Yorkshire and England star Adil Rashid has been awarded an MBE in the King’s Birthday Honours List. Adil Usman Rashid was born in Bradford on February 17, 1988 and has gone on to be one of the world’s best spin bowlers, winning trophies at domestic and international level. He won back-to-back County Championship titles with Yorkshire in 2014 and 2015 and has made the county immensely proud by going on to win 50-over and T20 World Cups in 2019 and 2022. He is a firm fixture in England’s limited overs teams and has taken 338 international wickets across all formats, earning 239 caps. The leg-spinning all-rounder will be invited shortly to attend an investiture ceremony at either Buckingham Palace or one of the Royal households, where he will receive the MBE medal from The King or his representative from The Royal Family. Reflecting on receiving the accolade Rashid, aged 35, said: “It is a very special moment. “I never would have thought that I would have met the King in my lifetime. To go down to meet the King, it will be exciting. It’s obviously nice to get recognised for things you do on and off the pitch, not just for myself but for my family and the people who have helped contribute. “I’m humbled how well things have gone for me. The most important thing is to work hard, train hard, believe in yourself. You can achieve anything regardless of where you come from and whatever your background.” Rashid made his debut for Yorkshire in 2006 at the age of 18, having previously worked his way up through the ranks having joined the Academy at 11-years-old. He took a debut six wickets in a County Championship win over Warwickshire at Scarborough. He went on to score 10 hundreds and top 500 wickets in a first-class career which yielded Championship titles in 2014 and 2015. He said: “Headingley will always be special for me. I have always been here. I have played my cricket here since the age of 11. I have come through the whole set-up, made my debut and have played here alongside Yorkshire legends. It holds a big place in my heart.” Rashid helped play a big part in both World Cup wins - including a crucial role in helping England win the ICC T20 World Cup last November following a nail-biting five-wicket win over Pakistan at Melbourne. He returned 2-22 from four overs, taking the key wicket of fellow superstar Babar Azam. “Those two World Cups really come to mind in terms of career highlights,” he said. “As an international cricketer or an international sports person full stop you really want to be winning World Cups – that's what you really want to achieve as a team." “That’s something that myself and the team have been lucky enough to be part of. To win with England back-to-back – holding the 50-over and T20 titles at the same time, that’s something really special that has not been done before." “The 50-over win in particular was history in the making. To be part of a team to win that for the first time, that’s something that will go down in history. But they are both as special as each other.” Alongside his career in cricket, he runs the Adil Rashid Cricket Academy in Bradford with his brother to help inspire more children to get into the sport. He is also an ambassador for the Overseas Plastic Surgery Appeal (OPSA) charity, which provides free facial surgery for poor children and young adults in Pakistan. Rashid said: “Bradford is very important to me. That's where I was brought up, that is where everything started. I also think it’s important for myself now that I pass on what I have in terms of knowledge to the next generation. So, as a result, that’s why I’ve opened the Adil Rashid Cricket Academy in Bradford to help the next generation of cricketers come through from Bradford." “Hopefully they will aspire to become professional cricketers and, if not that, aim high in life. It’s always important to give back. I've always been the kind of person that tries to do stuff behind closed doors. But whenever I can help I want to. There are people out there who are less fortunate and it’s my duty alongside the community to come together and help each other at any given time.” “To any aspiring young people out there, I would say, ‘Work hard, believe you can achieve anything, set your mind to it and listen to your parents’.” Darren Gough, Managing Director of Cricket for YCCC, said: “This is an immensely well-deserved and proud moment for Adil Rashid and his family. He has had a fine career and has developed into a fine cricketer. He played for Yorkshire for many years before England called and he has become an international star." “This is well deserved for what Adil has done on and off the pitch and the Yorkshire Family is very proud of him.” Photo credit: SWPix.com

