum of talents and interests. For instance: Technology : Tech giants like Google, Microsoft, and IBM have embraced apprenticeship programmes to train and nurture future tech professionals. These programmes offer aspiring techies the chance to learn from experts while working on real-world projects. Healthcare : The healthcare sector has witnessed a surge in apprenticeships, enabling aspiring nurses, medical technicians, and healthcare administrators to gain practical experience alongside their studies. Financial Services : Financial institutions, such as banks and investment firms, are increasingly offering apprenticeship programmes for roles in finance, accounting, and data analysis. This helps bridge the gap between academic knowledge and on-the-job skills. Benefits Of Apprenticeships The growth of apprenticeships can be attributed to the numerous benefits they offer, both for individuals and the broader economy: Hands-On Learning : Apprenticeships provide a hands-on learning experience that traditional classroom education cannot replicate. Apprentices work alongside experienced professionals, gaining practical skills and knowledge. Employability : Apprenticeships enhance employability by equipping individuals with industry-specific skills. Many apprentices are offered permanent positions by their apprenticeship employers upon programme completion providing a direct link to full time employment as a result. Reduced Student Debt : Unlike traditional college or university education, apprenticeships often come with little to no tuition fees. This makes them an attractive option for those who want to avoid crippling student debt. Addressing the Skills Gap : Apprenticeships are a direct response to the skills gap that many industries face. By training individuals in the skills that are in high demand, apprenticeships help address this gap and strengthen the economy. Diverse Career Paths : Apprenticeships offer diverse career paths and opportunities for advancement. Apprentices can climb the career ladder within their chosen field, often with competitive salaries. The resurgence of apprenticeships is a positive development in the ever-changing world of work. These programmes offer a viable alternative to traditional education, allowing individuals to acquire valuable skills, launch fulfilling careers, and contribute to economic growth. As industries continue to evolve, apprenticeships will likely play an even more pivotal role in shaping the workforce of the future. Apprenticeships are no longer confined to the past; they are, without a doubt, a powerful tool for shaping the future.

According to the latest poll of 2,000 staff by recruitment firm Robert Walters , 60% of professionals stated they have suffered from some form of workplace-related stress, which has been onset in 2023 and more than 50% of those questions feel that employers could do more to help. Key Findings: 60% of professionals suffer from workplace related stress 46% of professionals say concerns over job stability are the biggest trigger 55% don’t think employers are doing enough to help combat it 45% of professionals say it is down to senior leaders & HR to manage workplace stress, followed by line managers (34%) 51% of professionals identify their company’s output as high, 23% note that it is low quality Three in five employees have stated that their mental health has declined this year as a result of workplace stress. Despite UK employers spending millions on wellness initiatives every year – increasing their spend by 20% since the pandemic - 55% of professionals still think that their employer is not doing enough to combat stress in the workplace. When asked how often they feel stressed, a third stated ‘very often’ (33%), with a further 27% stating ‘somewhat often’, and 31% identified it as happening ‘sometimes.’ – Just 9% stated that they had not experienced any form of ‘reoccurring stress*’ at work this year. *stress-symptoms experienced more than 3 times for 7+ days at a time. Causes Of Work-Related Stress When asked about what causes workplace stress, concerns over job stability were the most common trigger (45%). Followed by more pressure from management (23%), lack of a pay rise (19%) and taking on a heftier workload this year (13%). When asked whose responsibility it was to manage workplace stress – 45% of professionals said it was down to HR and senior leaders, followed by line managers (34%) – with only a fraction (18%) thinking it was down to the individual. However, less than 20% of professionals feel employers are doing enough, a further 27% feel some efforts have been made, but they are lacking – whilst the majority (55%) state that employers simply aren’t doing enough. Chris Poole, Managing Director of Robert Walters: “UK Employers spend an estimated £100-200 per employee on wellness initiatives & benefits every year – but our survey indicates they may only be applying a band-aid." “Employers must strike the balance between not breaking the banks or piling pressure onto managers to solve workplace stress but still being proactive and listening to the needs of their employees.” Long work hours, heavy workloads, tight deadlines, unclear job expectations, job insecurity, and conflicts with colleagues or supervisors are all factors which contribute towards workplace stress. If not addressed, workplace stress can snowball into higher turnover rates, levels of employee burnout, absenteeism and lower levels of productivity. Indeed, 51% of professionals identified their company’s output as high – with almost a quarter noting it was of a low quality. Chris comments: “Workplace stress is something everyone in a business has a hand in creating – however it is down to senior leaders & HR to set the tone for how it is handled." “Simple interventions such as making sure workloads are manageable, setting realistic deadlines and making sure employees have access to support, safe spaces and relevant resources – can all help to alleviate pressure in the workplace as well as professionals’ day-to-day work life.”

