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John Lewis announced the appointment of Dom McBrien as its Chief Digital & Omnichannel Officer, a role that will sit on the John Lewis Management Board. This appointment further strengthens the John Lewis leadership across the business and is a critical part of our digital transformation and omnichannel ambitions. Dom has over 20 years of digital transformation experience, most recently as CEO for Body&Fit and Global President for Direct To Consumer at Glanbia Performance Nutrition. Dom has worked across a number of other high profile retailers including Arcadia, New Look, M&S, The White Company as well as Microsoft. He will report to Peter Ruis, Managing Director of John Lewis. Dom said: "I am thrilled to be joining John Lewis at such a pivotal time in its transformation journey. The opportunity to contribute to a brand with such a rich heritage and a clear ambition to be the UK's most trusted omnichannel retailer is truly exciting. I’m looking forward to getting started." Peter Ruis said: "I’m delighted to appoint Dom as our Chief Digital & Omnichannel Officer. His extensive experience and proven track record in digital transformation will be invaluable as we continue to strengthen our digital leadership and deliver on our significant omnichannel ambitions." Dom will join John Lewis on 1 October. About the John Lewis Partnership The John Lewis Partnership owns and operates two of Britain's best-loved retail brands - John Lewis and Waitrose. Started as a radical experiment over a century ago, the Partnership is now the largest employee-owned business in the UK. The Partnership is purpose-driven, existing to create a fairer and more sustainable future for our Partners, customers, suppliers and communities. Our Purpose not only inspires our principles, drives our decisions and acts as our guide to be a force for good, it steers us to do things differently and better - all in service of creating a happier world for everyone and everything we touch. John Lewis operates 34 shops across the UK as well as johnlewis.com. Waitrose has more than 300 shops in England, Scotland, Wales and the Channel Islands, including 47 convenience branches, and another 27 shops at Welcome Break locations. The retailer's omnichannel business includes the online grocery service, Waitrose.com, and specialist online shops including waitrosecellar.com for wine.

Aston University’s Professor Monder Ram OBE has been invited to serve as a member of the new National Business Mentoring Council. He will contribute his specialist knowledge, particularly around ethnic minority entrepreneurship, to help the council enhance access to high-quality mentoring for underserved communities. Professor of small business at Aston Business School and director of the Centre for Research in Ethnic Minority Entrepreneurship, he was asked to join in recognition of his long standing commitment to promoting inclusive entrepreneurship and his research that sheds critical light on the barriers faced by ethnic minority entrepreneurs. Business mentoring is widely recognised as a vital resource for entrepreneurs and business leaders. A recent study called Mentoring Matters found that eight out of 10 SME leaders credit mentoring as playing a vital part in their growth. Meanwhile seven out of 10 view it as a resource crucial to their resilience, wellbeing and their business’s survival. Despite this, many businesses continue to face challenges accessing high-quality business mentoring support and consistently cite the difficulty in knowing where to go and finding the right qualified mentors to support them. To address these needs leading firms from across the UK responsible for mentoring standards and accredited mentoring services have come together to form the new organisation which is referenced within the government’s small business plan. The council brings together senior representatives from across regions and nations involved in business mentoring, finance, entrepreneurship and academia. Its mission is to reduce sector fragmentation, strengthen professional pathways for mentors, share data and industry trends, and promote the benefits of and access to mentoring for SMEs, startups, and scaling firms. It will also support government strategies that foster business growth and resilience. Professor Ram said: “I am proud to be member of the newly formed council because mentoring is an important part of support in business, but not all businesses and their leaders can access it. I’m delighted to contribute my expertise and work with other UK experts to take on these issues. We aim to support greater collaboration between mentoring groups and improve access to proven quality mentorship so leaders can find a mentor to support their business journey.” The organisation held its inaugural meeting at the Department for Business and Trade in July and is now planning to promote its work on National Mentoring Day on 27 October. Members also discussed practical solutions on how to better coordinate activity across mentoring, reduce fragmentation, and better support underserved communities and regions. Gareth Thomas MP, parliamentary under-secretary of state at the Department for Business and Trade, said: “Having a mentor can be a game-changer for small businesses, so I welcome the creation of this new council who will make it easier for business leaders to find a high-quality mentor they can trust." “This forms part of the government’s plan for small businesses, the most comprehensive package of support for smaller businesses in a generation, helping to deliver the plan for change.”