Launching a new drinks brand or adding a new product to an existing range is exciting but challenging. Whether you are tapping into the trend for no - low drinks, pre-mixed cocktails or establishing a new vineyard, it’s essential to have a clear value proposition and USP (unique selling proposition), a defined target audience, a robust business plan and identified your routes to market. We spoke to a handful of innovative new drinks brand start-ups from Norfolk and Suffolk and the Broadland Food Innovation Centre project to get their advice and tips for new brand launches based on their experiences. 1. Work Out Your Value Proposition? How does your product make customers happy? What is the value you offer? You are not going to be the first person to launch a new beer or alcohol-free spirit, but what is unique about what you do? Robert Breakwell of Suffolk-based Niche Cocktails says: “Know your market and competitors; what makes you different / better / relevant / what is your USP? What are you offering the consumer that no-one else is doing?” 2. Start With Why Ok, so we’ve nicked this title from best-selling business guru Simon Sinek’s popular book. When you start to talk about your brand and product don’t just focus on WHAT you do, the product details like the taste, or HOW you do it, but WHY you do it. If you can clearly communicate why you exist, what’s your purpose or belief and why should anyone care, you will stand out from the crowd and build loyalty. "If you believe in what you are doing so will everyone else,” continues Breakwell. Andrew Stacey of Herbarium a Norfolk non-alcoholic spirits company adds: “Be clear on why and what you develop - are you mimicking an alcoholic drink or creating an alternative? Be clear with the consumer what they can expect taste-wise so you are judged accordingly.” 3. Identify Your Target Audience As the old adage goes, if you are marketing to everyone, you are going to reach no-one! So be as specific as you can about what type of consumer you are trying to reach - whether it’s based on demographics (geography, gender, age) or their tastes, values and lifestyle. You can even create profiles of your typical customer to help build up their personality. “Really get to understand your market” says Andrew Stacey - a statement supported by Robert Breakwell who says: “Understand your consumer and focus everything on making your promise to them sincere.” 4. Create A Business Plan You need to have a destination in mind and a plan of how to get there, how will you know where to start and how will you know if you’ve succeeded. Thank about the time and resources you need to launch your brand or product, what are all the steps, process and measures of success? It might be to sell a certain number of units or to launch in any number of stockists. Alan Ridealgh, founder and partner of Humber Doucy Brewery in Suffolk, says “Have the best business plan you can create: think about the time and resources you need to build your business: do you need a space to create your drinks, equipment to make it, a website, packaging and marketing. Try and think of every element of your business from start to end.” 5. Ask For Help In The Right Places There is a huge amount of support out there for businesses of all sizes whether you are starting from scratch or a long-established. Look for what’s available regionally, your local Growth Hub is a good place to start and perhaps your region has a Food Innovation Centre like the Broadland Food Innovation which supports business in Norfolk and Suffolk. James Robins of drinks brand Jimmy’s Limoncello launching in Autumn 2023, explains how the advice and support he received from the Broadland Food Innovation Centre project has been invaluable. “The support I received has been crucial as a one-person business I have been grateful for having someone to listen to me and offer support beyond just business expertise. Above all the project have put me in touch with local likeminded businesses with who you can share resources and collaborate. I’ve felt part of a wider community.” 6. Formulate A Budget How much is it going to cost you? What are the fixed costs or those that vary on how many units you are producing. Can you calculate a breakeven point - so you know how many units you have to sell to cover your costs? The reality is that the most common reason businesses fail is because they run out cash - so don’t forget your cashflow forecast. "Have defined finance in place before starting and formulate a budget. Work how much it will be to set up, make your product and break even? How much can you charge and ensure you have the funding to ensure it survives," continues Alan Ridealgh, Humber Doucy Brewery. 7. Build A Memorable Brand. Your brand is far more than your name, your logo, your packaging, it’s about every connection that your customer has with you. Brand is what makes people remember you and why they will recommend you to their friends, so make it unique, genuine and consistent. 8. Identify Your Routes To Market Are you going to sell direct to your customers through a website or at events, or are you going to seek listings with independent retailers or aim high at supermarkets? John Hemmant of Chet Valley Vineyards in Norfolk says “Plan your year and the season, including opportunities, events and key selling periods. Knowing you market helps identify when and where you will be in demand. Allocate stock for these moments as best you can. Running out of stock is bad for all business but having too much stock can also be detrimental. At the beginning it is hard to anticipate but try and ensure you have the right stock levels.” 9. Tell The World Social media is an amazing free resource to grow a community of fans. Focus on the right platform for your audience rather than spreading yourself to thin by being on all of them. 10. Work Fast Finally "Work fast – Being small gives you the opportunity to make decisions quickly and get there fast,” concludes Robert Breakwell.