Sustainability leaders at some of the UK’s largest companies have warned that the scarcity of climate change talent at both operations and board level will be one of the largest barriers to achieving their Net Zero targets, according to new research from EY.   Key Findings: 35% of sustainability leaders have revealed that difficulty hiring talent with climate change skills is a barrier to Net Zero   33% say a lack of board-level climate expertise is a barrier to reaching Net Zero targets Over half (56%) of UK leaders say that regulatory concerns are an obstacle to establishing Net Zero joint ventures   EY surveyed 506 global Chief Sustainability Officers or equivalents from businesses with at least £1 billion annual revenues, including 40 UK-based sustainability leaders. The research analysed the action companies are taking to address climate change.  When asked to name the biggest obstacles to achieving Net Zero carbon emissions by 2050, more than a third (35%) of UK sustainability leaders and 28% of global leaders believe that a difficulty in hiring talent with climate change skills is one of their biggest external barriers. Similarly, 33% of UK sustainability leaders and 31% globally believe that a lack of climate change expertise at board and senior management level is a ‘top three’ internal barrier preventing their organisation from prioritising and actioning their Net Zero strategy.    EY’s research also found that nearly a third (30%) of UK leaders believe that difficulty in retaining or upskilling green talent represents a major internal barrier to addressing climate change. Meanwhile, the research found that the majority of respondents are already taking action in an attempt to address this skills deficit. Half (50%) of UK sustainability leaders said that their organisation is in the process of appointing new employees or retraining their existing workforce, while 28% said their organisation had already completed this process. Sustainability leaders also raised concerns that UK regulation was preventing them from establishing partnerships that could prove crucial in achieving Net Zero targets. Nearly two thirds (63%) of UK sustainability leaders said that joint ventures could prove useful in reducing emissions of products and three in five (60%) said that joint ventures could help to drive the creation of new, innovative climate change solutions. However, more than half (56%) of sustainability leaders in the UK said that regulatory concerns represented a barrier to establishing these partnerships, compared to just 33% of sustainability leaders globally. Despite these concerns, the research also revealed that sustainability leaders around the world remain confident that their organisation will reach their Net Zero targets. Ninety-nine per cent of global respondents showed a level of confidence in reaching their climate change commitments within the set timeframe. In the UK, 25% of sustainability leaders were found to be extremely confident and 53% very confident that they will achieve their targets. Only 8% of UK leaders expressed a lack of confidence in achieving their goals, suggesting that if internal and external barriers were to be urgently addressed, UK businesses could be on track to reaching their targets.  Rob Doepel, EY UK&I’s Managing Partner for Sustainability, comments: “As our economy transitions towards Net Zero, demand for employees with sustainability expertise will only rise across industries, from engineers with the skillset to decarbonise heat, power and transport, to financial services personnel who understand how to accurately assess and price risk for new forms of environmental assets." "However, businesses are also recognising that environmental expertise at a leadership level could make the difference to whether their company thrives or flounders in the new green economy. While many remain confident in reaching their targets, there is an underlying concern that a lack of sustainability expertise, particularly at a leadership level, could stall business Net Zero ambitions." “Recent EY analysis found that the majority of FTSE 100 companies have not yet disclosed details of how their organisation is tackling key areas of their Net Zero transition, particularly around financial planning, identifying opportunities and adopting skills, competencies, and training. We have seen real progress in Board leadership and understanding when it comes to sustainability, and businesses with environmental expertise at senior levels will be well positioned to identify climate risks and opportunities and manage their organisation’s own complex green transitions. However, more investment is clearly needed to further develop this in-house expertise and attract new talent at all levels of business.”