Three Hampshire-based professional services firms are combining to host a seminar about business exit strategies next month. HWB Chartered Accountants, Hybrid Legal and Asset Management Financial Advisers (AMFA) will provide a panel of experts to discuss the merits and pitfalls of various business exits. The Best Business Exit event is on Tuesday 23 September from 8am at Chilworth Manor Hotel at Chilworth, near Eastleigh. Among panellists will be HWB Chartered Accountants’ Tax Director Gemma Hedges and Senior Tax Manager Alan Rolfe, along with Hybrid Legal Director and Head of Corporate Mike Duggan and AMFA’s Head of Advice Adam Keith. The seminar is designed to be a discussion on all the things business owners should be thinking about for their future, from how they will exit, to what they do with the proceeds in their retirement. Alan Rolfe, who has 25 years’ experience of providing clients with tax advice, said exit strategies could include; sale to a third party, management buyout, employee ownership trust, company purchase of own shares, or a gift to future generations. He added: “All business owners should have an exit strategy, and we are staging this seminar to help leaders and directors stay on top of what are the most efficient and profitable ways of disposing of assets." “It can take years of blood, sweat and tears to successfully establish a business and it is imperative that entrepreneurs should be able to enjoy the fruits of their labours, maximise value and minimise risk when it comes to the time of giving up control." “Some existing exit plans may become outdated in the ever-changing world of tax and financial affairs and so we will be stressing to attendees the importance of an up-to-date strategy and to seek qualified professional advice.” Gemma Hedges, who joined HWB in 2020, advises on a range of tax issues, particularly owner-managed businesses, tax enquiries, Inheritance Tax and Trusts & Estates. Mike Duggan is an extremely experienced corporate lawyer and business advisor whose CV includes 27 years as a senior partner at a Tier 1 international law firm. Adam Keith manages a team of 10 financial advisers at AMFA which he joined in 2016, after seven years at NatWest in both financial advice and compliance roles. HWB Chartered Accountants, founded in 1985 and based at Chandler’s Ford, near Southampton, provides business and tax advice. Hybrid Legal, founded in 2013 and based in Winchester, is an innovative, disruptor, fixed-fee law firm specialising purely in business law. AMFA, established for 40 years and based in Southampton, Winchester and Bishop’s Waltham, has more than £500 million in assets under management. Register for the breakfast time event here . Above Panel: Hosting the Best Business Exit seminar at Chilworth Manor Hotel at Chilworth, near Eastleigh, on Tuesday 23 September from 8am, are, from left HWB Chartered Accountants’ Tax Director Gemma Hedges and Senior Tax Manager Alan Rolfe, Asset Management Financial Advisers’ Head of Advice Adam Keith and Hybrid Legal Director and Head of Corporate Mike Duggan

Players from 20 Dorset companies and organisations are limbering up for a fundraising beach volleyball competition in aid of two hospice care charities. It’s the fourth year in a row that property finance lender MSP Capital has staged the good-natured rivalry on Bournemouth beach to help Julia’s House and Lewis-Manning. The Poole-based firm hopes to add a further sizeable contribution to more than £40,000 that has been raised since the inaugural contest back in 2022. A host of companies and organisations involved in the property sector are all competing in the annual event. Their activities include property development and consultancy, asset management, estate agency services, legal advice and support, surveying, accountancy, internet marketing, IT, recruitment and office rental. Leigh Bartlett, Chief Executive of MSP Capital, said: “As well as being a well-established summer highlight, our annual volleyball championships are a fantastic, fun way to bring people together. We look forward to welcoming teams from across the property industry for some friendly, spirited competition to raise funds for two brilliant local charities." “It promises to be another memorable tournament, and I’d like to wish every team the best of luck as they take to the court.” In the championships, six-a-side, mixed teams compete in 15-minute ‘pool’ matches on four courts in the sand, with the top scorers going into a knockout stage starting with quarter finals. As well as co-ordinating and hosting the event, MSP Capital was last year’s grandstand sponsor and gifted advertising space to Julia’s House and Lewis-Manning. The visuals included prominent QR codes so that people on the beach, promenade and pier could find out more about the two charities’ work. This year’s championships take place on Bournemouth beach near the pier on 4 September 2025, starting at 12.30pm. As in previous years, beach volleyball specialist Deep Dish is helping to organise the event with support on the day including a compere, referees and DJ. Under its association with Deep Dish, MSP Capital is also headline sponsor of the Bournemouth Grand Slam championships taking place at the same location from 5 to 7 September 2025. The Grand Slam is run by the UK Beach Tour, with Deep Dish supporting, Deep Dish was founded by beach volleyball stars Chris Gregory and Jake Sheaf who have both represented Team England at the Commonwealth Games and Team GB at other international tournaments and world tour events. Image caption information Funds raised from MSP Capital’s annual beach volleyball championships are split equally between Dorset-based hospice charities Julia’s House and Lewis-Manning Hospice Care.