Relay runners taking part in the biggest sporting celebration of climate action ever attempted in Britain have raced into Glencoe, enjoying a spot of traditional Scottish hospitality along the way. The Running Out of Time Relay team – who are attempting to pass a baton from Ben Nevis in the Highlands to Big Ben in London between 10 June and 11 July – exchanged their climate baton in front of the historic Kingshouse Hotel in Ballachulish on Saturday 10 June 2023. The runners received a warm welcome from Kingshouse Hotel staff and General Manager Ken Buchanan, before they enjoyed a comfortable night’s sleep and delicious breakfast at the venue the following day. Ken said: “We were thrilled to show our support for the Running Out of Time team and the fantastic cause it is promoting. As a hotel we’re striving to improve our carbon footprint in several ways, such as using biomass to heat our rooms and filtering the spring water from the surrounding mountains for use throughout the venue. Although we still have work to do, causes like Running Out of Time help us on our way to collectively achieving those goals.” Running Out of Time co-founder James Hay said: “A huge thank you to Kingshouse Hotel for their incredible support of the Running Out of Time relay. Our stage three participants had the opportunity to traverse the breathtaking Scottish Highlands as they ran towards the hotel, and after the warmest of receptions from Ken and the Kingshouse team, our stage four runners were well rested and ready to go the following day." “We can’t thank them enough for their fantastic hospitality and wonderful support.”

Diligent business owners could unwittingly be putting themselves at risk of significant legal and financial consequences through failing to enact duty of care surrounding their grey-fleet drivers, warns Venson Automotive Solutions . Whilst it has been over three years since the first pandemic lockdown, almost a third (28%) of working adults are still hybrid working with 16% solely working from home. If an employee’s place of work clause in their contract has changed to home working, their privately owned car will automatically join the ranks of the grey fleet, when used for work related travel. Employers who are unaware of their legal obligations to ensure staff owned vehicles used for work related travel are properly maintained and legally compliant, may be unknowingly missing duty of care requirements. Simon Staton, Client Management Director of Venson Automotive Solutions explains; “Employers have a duty under the Health and Safety at Work Act 1974 to ensure, as far as is reasonably practicable, the health, safety and welfare at work of their employees. With around half (49%) of UK drivers admitting to skipping essential servicing and vehicle repairs amidst the cost-of-living crisis, it is more important than ever that processes are in place to manage aspects such as driver licence checking, insurance validity, vehicle condition and mileage audit amongst grey fleet vehicles. Businesses and fleet managers, therefore, need to review their Driving for Work policies as working from home looks set to stay for some businesses.” It’s not only service and maintenance of grey fleets that businesses must consider. Grey fleet vehicles are often older than company owned cars so can contribute disproportionately to a company’s carbon foot print. In fact, new research reveals that the average car in the UK is now ten years old. By promoting workplace benefits like salary sacrifice schemes, not only can employees make savings over a retail deal for electric vehicle, but the implementation of such an arrangement supports the ‘green’ agenda for businesses. “Of course, for many employees, buying a new car is a stretch just now,” says Simon Staton, “The key benefits of salary sacrifice, however, include a fixed all-inclusive monthly fee so drivers don’t get unexpected maintenance costs. Employees also get National Insurance savings, ‘hassle-free’ acquisition, with no credit check or deposit needed and fleet discounts and for some organisations a beneficial VAT position reflected in monthly costs.” Simon Staton concludes; “With hybrid and homeworking becoming a permanent fixture more cars risk edging into the grey fleet. Business owners and fleet management teams must keep on top of this to ensure they are not putting their firm or employee at risk. They might also want to consider alternative options like rental or EV pool cars for those occasional driving for work employees. It all helps to cut the burden of managing a grey fleet and reduces CO2 emissions at the same time.”

Consumers increasing focus on company ethics during current economic downturn - report Businesses hoping to ride out the economic downturn by reducing customer service or ditching their environmental and social commitments may find themselves punished by consumers, according to new research by management consultancy Baringa . The company polled 6,028 consumers worldwide – including 1,002 in the United Kingdom. It found that just under 4 in 5 (79%) UK respondents said that, in the context of the current economic downturn, they are more likely to purchase from companies they considered “kind.” Only 6% of UK respondents reported the downturn made them less likely to buy from a kind business because they would base purchasing decisions on price alone. 80 per cent of UK respondents reported they would avoid buying from a company who had recently laid off large numbers of staff – with 40% claiming they would do so even if this decision cost them more. Likewise 54% of UK respondents said they would accept higher costs to avoid firms who were known to have treated their staff poorly, and 53% would pay more to avoid firms who treated their suppliers badly. Guy Dent, a partner at Baringa, said: “The assumption is that when times get tough, ethical choices become a luxury and people make decisions based on price. But the increased awareness of unkind business practices might be changing this. As we head into a possible recession, we are seeing more people prepared to take a financial hit to choose kind firms, often in an act of solidarity." “The lesson for recession-hit companies is reputation and ethics should be weighed alongside traditional concerns such as cost. If you ditch your environmental and social commitments, lower your customer service standards, switch to unscrupulous suppliers, or cut staff in a manner that is plainly arbitrary and unfair, you risk improving your balance sheet today only to damage your sales tomorrow.” If consumer behaviours towards unkind firms have shifted, it may be due to the emergence of a generation of consumers entering the economy since the credit crunch of 2008. Of the cohort of economically-active “Gen Z” (people aged between 16 and 24) consumers in the UK, over 3 in 5 (62%) have refused to buy a product or service in the last two years because they felt a company was unkind or did not display kind qualities, whereas just over 2 in 5 (42%) of those aged 45-54 said the same." Of all UK consumers surveyed, 50% reported they were more likely to buy from a company they considered “kind” because they wanted these firms to succeed during the economic downturn. 