The world remains a volatile place in 2023, as businesses emerge from the COVID era, contend with the impact of geopolitical uncertainty, grapple with the challenges of supply chain disruption and high inflation. At this challenging time for boards the focus is on the pivotal role of the leader of the board – the chair or chairman – to help navigate the board through these uncertain times to business success. However, the speed of external change requires an evolution in the role of the chair of the board to be an impactful leader and to ensure an effective board. Working closely with boards and chairs has led us to identify how the characteristics that deliver chair effectiveness have evolved. John Harte from Integrity Governance shares his thoughts. Time To Move Beyond The Traditional Board Hygiene The old adage that a good chair runs a good meeting is now simply not enough. The most effective chairmen today manage board processes from meetings through agendas, papers and minutes, along with other board specific procedures. The role demands the chair brings an ability to make sense of things, together with the courage and integrity to take and lead the board through tough decisions. For example, the decision to part company with the current CEO. Furthermore, the chair should provide “air cover” where necessary, which means protecting the group from the individual and the individual from the group. For example, the chairman may step in and provide “air cover” to prevent an over eager board tearing apart a proposal from management which if presented now would be premature and half-baked, when management needs time to work on the proposal to get it right. Role Clarity Those chairs who are clear about their role are the most effective, particularly in understanding where their role stops and the CEO, as the leader of the business, begins. They should also know their responsibilities in ensuring the board delivers good governance and their function in any crisis. As a priority, chairmen must have a very clear view of the value that they are going bring as the leader of the board, including their view of good performance and accountability. As a result, the move from a mindset of “director tenure” to one of individual director and board contribution needs to be led by the chair. The Chair As A Leader: The Personal Characteristics Of Effective Chairs Thoughts on the characteristics of effective chairs evolve with time and circumstance. Andrew Kakabadse and Ali Qassim Jawad have identified five key leadership intelligences in their 2019 book – The 5Q’s for thriving as a leader. These five leadership intelligences addressed the need for contemporary leaders to bring: 1) Intellectual capability 2) Ethics (moral quotient) 3) The ability to use and gain influence (political quotient) 4) The ability to recover from setbacks (the resilience quotient) 5) Emotional intelligence In our experience of working with effective chairmen in today’s environment three additional “intelligences” are demanded: agility, adaptability and the understanding of the practical, profitable application of digital technology to deliver better outcomes – the digital quotient. It’s effective chairs that foster a culture of agility and adaptability on the board. This requires them to promote an entrepreneurial spirit both on the board, and beyond – with the help of the board – to the management and the wider workforce. This way the potential of directors and employees to provide new ideas to help take the business forward is unleashed. Furthermore, chairs must bring to the board digital intelligence. Not only in the employment of digital technology in a virtual world of board meetings, portals and information flows, but more importantly by bringing a practical understanding of the profitable application of digital technology to business to deliver better outcomes and returns. The Chair As A Facilitator One of the most important attributes of any chairman is to be a good facilitator. They listen, bring emotional intelligence and self-awareness. In fact, the traditional “command and control” approach by the chair needs to evolve to a more facilitative leadership – one that embodies emotional intelligence. Those chairmen who are emotionally intelligent are empathetic and have self-awareness when communicating; enabling them to build engagement, generate trust, respect, and provide leadership. They can also counsel and supervise the board in a way that helps to steward the creation of value. This way they can create and nurture a board culture of psychological safety, where bad news travels to the board more rapidly than good, where directors have the courage to constructively challenge, and where it is fine not to have all the answers, particularly during these difficult times. Additionally, board and governance success demands three critical currencies – trust, honesty and respect. The governance system breaks down if any one of these currencies is absent. It is an essential task of the chair to create and enable a culture which builds these values on the board. The Critical Role Of The Chair In Relationships Effective relationship skills and competencies are demanded of chairs today, particularly because they have a vital role in managing