Three Ukrainian creatives displaced by the war, are appealing for funding to secure the future of a new children’s activity club they launched in Redditch. Friends Tetiana Volikova, Yana Tyshyna and Svitlana Vasylieva established and run Creative Carousel with the support of Redditch and Kingfisher Rotary Club. But now the team need to replenish their depleted £9,900 grant from Redditch Borough Council which has only funded the first four months. It is hoped a free Heritage Fun Day on September 13th will also help showcase the Club which, they say, offers a unique blend of UK and Ukrainian teaching methods and after-school care. The event takes place at St Laurence Church and the Ark between 11am-2pm, when members of the team will be on hand to talk about the Club. There will also be a host of family fun on offer, including church and tower tours, prize draws, games, live performances, face painting and food stalls. The three ladies all resettled in Redditch a few weeks after the outbreak of the aggression, being forced to flee with their children to Poland and Turkey, before finding sponsor families in Worcestershire. After meeting through the BRWR (Bromsgrove and Redditch Welcome Refugee Group) they realised their passions and skills as a vocal coach, artist and choreographer aligned and so set about building Creative Carousel. Tetiana said: “I felt there was a need for something like this in the area. We asked Rotary to help us organise this project and apply for grants as we didn’t know how to do it. Also, we would like “Creative Carousel” to become a business sometime in the future. So Rotary lent us a hand and bought us some materials to help get us up and running. We couldn’t have done this without them.” For Tetiana, Svitlana and Yana, Creative Carousel marks a return to the work they love - but were forced to leave behind - in their homeland. Tetiana has over 30 years of experience as a performer, vocal coach, and international competition judge and had been running her own successful vocal studio for 12 years before the war broke out. She said: “Being in UK I previously contributed to projects funded by the National Lottery and the Arts Council, including the renowned Eurovision Refugee Choir project in Liverpool and the European Youth Music Refugee Choir. These experiences were deeply inspiring, instilling a desire to create another project that fosters international cultural exchange through music.” “Through these initiatives, I witnessed the transformative impact that culturally diverse, inclusive arts projects can have on communities. It strengthened my commitment to making arts accessible and meaningful, especially for refugee and immigrant populations.” It was only a few days after war broke out that Tetiana fled Khmelnytskyi with her two children aged 17 and 6. She recalls: “I took some important stuff for me, such as my gadgets to stay connected, and minimal clothes. We had two travel bags between the three of us. My biggest aim was to stay calm, not to stress or scare my daughter”. “I left my entire life behind. Suddenly you have no hopes, no aims, no decisions. You can’t plan anything. But I have shed all my tears and now am embracing life over here and trying to be positive.” She added: “Life has to go on. I have responsibilities. I had my family and my community. I needed to do something, to make a change. I can't stop the war. I can't make decisions for other people, so I decided to try to focus on what I'm doing here, and that's why Creative Carousel came about. We decided to develop something here similar to what we all used to do.” Yana Tyshyna is a choreographer and production ballet master and director of the Mriya dance ensemble in Birmingham, which includes over 50 dancers from various countries. In Ukraine she worked at the Kyiv College of Culture and Arts in the Department of Choreographic Arts before fleeing to the UK with her seven-year-old twin sons, who are themselves, excellent dancers. She said: “Creative Carousel for me is not just an after-school club—it’s a fun, creative family where everyone feels needed and an irreplaceable element in a well-coordinated mechanism. Here, I teach children the art of dance with great pleasure. Movement is life… but it’s more fun with music.” Professional artist Svitlana Vasylieva, resettled in Redditch after fleeing Dnipro with her two sons aged 2 and 11, and has since exhibited in the UK and won the Art in Redditch Graham Award in May 2025. She is highly regarded for her work with children - frequently invited by cultural centres, holiday clubs, and community organisations to lead art workshops for young audiences. She said: “My experience working with children from different backgrounds aligns perfectly with the Creative Carousel mission to celebrate cultural diversity through the arts." “I aim to bring a unique cultural perspective and create a welcoming, inspiring environment for young participants, encouraging them to express themselves confidently and authentically through art." “We are looking for all possible ways to reduce the prices and make our lessons affordable to all children interested. We are open to collaboration with businesses, charity organisations and funds to cover price for families in need.” From September the Club will run three classes a week: Redditch ( The Bridge Church (former St Luke's Church), Headless Cross, B974JX) Mondays: Group 1: Ages 6-8, 16:30-18:30 Wednesdays: Group 2: Ages 9-11, 16:30-18:30 Alvechurch: (St Laurence Church and The Ark, School Lane, Alvechurch, B48 7SB) Thursdays: Joined Group: Ages 7-11, 16:00-18:00 The cost of each session is £10, including teatime, with a special offer of just £2 for the first session. Sibling discounts are available and families enrolling with multiple children receive a 20% discount. Further information is available here , or to pledge sponsorship, contact Tetiana and the team at: creativcarouseluk@gmail.com.