45% said they were more likely to buy from kind firms as, in the current downturn, it’s more crucial than ever to consider the results of your actions. Guy Dent said: “There is a school of thought, going back to economist Milton Freedman and beyond, that the point of business is to make money and everything else is immaterial. But in a connected age where the consequences of business decisions are instantly transmitted worldwide, people are faster to make moral judgements about firms, and to act on those judgements. The smartest companies will respond by increasingly incorporating a review of the ethics of their actions into their planning. They should do this for self-interested reasons; unkind firms will be increasingly punished by consumers. “In the UK, Google searches for the term ESG have risen by a factor of almost eight over the past decade. Ethical company structures such as B Corporations have grown – the first UK B Corp appeared in 2015; there are now more than 1,300 in the country. Put together this means a heightened awareness of ethical issues when making purchases. And this awareness will persist even in the face of a recession.” While British consumers expressed support for kind firms, they were only mid-table internationally. The country where consumers were most likely to have refused to buy from an unkind company was Switzerland, where 70% of respondents reported having done so in the past two years, followed by 68% in Germany, 65% in Australia and 63% in Singapore. The UK figure was 50%. While 48% of UK consumers said they sometimes considered the behaviour of a company or its leadership while making a purchase, 26% of UK respondents reported always doing so – compared to 48% of Americans, 35% of Australians, and 32% of Germans. Jon Fletcher, founder of the Big Clean Switch, one of many firms consulted as part of Baringa’s research into kindness amongst businesses, said: “Rigid, inflexible businesses are poorly placed to adapt to a rapidly changing world, to new competitors, or to new consumer behaviours. Ultimately, it’s the businesses that ask the difficult questions, that support their people in meaningful ways, and that look to the future who will survive and do well. In short, kinder businesses prosper.”

Clarion is continuing to recognise and reward colleagues, this year promoting another seven associates to the position of senior associate in addition to recently appointing two partners and four legal directors. Alexander Lehany, Kerri-Anne Ball, Oliver Barlow, Siobhan Dexter, Kate Fernyhough, Anna Lockyer and Jack Farrer have all become senior associates. Roger Hutton, joint managing partner at Clarion, comments: “As a firm, we genuinely value our colleagues and are proud to support them as they learn and develop with us. This year’s promotions once again celebrate the up-and-coming talent within our team who also embody the Clarion culture – all of those recognised are lawyers who demonstrate excellent technical ability as well as being able to form strong relationships with clients by showing they can ‘walk in their shoes’. They have also all made a significant contribution to our continued success whether by mentoring and training junior colleagues, carrying out CSR initiatives or undertaking valuable networking." “It is extremely gratifying to see them progressing their careers, and we look forward to continuing to provide an environment in which they can thrive.” Since joining Clarion in 2015 to complete his training contract, Alex has become a valued member of the commercial dispute resolution (CDR) team, providing commercially focused advice and winning work through his strong technical skills. A specialist in private wealth, Kerri-Anne is a homegrown-Clarion talent who is adept at working on complex, multi-faceted probate matters. With her organisational skills and attention to detail inspiring trust from clients, she has also helped develop paralegals in her team. She is an affiliated member of Solicitors for the Elderly and is progressing through the STEP qualification. Oliver’s technical knowledge within the CDR team has impressed clients and colleagues, resulting in him often leading on complex matters. A great team player, he has built strong relationships within Clarion. Siobhan works within the construction practice where she has taken on the role of trainee supervisor, helping to support and develop less experienced colleagues. Trusted by her clients, she has lots of experience of working on complex cases for several major clients and is also helping strengthen the team’s expertise in the energy sector. An expert in real estate secured finance, Kate has been instrumental in assisting Clarion’s real estate finance team to expand the quality work it has been completing for a range of banks, as well as frequently working closely with colleagues in the banking and finance practice. With a specialism of acting for lenders on large portfolio work, she demonstrates great organisational skills and commerciality. Over the last four years, Anna has made a key contribution to the continued success of Clarion’s costs and litigation funding team. She has independently worked on some large and complex cost management assignments, demonstrating first-class technical skills and client service. Finally, Jack, takes on the role of senior associate in the commercial practice having established himself as a dedicated specialist on data protection and privacy issues. With his background as a commercial lawyer, he is trusted to assist the team by providing advice on wider commercial agreements. Recently recognised at the third fastest growing law firm in Europe, Clarion last year had a turnover of almost £27m and works both nationally and internationally. It has a 300-strong team, including 32 partners.