the complex array of relationships of those on the board. The most important relationship is between the leader of the board – the chair – and that of the business – the CEO. It is one which demands role clarity, a friendly tone, but with the professional distance that the CEO and chair can never be, or be seen to be, friends. If the board or shareholders lose confidence in the chair to hold the CEO to account and, if need be, replace the CEO, then the board will lose confidence in both the chair and the CEO. This is not a good state of affairs for any organisation. Additionally, if the relationship between the chair and CEO is not working, one, or both, will usually end up leaving the organisation. Chairmen must nurture a whole series of important relationships to enable the board to be effective: from the corporate secretary – a vital link to board processes – through to committee chairs, senior or lead independent directors and members of the management team who frequently present to the board. Beyond the boardroom and management team successful chairmen spend time and energy cultivating effective relationships with the owners of the business, be they shareholders or members, and other key stakeholders that are priorities for the board. For example, major donors in a not for profit organisation, regulators, etc. Effective Chairs Are Future Focused At the most basic level effective chairs bring a strong, intuitive sense of when, how and where an issue will “land,” which helps them to guide the board and anticipate next steps. On a deeper level, they have a very clear view of the value that their leadership will bring – the priorities, the deliverables and the workplan at board and committee level – to enable value creation. Chairmen must focus on developing the board, the CEO and themselves to increase the capacity, capability and effectiveness of the board, and ensure that the board, the governance of the organisation and the leadership of the business are “fit for the future”. This means chairs need to promote regular reviews focused on the effectiveness and performance of the board, individual directors and the CEO – something that is essential to good governance. It is the role of the chair to ensure that the assessment is objective, and if performed externally, that the reviewer is free from conflicts of interest. Most importantly, they must make sure that there is accountability for follow up on the agreed actions to improve board effectiveness. Future Focus: Succession Planning Ensuring there is good succession planning for the CEO, committee chairs, directors and their own role is a must for chairmen. The succession planning should be appropriate and relevant to the organisation and needs to be reviewed at least annually to assess progress and development based on the context of the board, the CEO and the organisation. During challenging times effective succession planning delivers an all-important smooth transition in the leadership of the organisation with minimal disruption and business continuity. Future Focus: Risk The pandemic has highlighted the failure of many boards to effectively understand and predict risk. The chair’s role is to support the board in understanding risk, set the risk appetite, structure for risk management, ensure that risk is being mitigated, managed and monitored, and to challenge assumptions around it. Beyond this the chair must recognise that effective risk management is not solely about avoiding losses, but in enabling value creation through looking at risk as an opportunity. Risk planning can provide a new opportunity, a competitive advantage, to drive long term business success. After all, boards are charged to generate the best return from the capital of the company, which calls for forward thinking and the ability to anticipate the impact of uncertainty on outcomes. The Emerging Role Of The Chair In The Culture Of The Board Setting the board culture “the way we do things around here” or “what we do when no one is looking” is the primary role of the chair. Board culture can be a source of advantage where it is open, enabling and provides the appropriate environment for constructive disagreement in a psychologically safe environment where people can disagree but never be disagreeable. A Culture Of Inclusion   Diverse boards bring different perspectives, generate better decisions and outcomes than those that aren’t. As a result, chairmen need to look at the board through the prism of the five drivers of diversity™ – demographics, skills, experience, thinking styles and circles of influence – and consider how well the current line up matches up. Though it’s important to highlight that diversity on boards is an illusion without inclusion. Therefore, the role of chairs today is to create an environment on the board where every participant feels welcome, wanted, respected, valued and listened to. This moves diversity beyond the veneer of tokenism to enable the culture on the board to be one of inclusion, to gain the benefit of the different viewpoints brought to decision making by a diverse board. To sum up, effective chairmen today need to be more like a hospitable dinner party host who ensures that everyone feels welcome, wanted, listened to and respected.