A new poll of 500 farmers and landowners has revealed how the government’s ‘family farm tax’ is wrecking trust, livelihoods and Labour’s future in rural seats.   The survey, conducted by the Country Land and Business Association (CLA), has highlighted the far-reaching consequences of the Treasury’s plans to cut vital inheritance tax reliefs for farms and family businesses from April.   Nearly 80% of respondents said they are worried their business will not survive the next ten years, while over 60% have considered selling their farm and leaving the industry.   Not a single respondent of the 500 said they would vote for Labour at the next election, while 36% said they would back Reform, with the Conservatives on 38%.   Earlier this summer the Treasury published an impact assessment of the changes, along with the draft legislation of the policy. It claimed capping inheritance tax reliefs will not have "any significant macroeconomic impacts". The assessment argued it "is not expected to have a material impact on food security" and "would not be expected to impact the UK’s ability to source imports from international markets".   The findings of this new survey cast doubt on these claims. Victoria Vyvyan, CLA President, said: "The Treasury says these reforms will barely touch rural Britain. Our polling shows they will force hard choices on farms that have sustained communities for generations – selling their land, laying people off, shelving plans for the future." "Already, families are weighing up which parts of their business they can afford to keep. Some are holding back investment; others are wondering if they can hand the farm on at all."   "Rural Labour MPs can see what’s coming. They know it will drain the life from the countryside and strip away the trust of the people who sent them to Westminster. If they support it, their voters won’t forget.”   Meanwhile 69% of respondents said they will have to sell land or take out loans to keep the business – with nearly half predicting they’ll have to sell at least a quarter of their farm. It also found 89% have paused or delayed investment since the budget, with 27% saying they have held back from investing over £150,000.   A separate study earlier this year, commissioned by Family Business UK and conducted by independent consultancy CBI-Economics, found that more than 200,000 jobs could be lost during this Parliament. The changes could produce a net fiscal loss of £1.9 billion for the Treasury and wipe £14.9bn from the economy in lost business activity, it concluded.

UK small businesses are finding practical ways to cut costs, reduce waste, build stronger relationships with suppliers and customers and stand out in a crowded market. New insights from Novuna Business Finance, gathered from interviews with small business owners across sectors including manufacturing, construction, engineering, and technology, reveals ten practical strategies small business owners say are critical to thriving while meeting net zero targets. These findings will form the backbone of Novuna’s forthcoming Small Business Sustainability Insight report, which will include practical tips and insight from business experts on the challenges, opportunities and realities of building a sustainable business The top 10 practical strategies small businesses say are vital for sustainability and growth 1. Listen to your customer  – Customers often guide how a business becomes more sustainable. Tim Everest from Grey Flannel explains, “We need to be going where people want us to be. Sustainability is driven by our customers, and our success depends on being good listeners.” Grey Flannel uses bespoke mills across England and Scotland, which can make products a bit pricier, but customers are happy to pay. 2. ‘Rebrand’ Net Zero as a culture not a cost  – Small businesses often see Net Zero as an extra expense on tight cashflows. Steve Wardlaw from Emerald Life, an insurance brand focused on LGBTQIA+ safety, says, “Net Zero is being sold to small businesses as an extra expenditure that business owners are just expected to absorb, when they have seismic pressures on cashflow.” He adds, “What’s needed are government-backed moves to make sustainability and Net Zero integral parts of business culture and long-term growth plans." 3. Be the change in your supply chain – Small businesses can inspire bigger companies by making sustainable choices. Simon Rolfe, co-founder of Sea Change, says, “If people choose Sea Change, or any brand that cares about the environment, it sends a message to the whole industry. It pushes growers, suppliers, and retailers to change. Small businesses can influence big companies to take responsibility — and once big retailers push for change, the whole market can shift." 4. Sustainability goes beyond green  - Sustainability includes long-term support for employees and the local community. Oxford-based tech company OXIL focuses on creating local jobs and fostering a progressive culture to retain talent. Mark Robertshaw, Director at OXIL adds; “Sustainability can be characterised by how a business supports people.” 5. Invest in new equipment early - Sustainability requires a long-term, strategic approach. Joe Lawrence, Director of Libra Utility Services warns “What we are really saying if we buy older or cheaper equipment”? This in the long-term is a false economy.” Meeting Net Zero targets means investing in new equipment, which can be funded through finance options that don’t drain working capital. 6. Dare to be different  - Rising congestion charges and taxes threaten the future of classic petrol cars. Owner, Richard Morgan, is giving them new life by fitting electric engines, making these cars emission friendly. As he says, “We are taking essentially a classic car that’s come to the end of its life, and we are melding it with an electric vehicle and giving a classic car a new lease of life.” Simply put, “We are making gas guzzlers green. Believe it and anything is possible.” 