Professor Jane Hill has been awarded an OBE for services to conservation ecology in the King’s Birthday Honours. Professor Jane Hill has been a member of staff at the University of York for more than 20 years, examining how species, particularly butterflies, have shifted their ranges in response to climate change. Her research has revealed which species are the winners and losers and that habitat fragmentation plays an important role in slowing up range shifting, examining the effectiveness of improving connectivity and which species benefit. Biodiversity Her work includes research to improve the environmental sustainability of oil palm cultivation and the importance of setting aside patches of rainforest for biodiversity. She is the Associate Dean for research in the Faculty of Sciences at the University and Professor of Ecology in the Department of Biology. Currently the president of the Royal Entomological Society, Professor Hill is only the fourth woman to hold this role since 1833. She is also an honorary Fellow of the Society and she received a ZSL Marsh Award for conservation in 2012. Inspirational Professor Hill said: "I am delighted to receive this honour for services to conservation ecology." “It's such a pleasure for me to have the privilege of working with fabulous colleagues to address the challenges of how species respond and adapt to modern, human-dominated landscapes, and how to help biodiversity thrive in a world of rapid climate and habitat changes." Passion Vice-Chancellor Professor Charlie Jeffery, said: “Jane is an inspirational researcher and colleague; her concern and passion for the protection of our natural environment is felt by anyone who has worked alongside her." “She works tirelessly in enhancing public understanding of complex issues, and she is fully deserving of this award for her many contributions to science.” A second academic at the University of York was recognised for her work in the Birthday Honours. Professor Nicky Milner was awarded an OBE for services to archaeology and higher education in the King’s Birthday Honours. Professor Milner is an award-winning archaeologist who for the last couple of decades has co-directed a number of excavations including the world-famous Middle Stone Age site of Star Carr.

Britain’s manufacturers are seeing a continued rebound in activity in the second quarter of the year, easing fears of a significant recession for the sector according to a survey published today by Make UK and accountancy and business advisory firm BDO. The findings in the Make UK/BDO Q2 Manufacturing Outlook survey show a continued positive picture with the improvement being driven by strong demand in the Other Transport and Electronic sectors in particular, with the balance of output in Other Transport (largely aerospace) extremely strong at +82%. According to Make UK and BDO this reflects continued recovery in the aerospace sector with the increase in passenger miles, together with a spate of large orders for new aircraft over the last year. Furthermore, strong balances for electronics are becoming embedded as companies invest in digitalisation and extra capacity to counter labour shortages. These investments are now translating into consistently strong balances for the South East where electronics is the second largest industrial sector in the region. However, despite conditions remaining positive, Make UK is still forecasting a slight contraction for manufacturing in 2023, although the picture remains far better than the significant contraction Make UK was forecasting at the end of last year and in Q1. James Brougham, Senior Economist at Make UK, said: “Manufacturers are seeing a gradually improving picture but the word ‘gradually’ is doing a lot of heavy lifting. However, companies are at least seeing a relative period of stability after the political and economic turmoil of the last few years when they have spent most of their time firefighting. Substantial challenges still remain, however, and so long as there is an absence of an overarching industrial strategy growth prospects will remain anaemic at best.” Richard Austin, BDO’s National Head of Manufacturing, says the burden on manufacturers still lays heavy, adding: “Despite the first half of the year seeing some pressures easing, there are longer-term systemic challenges in the UK market, with built-in inefficiencies that need to be addressed urgently in order for UK manufacturing to effectively plan and invest." “Supply chain pressures, for example, are an endemic issue for the businesses we talk to, particularly medium-sized firms. They are facing continued disruption and increased costs, at home and abroad, with many choosing to onshore operations but facing major barriers in doing so. These issues cannot be overlooked by policymakers or we run the risk of tepid-at-best growth for UK manufacturing while neighbouring countries outpace us.” According to the