Supporting older people back into work or entrepreneurship must be a key focus if the UK economy is going to reach its full potential. Their wealth of talent can help drive economic growth and reduce the tax burden on younger generations, a major new report has found. Access all Areas: Older Workers, argues that there are things we can do to turn the dial and begin to reverse the exodus of older people from the UK workforce that was triggered by the pandemic, by actively helping those that have left to restart their careers or to start a business. The report, from small business support platform and membership community Enterprise Nation and The Entrepreneurs Network think tank warns that failure to tackle the issue would hold back growth, fuel inflationary pressures, and exacerbate the cost-of-living crisis both for workers and the economically inactive alike. The report found evidence that there is an appetite to return, with 67 per cent of entrepreneurs over 50 saying now is a good time to start a business. Emma Jones, CBE, Founder and CEO of Enterprise Nation said: “This report shows that we’re at a crossroads. Do we just accept the ‘new normal’ of higher economic inactivity among our older population, and walk down the path of reduced productivity, persistent inflation, higher taxes and a smaller economy? Or can we take the other route – where older generations actively choose to restart their careers, or set up their own businesses, and make a significant difference to our economy?" “We believe turning things around is eminently possible, provided the right support is on offer. It’s pushing on an open door." “While the pandemic was the catalyst for many to leave the labour force, two and a half years have now elapsed and the reality of not earning or not having the structure of a working day is kicking in. Many older individuals have now returned to work in some form, but there’s still further to go." “We also believe merely returning to pre-pandemic levels of economic activity among older people shouldn’t be the cap of our ambitions – we should seek to create the conditions for as many people to actively contribute to the economy, whether through employment or entrepreneurship, as want to, irrespective of their age." “Let’s capitalise on this moment and unleash the knowledge and productivity of these individuals back into the economy.” Eamonn Ives, head of research at The Entrepreneurs Network, said: “The exodus of older workers from our labour force since the Covid-19 pandemic struck means policymakers can’t afford to leave any stone unturned in understanding what can be done to encourage more of them back into work – either as employees or entrepreneurs. This of course means looking at supporting older individuals themselves, but also considering less obvious factors that might explain why they appear reluctant to return – such as tackling high childcare costs. Ultimately, if the economic inactivity rate of older people continues to remain high, we’re less likely to bring down inflation, and push up economic growth.” According to the Office for National Statistics, the number of people aged 50 to 64 who are economically inactive grew from 3,267,000 in the first quarter of 2020 to 3,556,000 in the first quarter of 2023. That’s an increase of 289,000, or roughly equivalent to the entire population of the city of Milton Keynes. At the same time, Enterprise Nation’s most recent Small Business Barometer found that the average age of the UK’s small business founder was 46, and that 35% of businesses are started and run by people over 50. These data show that age is no barrier to entrepreneurship and could be a viable option for older people looking to take part in the economy once again. The report comes up with six recommendations: 1 - Promote Access to Work – a government initiative to help people with physical or mental health conditions to get or stay in work – more widely and extend its reach. 2- Modernise Work Adjustment Passports so that people can submit documentation online. 3 - One of the leading explanations for why older people are economically inactive is because they’re looking after grandchildren. Liberalising things such as child-to-staff ratios at nurseries and other regulations would increase the supply of childcare providers and reduce the cost accordingly. This in turn ought to allow more older people to stay in their jobs, return to the labour force or start some kind of enterprise. 4 - Signpost support that helps individuals start business. Older people often have more financial stability and are less impacted by the rise in interest rates, for example. 5 - Reintroduce and reform the successful New Enterprise Allowance which was closed in 2022 to be more like the previous Enterprise Allowance Scheme (EAS). Analysis from the World Bank estimated that the EAS cost less than £5,000 (adjusted for inflation) for every job it created, and that for every 100 successful participants, 64 additional jobs were created. 