7. Read market opportunities quickly  - One major strength of small businesses is their relatively small size; it means they can be agile, spot market opportunities and move quickly. Chris Howard, co-owner of Cambridge Building Services, saw an opportunity and reacted by making garden studios for home workers, Chris explains: “It’s not just environmentally friendly, but the ability to work from a home office has a positive impact on people’s wellbeing, family life and work-life balance. Our business success has been about spotting a market trend, moving quickly and launching a premium product that stands out." 8. Small steps take you a long way  - Knowing where to start can be daunting, and some small business owners feel policymakers don’t understand their daily challenges. Alwen Marshall, owner of Iechyd Da, says, “I really don’t think any politician, or any member of the local council understands the real day-to-day complications or the rules and regulations of running a small business.” Despite these barriers, Alwen sees small businesses’ agility as an advantage, with the journey to sustainability achievable through “taking small steps, one at a time.” 9. Eliminate waste  - Beyond adopting sustainable practices to support their business, or to make it more efficient, some small businesses are set up to tackle waste head-on - and to make recycling core to their business offering. Pinky Laing, Founder of The Remnant Revolution is all about recycling fabrics to appeal to the growing market of consumers that have turned their backs on fast fashion, Pinky adds; “The textile industry is built on a culture of overproduction. Brands make far more than what they need, and the excess gets discarded.” 10. Learn from your mistakes  - Building a sustainable business means trying new things and learning from what works and what doesn’t. Dean Loury-Jenkins, owner of Celtic Roots farm, found a natural way to tackle slug damage by using ducks to eat them and alpacas to protect the ducks, avoiding chemicals. As Dean says, “To build a sustainable business, you’ve got to try new things; some things have failed, and some things have been positive. There’s no one way to do things but the learning journey makes your business stronger.” Jo Morris, Head of Insight at Novuna Business Finance commented: “Over the past 18 months, we have been fortunate to speak with small businesses across the UK, from a diverse range of sectors and stages of growth. What we’ve discovered is that sustainability looks different for every business, each facing unique challenges. Some focus on cutting waste and improving efficiency, while others work hard on strengthening relationships with suppliers and customers. What unites them is a determination to balance growth with a genuine commitment to their people and the environment." "Sustainability isn’t just a target to hit, it’s an ongoing process that demands resilience, flexibility, and a willingness to learn. At Novuna, we listen carefully to these different experiences and have learned so much from their stories. By truly understanding the real challenges small businesses face, we can better provide the support and solutions that truly reflect their needs. Our goal is to help businesses navigate their own sustainable growth journeys with the support that will give them the confidence to thrive.” Top Photo:  Pinky Laing, Founder of The Remnant Revolution  Photo:  Simon Rolfe, co-founder of Sea Change

Aston University researchers’ recommendations to boost the UK's ethnic minority businesses are to be adopted by the government. The Department for Business and Trade has announced it will be using proposals made in the Time to Change report which was produced by the University’s Centre for Research in Ethnic Minority Entrepreneurship (CREME) and NatWest Group. The report identifies key barriers faced by these businesses including access to finance, markets, and professional support. The researchers have calculated that if these problems are addressed the UK economy would be boosted by an additional £75 billion Gross Value Added or GVA – the economic measure representing the value of goods and services produced by any economic unit, industry, or region. It highlights 10 evidence-based recommendations to drive inclusion in policy, finance and business support. CREME’s research which provided the evidence was supported by investment and collaboration from NatWest. The study, which was published in 2022, will be incorporated in ‘Backing your business’, the government’s new plan for small and medium-sized businesses which sets out the long-term direction support for smaller firms. Improvements will include a business growth service designed with ethnic minority businesses in mind and involving trusted community organisations in decisions. Professor of small business at Aston Business School and director of CREME, Monder Ram OBE, said: “We’re delighted that the Department for Business and Trade has committed to being an implementation partner for the time to change report and will be working alongside us to embed its recommendations within the department and across the wider business support ecosystem." “The UK government’s new Backing your business strategy represents a pivotal moment in the inclusive entrepreneurship agenda in this country. Our recommendations - backed by rigorous research - are now formally embedded within national policy, signalling a shift from advocacy to commitment.” The government will be running a series of regional SME summits and roadshows to allow ethnic minority businesses to give their opinions and feedback to help shape its strategies. Professor Ram added: “At CREME our mission is to translate research into policy and practice. For years we have advocated that inclusive entrepreneurship requires systemic integration, not retrofitting. This strategy - including the Department for Business and Trade becoming an official implementation partner - marks just that kind of structural turn.” Photo left to right: • Julie Baker, Head of Strategic Partnerships, NatWest • Sharniya Ferdinand, Strategic Partnership Inclusion Lead, NatWest • Gurdeep Chima, Centre Manager, CREME Aston University • Chantel Thompson, Content Marketing & Engagement Manager, CREME Aston University • Prof Monder Ram OBE, Director, CREME Aston University • Dr Susan Lanz, Impact Fellow, CREME Aston University