survey, the balance on output increased slightly from Q1 (+24% from +21%) and is expected to remain at a similar level in the next quarter at +22%. Total orders fell slightly to +21% from +28% in Q1 although companies are more optimistic for increased orders in Q3 with a balance of +27%. In line with this stable picture, UK orders fell slightly to +15% from +20% in Q1 although as with the picture for total orders are expected to pick up in Q3 to +21%. Export orders also saw a rise from +12% to +15%, although companies see a slightly weaker picture in the next quarter at +12%. The scramble to attract and retain talent also shows no signs of abating, with recruitment intentions remaining stable at +18% (+19% in Q1) improving substantially to +30% in the next quarter. These employment balances are very elevated by historic standards and, apart from the initial quarters of the pandemic, have been at elevated levels since the EU referendum. Investment intentions, whilst still positive at +10% eased back from the 14% in the first quarter, perhaps reflecting the crossover between the end of the super-deduction scheme and the onset of the benefit from full expensing. The survey also shows that, in the face of continued skills shortages and strong labour demand, wage growth shows little or no sign of easing with a fifth of pay settlements reached in April at 5% and a further 15% of settlements at 6% or above. In terms of overall output this year Make UK and BDO are forecasting a contraction of 0.3% although this is a significant improvement from the contraction of -3.3% made in Q1 and the -4.4% forecast at the end of last year. However, Make UK is maintaining its previous forecast for growth of just 0.8% in 2024. UK GDP growth is at 0.4% for 2023 and 1.3% for 2024. The survey of 327 companies was conducted between 19 April and 24 May.

Robert Half warns cash-strapped workers likely to move roles for better pay as skills shortages continue to drive jobs confidence according to their latest insights. Key Findings: Almost two-thirds of workers (62%) feel confident about their job prospects for the next six months Pay confidence takes a hit as the cost-of-living crisis prevails ‘Unique’ economic climate creating a tight labour market where ‘cash-strapped’ employees are in the driving seat, creating concerns of another mass exodus of staff Job confidence across the UK workforce has grown, with 62% of employees stating that they are confident about their job security for the next six months. That’s according to the latest Robert Half Jobs Confidence Index (JCI) – an economic confidence tracker produced by the Centre for Economics and Business Research (Cebr) and specialist recruitment firm, Robert Half. This latest figure – reported in the June edition of the report – represents a quarterly uptick on the 53% of the workforce who were confident about their job security in the previous JCI. This is largely influenced by improvements in macroeconomic confidence, which rose 23.1 points quarter-on-quarter at the beginning of 2023, though it still remains in negative territory. With the JCI predicting that the economy will grow by around 0.2% year-on-year in 2023 at a time when skills shortages remain prevalent, this jobs confidence is likely to continue on an upward trajectory. However, the data also revealed a level of dissatisfaction with remuneration, with the pay confidence pillar of the JCI not only remaining in negative territory, but also falling a further 29.1 points quarter-on-quarter. The Index shows that significant contractions in real employee earnings continued to weigh on the pay confidence indicator so far this year. Average total pay, while up by 5.8% annually in nominal terms, was down by 3.0% after adjusting for inflation in Q1 2023. Poor figures for labour productivity growth and pay variance across comparable occupations also held back an improvement in the pay confidence pillar. These indicators continue to stand in a weaker position than their long-term average. Matt Weston, Senior Managing Director UK & Ireland, at Robert Half , commented: “The latest Jobs Confidence Index reveals a complex labour market – one where dissatisfaction with real earnings is leading employees to feel increasingly confident in the value they bring against a skills shortage backdrop, all in the midst of a cost-of-living crisis. With wage rises on the scale that some are demanding, potentially unrealistic for a number of firms, the concern is that another en masse talent exodus is on the horizon." “The risk of employees seeking better opportunities and remuneration elsewhere would not only pose challenges for businesses that need to deal with such talent losses, but could also fuel a wage spiral should pay continue to be leveraged to attract the best talent to replace those lost. In this environment, retention strategies that look at the entire remit of employment benefits will be key.”