6 - Support businesses to tackle ageism in the workplace and during hiring processes and promote an inclusive work culture while offering the flexibility older people prefer. Cambridgeshire-based Chris Dunn set up his consulting business the day after his 50th birthday in 2014 following years of working in senior commercial roles in medium to large corporates across UK manufacturing and technology industries. During his employed career, Chris built multi-million pound revenue streams from scratch, set up international sales and service networks and was part of a team that turned a loss-making aftermarket organisation into a profitable business unit. His broad experience meant he was perfectly positioned to launch his next career move at 50 – and set up his own consultancy firm specialising in business development and change management projects. Becoming an independent consultant also allowed Chris the freedom and the time to give back via mentoring at the Cambridge Judge Business School and on the Help to Grow: Management course as well as to train as an executive coach. He said: “I’m passionate about the wider economy benefiting from the skills, knowledge, and experience of older people. Running my own small business over these last nine years has really accelerated my own learning and professional development. " “It’s also allowed me to truly appreciate the day-to-day challenges the 5.6 million SMEs that power the UK economy are experiencing right now." “One of which is having access to ‘go to people’ from outside of the company who can act as a ‘sounding board’ for issues and opportunities and offer independent guidance and feedback." “There are thousands of over 50s just like me who are not ready to retire but instead are actively supporting the next generation of business leaders by sharing their knowledge, skills, and experience in a variety of different ways." “Many more could do so, and this would in my view ‘move the needle’ on both the current skills shortage and the productivity crisis.” Download and read the full report below:

Basketball England (BE) has won the 2023 Bishop Lloyd Jackson Sport Organisation of the Year Award. The award recognises a sports organisation that has made excellent progress on the agenda for ethnically diverse people and communities and is an example to follow. Additionally, popular basketball coach Ruth Eytle was one of the runners-up in the Coach of the Year category, alongside football manager Darren Moore, with the award going to athletics coach Leon Baptiste. Eytle said: "I wanted to be that role model for other black female coaches, in fact all female coaches because there’s not enough of us. Everyone always remembers their first coach. You always remember that coach that taught you to love the game. And I've always enjoyed doing that.” Her placing in the category's final three was in recognition of her work with England's U14 girls this summer, honing GB's future talent. And for her Activities 4 U programme, her popular HoopsB4Work – a weekly adults recreational basketball programme in Central and South London – and her work with London All Stars women’s team. BE CEO Stewart Kellett said: “We are ecstatic to receive this award from Sporting Equals, and hugely proud of Ruth and her achievement of being a nationally recognised coach of the year finalist. The award marks an extraordinary turnaround for the sport and the organisation after the devastation of COVID-19. The effect of the pandemic combined with the inequalities that have prevailed for so long in society amplified our need to change and respond differently." “The resiliency and resourcefulness of our basketball community during the worst years of the pandemic, and the medal success for our England teams at Birmingham 2022, have helped us to reposition the game as an inspirational sport that is safe, welcoming and accessible to everyone." “Part of that journey has been a serious and transparent look at our equality, diversity and inclusion work and processes from the Board room to what happens on game day. We are an anti-racist organisation, but to tackle inequalities we had to build strong organisational processes from listening, learning, engaging, and then changing the way we do things." “We have been working with more partners that align with us and our agenda, and are embedding processes to help people feel comfortable with challenging the organisation or raising a concern in the community and feeling confident that we can act on it; they can trust and rely on us, and we have the personnel with the knowledge and relatability to do something about it." “It’s good to be an exemplary organisation but to truly tackle inequality, we cannot become complacent and must keep being outspoken and drive the change.” Sporting Equals CEO Arun Kang OBE said: “Congratulations to Basketball England on its award win. The governing body has worked hard to back up its commitments to equality, diversity and inclusion beyond pledges and rhetoric, especially, since the Black Lives Matter movement. This is evident by the fact it has come top of our Race Representation Index two years in a row." “There is a display of true diversity within basketball in this country and that can be seen through its governance, coaching and talent pathways, as well as at grassroots. Long may Basketball England continue to tackle discrimination and promote fairness and respect.” BE was the only national governing body of sport to achieve an overall ‘A’ grade in the 2022 Race Representation Index. Additionally, participation figures have shown an increase in ethnically diverse communities playing the sport, particularly, from the Chinese community. This was achieved through a granular and systematic approach to working towards becoming an anti-racist organisation, including holding one-to-one meeting, digital and physical group calls to understand the challenges faced by ethnically diverse communities. Key steps taken by BE included: Reviewing policies with an external partner Developing an EDI committee Employing an EDI Manager Improving the reporting process for racial discrimination Adopting an openly anti-racist posture Promoting anti-racist resources Quintupling the integrity team so capacity was not an issue This resulted in the staff growing from 12% to 25% ethnically diverse in three years while the board held at 30%. It also resulted in the sport being 34% ethnically diverse. Formerly, the British Ethnic Diversity Sports Awards, the Sporting Equals Awards celebrate the achievements of race equity in sports, as well as the contributions made by ethnically diverse people and communities to sport.