A long-serving Partner at accountancy and business advisory firm Johnston Carmichael has marked his retirement by embarking on a remarkable journey to deliver humanitarian aid to Ukraine. Roddy Anderson, 64, who retired in May from his role as Business Advisory Partner in the firm’s Forfar office, spent over three decades advising businesses across Angus and beyond. Shortly before retiring, he embarked on a 1,500 mile journey in a van packed with essential supplies – including first aid kits, clothing, toothbrushes and toothpaste - all the way to the Ukrainian city of Lviv, where he handed over aid at the Presidential Palace. The journey took more than 4 days and he said delivering the aid was incredibly humbling. The four-day journey began from his home in Forfar and took him through Newcastle, across the ferry to Holland, and then by road through Germany and Poland before arriving in Ukraine. “I’ve always believed in doing what you can to help others,” said Roddy. “ As I approached retirement, I felt I had both the time and the means to do something meaningful. The situation in Ukraine has touched so many of us, and I wanted to turn that concern into action. Standing at the Presidential Palace in Lviv, handing over essential aid, was an incredibly humbling experience. It reminded me that even small efforts, if done with heart, can make a difference.” Roddy joined Johnston Carmichael in 2004 as a Partner and, over the years, played a pivotal role in the growth of the firm’s Forfar office. He was a trusted adviser to clients in agriculture, family business and, notably, the dental sector. For many years, Roddy served as Head of Dental, helping to establish Johnston Carmichael as one of the UK’s leading advisers to dental professionals. Under his leadership, the firm built a strong reputation for providing specialist financial advice tailored to the complex needs of dental practice owners, at a time when the sector was undergoing significant change. The aid mission was undertaken with the charity Pick-ups for Peace, and included not just donated goods but the vehicle itself, which will now be used in Ukraine. “Everyone was very appreciative,” said Roddy. “It was clear the aid would be put to good use straight away, which made the whole journey feel worthwhile.” Lynne Walker, CEO of Johnston Carmichael, said: “Roddy’s retirement marks the end of a truly distinguished chapter at Johnston Carmichael. Throughout his career, he exemplified professionalism, dedication, and a genuine commitment to his clients, colleagues and community. " “His decision to spend the final days of his career delivering humanitarian aid to Ukraine speaks volumes about his character. Roddy has set a powerful example of leadership in action, and he leaves a legacy we are incredibly proud of.” Roddy added: “It’s been a privilege to be part of Johnston Carmichael’s journey. I’ve seen the firm grow from a strong regional presence into a leading UK-wide advisory business with global reach. I’m proud to have played a small part in that story, and I’m incredibly grateful to all my colleagues, past and present, for their friendship, support and shared purpose over the years.”

New research reveals children with disabilities are excluded from playgrounds in Scotland. Across the UK, half (50% ) of parents of children with physical disabilities surveyed say their child is excluded from play due to playgrounds being inaccessible to them[1]. In Scotland, parents of children who visit playgrounds are travelling an average of 3.77 miles from their homes to reach a suitable play area. As a result, 32%1 say they are relying more on screens because there are not enough suitable outdoor play areas nearby. The research of over 2,000 parents from across the UK, showed that exclusion from play is an issue for disabled and non-disabled children alike. Almost two thirds (65% ) of UK parents surveyed say their children are playing out less than they did at the same age, with similar findings reported in Scotland (64%2). Almost a quarter of parents in Scotland have struggled to find a playground that accommodates their child’s needs (23%1), while others reported that their local playground is currently closed or out of order (36%1). Parents say the lack of play is negatively affecting their child’s ability to make friendships, build confidence and develop a sense of adventure, and shockingly over a third (37%) of children in Scotland now prefer to spend time playing indoors or on screens, creating barriers for children accessing outdoor play. To get the nation playing out again, Barratt Redrow, of which Barratt and David Wilson Homes Scotland is a part, is making a landmark commitment to prioritise inclusive play spaces across its developments. This new commitment will see the housebuilder incorporate inclusive and accessible play areas across their new developments in Scotland, working with children and young people to design play spaces that meet the needs of the local community where possible. As the UK’s largest housebuilder this could deliver up to 100 new accessible and inclusive play spaces for parents and