New research by Aston University's Centre for Business Prosperity has shed light on the realities faced by the Midlands region concerning international trade. The report, Midlands International Trade: State and Challenges, looked at the region's trade performance from Q3 2019 to Q2 2022 and offers recommendations for recovery and growth. It highlighted several factors disrupting exports across the UK, including Brexit uncertainty, the COVID-19 pandemic, supply chain disruptions, the UK's EU exit, reduced demand and higher costs. In 2019, the Midlands accounted for £56 billion in exported UK goods, representing 16% of the UK's total goods exports. However, the value of goods exports experienced a significant decline in 2020, dropping by over 10% to £45.6 billion - five times higher than the national average decline of around 2%. Additionally, the Midlands' services exports were severely disrupted, with a near 25% reduction in export value, making it the worst-hit region. Between 2021 and 2022, the Midlands' rate of recovery lagged behind the UK average, resulting in a two-percentage-point reduction in the region's share of UK exports. Machinery and transport account for over 60% of the region's exports, but the decline and slow recovery in this sector, particularly in the West Midlands, have negatively impacted the region. Jun Du, a professor of economics at Aston Business School who worked on the report, said: “We found the Midlands' exports rely equally on EU and non-EU markets, but the decline in exports since 2020 has been more pronounced in non-EU markets." “The East Midlands and West Midlands exhibited varying rates of recovery, with the East Midlands showing signs of bouncing back in 2022 while the West Midlands' recovery has been weaker." “To revive and develop exporting in the Midlands, we recommend developing Midlands export markets and trading relationships by promoting regional firm strengths, exploring growth markets, and influencing UK trade policy." “We encourage policymakers to help SMEs explore overseas markets, develop export strategies and enhance overseas marketing capabilities by providing training, education and inspiration to Midlands entrepreneurs and business leaders regarding exports." “There is also a need to pursue a regional industrial strategy that leverages the region's strengths and competitiveness in emerging global markets, emphasising sustained exporting and firm productivity.” Professor Delma Dwight, director of Midlands Engine Observatory, said: “It’s clear that there is no one single issue that’s causing trade challenges in the Midlands, and it follows therefore that there is no one single solution. Neither is the exporting journey a linear one, whether that’s for large companies or SMEs." “Supporting businesses of all sizes, wherever they are in terms of export growth, will help them predict and adapt to changing conditions. If we can bolster confidence across the board, over time that becomes the bedrock of a more stable recovery.” For more information and access to the full report, click here .

Almost 3.4 million pension savers could retire with more than £225k in the 2050s according to the latest research from Aviva who are calling on the government for a ‘blueprint’ of pension savings support. Key Figures: Almost 3.4 million 32-40 year olds saving into their defined contribution pension could accumulate £225,000 or more in pension savings by the time they retire in 2050 Although significant, this wealth is unlikely to provide a moderate retirement income according to Retirement Living Standards (PLSA) Majority (64%) of those on middle incomes due to retire in the 2050s say that they do not know how much they need to save to achieve their desired retirement income level. More than half (52%) say they “wouldn’t know where to start” when it comes to planning for their retirement The majority (72%) want unbiased advice; but just one in ten (10%) of those on middle incomes retiring in the 2050s have taken advice. Paying an extra 2% into a pension each year, could increase total pension pot by £56,000 Aviva, as one of the UK’s leading pension providers, has called on government, regulators, and the wider industry today to work together to develop a blueprint of the support those retiring in the 2050s need, to overcome the challenges they face, before it is too late. Working with UK economics consultancy, WPI Economics, Aviva has today published a new report: ‘Preparing for and retiring in the 2050s’. This report analyses the challenges facing those who are set to retire in the 2050s – aged 32 to 40 today – and explores the support and policies they need to manage their wealth in later life. Drawing on new evidence and analysis to understand what retirement will look like for future retirees, the report examines pension savers’ knowledge and understanding of how much they need to save to retire comfortably, how to invest their money, and where to go for help and guidance so that their pension wealth lasts throughout retirement. The study reveals that a typical middle-income earner, contributing 8% of earnings into a defined contribution pension throughout their working life, could retire with a pension pot of £225,000 or more in the 2050s. Although significant, this level of wealth is unlikely to provide someone with a ‘moderate income’ in retirement, according to the Retirement Living Standards (PLSA). Just under one in five (19%) say they feel completely or somewhat prepared in terms of how they will fund their retirement. Most (64%) say they do not know how much they need to save into a pension to realise their desired retirement income level, and over half (52%) would not know where to start when it comes to planning for their retirement. Few know that paying an extra 2% into their pension each year, could increase their total pension pot by £56,000 by the time they retire. The report highlights the support this new mass market of savers with defined contribution pensions will need to navigate incredibly complex decisions about how to convert their pension wealth into a decent income stream throughout retirement. Key to this is transforming