Managing Director of O'Donovan Waste Disposal, Jacqueline O'Donovan OBE, has been elected from a pool of prestigious candidates to the esteemed Court of the Worshipful Company of Carmen. This distinguished appointment recognises Jacqueline's exceptional contributions to the logistics and transport industry and her unwavering commitment to increasing diversity, sustainability, innovation, and community engagement. The Worshipful Company of Carmen is an ancient Livery Company in the City of London dating back to 1517. Joining the world’s oldest transport organisation allows members to be part of a very unique organisation, giving them the opportunity to become an integral part of the historic livery company that increases transport knowledge, generates debate and encourages innovation in the sector. Steeped in tradition, the Company represents a wide range of aspects within the transport sector encouraging achievement and the advancement of knowledge in the transport and logistics profession through awards, lectures, benevolent and social activities bringing together professionals from the transport and logistics sectors. The Court of the Worshipful Company of Carmen, that Jacqueline has been elected to join, is its leadership committee and it plays a pivotal role in contributing to industry standards, promoting education and training, and supporting charitable initiatives. Jacqueline has long been regarded as an industry leader, trailblazer and champion of safe and innovative transport operations whilst being wholly committed to environmental responsibility. Through her election to the Court, she will collaborate with industry peers on relevant trends and challenges and actively contribute to increasing diversity and inclusion whilst helping shape strategy and policy as the Court oversees the Carmen's long-standing commitment to its Benevolent and Heritage Trusts through developing the Company's philanthropy. Beyond her professional accomplishments which include a recent OBE in the Kings Birthday Honours list, Jacqueline has been a passionate advocate for community engagement and has spearheaded numerous initiatives to support local charities and actively promotes the sector to students and pupils in schools and colleges through speaking engagements and mentoring programmes. She is a recipient of the Lifetime Achievement Award for Outstanding Dedication and Leadership to the Transport Sector from The Worshipful Company of Carmen and her many awards has seen her being named the Women in Logistics ‘Leader of the Year’ as well as the everywoman Award in Transport and Logistics ‘Industry Champion’ title. "I am excited about the challenges that lie ahead and I am keen to contribute to the continued growth and development of the Company of Carmen, helping increase diversity and inclusion whilst upholding the traditions and values." said Jacqueline. "Together, we can drive innovation, embrace sustainability, and I look forward to sharing my expertise, industry knowledge and leadership skills to help shape the strategic direction as we continue to adapt to the changing needs of the transportation and logistics industry."

Surrey County Council has been awarded £7.8m to further improve and protect local buses. The council will work with bus operators over the coming month to allocate the funding which is likely to generate more frequent buses, more evening and weekend services and reduced fares for young people to help them access education, training and employment. The investment will also be used to help ten Surrey bus services with low passenger numbers, to increase their patronage so that people who rely on them for essential services can continue to access their local bus. Matt Furniss, Cabinet Member for Transport, Infrastructure and Growth at Surrey County Council said, “I’m delighted that Surrey has been selected as one of the local authorities to receive this essential funding which will help us to build upon our own significant investment and encourage more people to take the bus." “We’re investing in making our buses greener including £32.3m for more ultra-low and zero emission buses and £6.3m for more ultra-low and zero emission community transport minibuses. A further £9m is being invested in bus priority measures to ensure buses turn up on time, and £1.4m in improving information for passengers at bus stops." “We also recently launched the Surrey LINK card which gives young people half-price bus travel and expanded our on-demand Surrey Connect bus services, giving more options to travel by bus for our residents.”