children to enjoy each year. David Thomas, CEO of Barratt Redrow, said: “This isn’t just about playgrounds, it's about building places where families can truly thrive, and that starts by ensuring every child can safely and confidently enjoy the freedom, fun and benefits that outdoor play delivers." We want local authorities and other homebuilders to work together to make inclusive and accessible play the standard, not the exception. When we build with all children in mind, we can create places that work better for everyone.” Alison Condie, Regional Managing Director at Barratt and David Wilson Homes Scotland, said: “Play isn’t a luxury, it’s something that inspires connection, confidence and childhood itself. This commitment will make a huge difference to parents and children in Scotland. We want parents and homebuyers to know that when they buy one of our homes, they can be confident that we’re prioritising the right things from day one.” The New Commitments to Play As the UK’s biggest housebuilder, Barratt Redrow is ensuring play for everybody is the standard, not the exception. In practice, its new Inclusive Play Guidance will mean communities in Scotland can expect: 1. Every play space being designed by Barratt Redrow will include inclusive equipment, accessible surfaces and be located in safe and easy to access locations for the whole community to enjoy. 2. Designs will allow for active, challenging, imaginative, sensory and quiet play for children and young people, while encouraging social interaction between neighbours and friends. 3. Play spaces will be integrated into high quality landscapes at the heart of our developments, bringing people closer to nature. 4. Wherever possible, Barratt Redrow will work with children and young people to ensure they are continually responding to the needs of the local community. *Our teams work on planning applications for a period of six months before submission, therefore the new commitment will apply to all new planning applications from January 2026 onwards. As well as children’s charity Whizz Kidz, the Barratt Redrow Commitments and New Design Guidelines were created with support from industry bodies, including Play Wales, Play England, play expert Tim Gill and children’s psychologist Prof. Helen Dodd.

Matt Richardson became the first man ever to go sub-9 seconds, setting the Men Elite 200m Flying Start world record with a time of 8.941 seconds. Will Bjergfelt broke the 11-year-old Men C5 UCI Hour Record presented by Tissot, covering 51.471km in 60 minutes. Teammate Charlie Tanfield just missed out on the Men Elite Hour Record, by around six laps, covering 53.967km to become the fourth fastest Brit every to take on the challenge. Richardson officially fastest on the planet Matt Richardson has secured his place in the history books by becoming the first man to cycle 200m in under nine seconds, setting a new world record in the process. Attempt at the Konya Velodrome in Turkiye, Richardson not only took a new world record, knocking Harrie Lavreysen off the top spot with a time of 8.941seconds , becoming the first man to go sub-9 seconds in the process. Matt Richardson celebrates cycling 200m in 8.941 seconds Richardson has been targeting the record for a long time, having previously broken it for a few minutes at the Paris 2024 Olympic Games (9.091 seconds) and coming close again in at the Nations Cup in Konya earlier this year where he hit a time of 9.041 which was later rescinded. On his achievement, Richardson said: “I did it, I came here to do that [go sub-9 seconds] and that’s what I did so, it’s a pretty cool feeling to accomplish the one thing that I came out here to do. A bit of relief there." “It was a lot faster [than I’ve previously ridden], I was basically just a passenger. I gave the bike a bit of direction and it was just steering itself almost. I rode of lot of it outside the sprint lane, so I know there’s a bit more there. " Reflecting on the effort, he said: “It goes pretty quick. I know this track can be quite a handful out of the corners so I was cautious in those spots but other than that it was just going as hard as I can.” This achievement makes Richardson the first British man ever to hold the world record in this event. Bjergfelt beats 11-year-old Hour Record with distance of 51.471km Will Bjergfelt has set a new world record of 51.471km in the Men C5 UCI Hour Record presented by Tissot, becoming the first para-cyclist to also break the 50km barrier at the same time. Will Bjergfelt takes the C5 Men Hour Record world record Having trained for the record over the past six months, Bjergfelt kicked off his attempt at a steady pace, with plans to employ a negative split strategy over the hour. Within the first 15 minutes, Bjergfelt had covered almost 13km, with an average speed of 50-51km per hour, a pace he managed to hold onto for the entirety of the hour. With just over four minutes to go, Bjergfelt smashed through the existing record of 47.569km, giving him space to see how he could stretch the record before the hour was up. And stretch it he did; pushing beyond his personal target of 50km to cover 51.471km in 60 minutes, setting a new Men’s C5 UCI Hour Record by almost 4km. On his achievement, Bjergfelt said: “[I feel] amazing, it’s not quite sunk in yet really. Whilst I was going round the track and everyone was cheering at the end there, it started to hit home. I don’t think it’s quite hit home yet that I’ve smashed the world record on the track and that’s a dream come true.” “Coming here with the best equipment; the Hope/Lotus bike, the Renishaw bars, everything else that’s been afforded to me, the Ale custom skin suit, the support that we’ve had from Shell, GBCT, my employers GKN Aerospace where I’ve worked for the past 25 years, this is something that means so much to me.” On how the effort played out, he said: “I actually woke up at about four o’clock this morning to the morning prayer and I was thinking about it, originally I was going to go in 10 minute blocks and break it down into six blocks but then when I thought about it through the night, I thought five minute blocks are more what I’m used to in terms of pursuit; it’s what I’ve been doing for GBCT over the years. “At the same time every third lap I was getting an average split so I was able to really control my pace. My coach Ben Brown sets me best average efforts on my TT bike so those efforts over the past 2.5 years have really played into what I did today where I started steady, built into the effort, sustained it and then got faster towards the end. And I think that’s the perfect way to do an hour.” Tanfield becomes fourth fastest Brit in Men Elite Hour Record Charlie Tanfield attempts the Men Elite UCI Hour Record Charlie Tanfield also stepped up to test his mettle against the Hour Record, in the men elite category. Following in the footsteps of British greats such as Bradley Wiggins, and ex-teammate Dan Bigham, Tanfield had 55.548km to beat to take a British record and 56.792km to topple the world record holder Fillipo Ganna (ITA). Heading out of the gates fast, Tanfield set a strong pace of around 16.5 seconds a lap, seeing him cover 13.750km in just over 15 minutes, putting him in a strong position to contest the record. He maintained the pace through the next half of the race, until around 43 minutes in his tempo started to slip ever so slightly. Dropping to around 53km per hour, with over 15km to cover in the final quarter, the record was slipping out of reach. Unable to pull back the time, Tanfield hit the one hour mark having covered 53.967km, making him the fourth fastest Brit to ever complete the attempt. Images SWPix

As summer draws to a close, a new global poll from Insights reveals a concerning trend in workplace sentiment: 40% of professionals report a “slow start” when returning from holiday, and 25% are even reconsidering their career direction. Experts call this trend the post-vacation turnover effect - a period when returning employees may be most at risk of disengagement or departure. David Bowes, Head of People at Insights said: “For many, the return from summer holidays marks a psychological reset - as proven by these results. Time off is often a catalyst for reflection and for some, that reflection prompts major career re-evaluation." “For leaders and HR teams, the message is clear: the return-from-holiday window is a prime opportunity to re-engage staff and strengthen retention. By not doing so, they may risk losing some of their best people." “Post-summer is a strategic moment to reset energy, rebuild connection, and renew purpose. Leaders who approach it with empathy, planning, and a people-first mindset can transform a potential slump into a launchpad for high performance.” The new findings build on existing research showing that workplace anxiety after time off is widespread. Studies suggest up to 75% of employees feel apprehensive about returning after the summer break - a phenomenon sometimes compared to “Sunday Scaries” that stretch far beyond weekends. How to create renewed momentum To explore solutions, Insights spoke with L&D professionals, HR leaders, and executive coaches worldwide about how human-centred leadership can turn post-holiday risk into renewed momentum. Rachel Galloway, HR Business Partner and Insights Practitioner at Eaton Manufacturing: “Set yourself – and your team – up for success by planning ahead before taking time off. Clear critical priorities and ensure no urgent deliverables are due during your absence. Since emails can be time-consuming, review and flag important messages with task reminders and deadlines before you leave." “Communicate your availability to your team and designate a clear point of contact to maintain continuity. Finally, block the first few hours of your first day back to catch up on communications and meeting invites. This simple preparation supports a calm, focused return and helps you mentally switch off, knowing everything is in place.” Al Goel, Global Learning Leader, Insights Practitioner and former Sanofi and Deloitte Executive: “When people return, I prioritise brief, informal check-ins. These aren’t status updates, they’re human moments. I ask, ‘How was your time away?’ and genuinely listen." “This small act builds psychological safety and trust, especially important post-vacation. I’ll also ask how I can support them with immediate priorities to ease the transition and help them regain momentum. It sets a tone of care before diving into tasks.” Andy Dowling, Chief Executive of The Colour Works: “Too often, holiday planning is treated like an afterthought. But when people leave work anxious, they’re not recharging - they’re bracing. One motto we live by is: ‘We want the best of you, not what’s left of you.’ “Treat holidays as part of delivery planning. Make it a shared, upfront agreement, and ensure cover is in place. When they return, make time for a proper check-in: ‘We missed you, welcome back!’ ‘Here’s what you missed, and how can we support you to get back in flow?’ A smooth return is much easier when you’ve built the runway before take-off.” Gerben Willemse, L&D Consultant and Owner of Light Up!, based in the Netherlands: “Invite your team to share one or two insights from their holiday - either in a virtual space like Teams or physically, on a flipchart in the office. Start by sharing your own reflections: What did your time away teach you as a leader? What might you do differently this month? “Yes, you’ll get humorous answers like ‘drink more wine at work’ or ‘bring back siestas’ but beneath that humour you’re actually building connections, creativity, and long-term engagement.”