The Wakefield district is to become part of the largest virtual production research and development network in Europe. South Kirkby will be home to a brand-new specialist lab – one of only four in the UK – which will open at Production Park, Europe’s premier live experience and entertainment campus, dedicated to creating some of the world’s biggest tours and shows in music, theatre, film and TV. The lab, on the campus just outside of Wakefield, will specialise in researching and developing ways to drive the next generation of production technology, for both screen and stage. The funding has been secured by Wakefield Council in partnership with a consortium led by the University of York, including Screen Yorkshire, North Yorkshire LEP, Production Park and Vodafone, and the lab will be part of a £76 million investment to grow the UK creative industries by £50 billion. Cllr Michael Graham, Wakefield Council’s Cabinet Member for Economic Growth and Regeneration, said: “This has confirmed the district’s place in the future of new and exciting technology. It’s going to bring high quality jobs and attract more investment, reinforcing Wakefield as a great place to do business for the creative, digital and technology sector and a great place of opportunity for our residents.” Virtual production covers a range of techniques that use computer-generated imagery (CGI), hyper-real sound, augmented reality and motion capture to create virtual sets and environments. It enables the creation of large-scale digitally-generated environments that performers can interact with in real-time using LED panels. The technology has been used to great success in the recent ABBA Voyage live concert in London and on Disney’s The Mandalorian. Cllr Michelle Collins, Cabinet member for Culture, Leisure and Sport said: “Our creative credentials are going from strength to strength and I am absolutely delighted that the Yorkshire lab will be located right here, within the Production Park campus in South Kirkby. “Production Park is an incredible, world-renowned facility and with this new research and development lab we have the opportunity to be at the forefront of shaping the future the UK’s TV film and performing arts industries.” This new set up is part of the UK Research and Innovation Infrastructure Fund’s (UKRI) Convergent Screen Technologies and performance in Realtime (CoSTAR) programme, supported by £75.6 million of government funding and £63 million of new industry investment, which will form the largest virtual production research and development network in Europe, with four facilities across the country. The network will include a national lab at Pinewood Studios, and a new Insight and Foresight Unit led by Goldsmiths and the British Film Institute. The South Kirkby hub and the other regional hubs in Dundee and Belfast are expected to add a combined £33 million to the economy and support 423 jobs.

Britons have been told that the gruelling scramble for an 8am doctor's appointment will soon be a thing of the past thanks to digital telephony software. Experts from TelephoneSystems.Cloud have hailed the Department for Health and Social Care's (DHSC) decision to give £240 million in funding to GP practices to adopt modern technologies and conquer the NHS Crisis. Since the pandemic ended and restrictions were lifted, GP surgeries nationwide have been in turmoil, with patients struggling to contact their general practice and missing out on the care they need. While the pandemic accelerated technological change across the broader business sectors, until now, the NHS has lagged dangerously behind. Any treatment on the NHS usually begins with a trip to the local GP practice followed by a face-to-face appointment, but COVID-19 highlighted the need for change when the system could not cope with a transition to remote care. The disruption of ordinary care resulted in massive backlogs and longer patient waits. Over 7.33 million people are now on NHS waiting lists for consultant-led elective care, and the numbers are only growing. Before the pandemic, in February 2020, there were 4.43 million people on the waiting list for care, and experts say it will take years to clear the growing backlog. The NHS England’s access to a primary care recovery plan, recently unveiled by the government, will see practices given £240 million to take up the latest technology and replace the old, outdated, analogue phones with modern systems. The NHS also published changes to the GP Contracts for 2023/2024, which states that the cloud-based-telephone National Framework will be mandatory and only cloud-based solutions will be supported by the end of 2025. It is hoped that the government's commitment to the funding of technology will empower patients to manage their own care using the new tools so they aren’t asked to call back another day to book appointments, and so they know how their care will be managed on the day. Juliet Moran, from TelephoneSystems.Cloud said: “The medical crisis has driven a need to implement changes in the NHS and GP phone systems are no exception. Modern technologies and tools like cloud data and digital telephony will now enhance care and combat primary care issues." “These technological advances will offer significant opportunities to improve healthcare to scale, deliver quicker results and offer seamless services." “As practices are able to use the technology to receive, navigate, access, and respond to requests, patients will benefit from rapid assessments and responses which will cut wait times, capacity, and the dreaded 8 am rush." “The bottom line is that technology is constantly evolving, and will not wait for the NHS to catch up, so this funding is vital to modernise and improve services and accessibility, especially in primary care." “The success of markets like cloud computing since the pandemic has demonstrated that technology can improve efficiency and productivity, and it is excellent to know that the NHS will soon enjoy its benefits." “It is great to see that the government has recognised the role of technology in providing patient satisfaction and delivering on cutting down waiting lists.”