professional support, from introducing simplified and hybrid advice for defined contribution pensions, to delivering more effective, personalised communications and guidance, and developing a new approach to whole-of-retirement planning. Doug Brown, CEO of UK & Ireland Life at Aviva says, “The pension landscape has changed significantly over the past decade, but the introduction of important initiatives like automatic enrolment in 2012 and pension freedoms in 2015 have not yet been matched by the wider support needed to help people make the most of the opportunities available to them. This needs to change and change quickly if we are to help future retirees." “Almost 3.4 million people are expected to retire in the 2050s with accumulated pension pots of more than £225,000. The vast majority of these will need financial advice, and everyone will need robust, well-designed professional support in their decision-making and planning, but the majority say they have no idea where to begin. Despite this, there is no clear vision of the support people need, and consequently policy is piecemeal and insufficient – leaving savers at risk from poor decisions. Government, regulators, and industry need to work together to develop a blueprint of the support that pension savers need and take steps to put that support in place, so future retirees are able to make better decisions and achieve more positive retirement outcomes.” Key actions Aviva has set out a list of key actions for government, regulators, and the wider industry, to help support pension savers today and future retirees, which include: 1 - Transform professional support to make it work for this new mass-market for wealth management: Set a policy ambition that defined contribution pension savers (particularly those retiring on more than £200,000 pension pot) take up some form of professional advice. Focus the current review of the advice framework (3) on what support is needed to properly serve this new mass market, for example simplified advice for pensions. Remove regulatory barriers to allow providers and other regulated entities to deliver more effective support, such as personalised guidance. Promote the delivery of pension advice and guidance through workplaces. 2 - Set a clear roadmap for expanding auto-enrolment over the next decade: Deliver the 2017 auto-enrolment review which recommended lowering the age threshold for auto-enrolment from 22 years to 18 and removing the lower limit of the 'qualifying earnings band,' so that contributions are paid from the first pound earned. Sustainably increase minimum pension contributions above 8%. Aviva believes, if it is affordable, employees should aim to save at least 12.5% of their salary towards their pension every month. They do not have to do this on their own because employers make contributions on their behalf, and they get tax relief on the money they put in. 3 - Deliver Pensions Dashboards Programme (PDP): The PDP is a significant opportunity to help people make sense of their retirement savings and take action – such as the consolidation of small pots - to optimise their chances of good retirement outcomes. 4 - Develop a new approach to whole-of-retirement planning and support: Develop guidelines for the effective management of defined contribution wealth throughout the whole of retirement. Encourage providers to work with their customers to develop a whole-of-retirement plan. Develop and pilot Later-Life MOTs to engage retirees at critical decision points.

A strong line-up of riders will be heading to Hickstead in West Sussex this week for the 61st Al Shira’aa Hickstead Derby Meeting (22-25 June). Some of showjumping’s biggest names, including reigning Al Shira’aa Derby champion Shane Breen, his brother Trevor, four-time winner William Funnell, and British team regulars Guy Williams, Tim Gredley, Holly Smith and Amy Inglis are among those competing in the international classes at this four-star show. Three members of the famous Whitaker family are in action, including 2016 Hickstead Derby winner William, his brother James, and his cousin Robert. Ireland’s Michael Pender shot into the limelight when becoming the youngest ever Al Shira’aa Derby winner in 2019. He was just 19 when he lifted the Boomerang Trophy, in what was his first ever attempt at the class. Since then, he’s gone racing up the Longines International Rankings, and he makes his return to Hickstead with the plan of jumping in the Agria Derby Trial with a view to another tilt at the Derby itself. Other notable Irish riders to look for include Dermott Lennon, who was crowned World Champion in 2002. He has had a number of runner-up places in the Derby, and it’s surely only a matter of time before he takes the top spot. David Simpson, a two-time Queen Elizabeth II Cup winner, is another to watch out for this week. Several Olympic eventers are also on the start list for the show, including local rider Gemma Stevens (nee Tattersall). Gemma has been combining top level showjumping with eventing for the past few years, and she is due to make her Al Shira’aa Derby debut with the stallion Envoy Merelsnest Z. Top German riders Kai Ruder and Sandra Auffarth both had great runs in last month’s Hamburg Jumping Derby, and they both head to Hickstead for the first time. Harriet Biddick’s phenomenal Derby campaigner A Touch Imperious – who has been runner-up five times – is going to miss this year’s event due to a minor setback, but she does bring her prolific Speed Derby winner Silver Lift II. If Harriet can add another title to her collection, she will equal Guy Williams record of four wins, while Silver Lift II will become the first horse to have won the class four times. The international action gets underway on Thursday 22 June, which offers free general admission to everyone (a £12 car parking charge applies). The highlights of this day include the Stoner Jewellers Vase speed class, and the ClipMyHorse.TV Derby Tankard. On Friday the main class is the Agria Derby Trial, which acts as a qualifier for the Derby itself, and is a superb indicator of which horses and riders are on form. The British Speed Derby takes on Saturday 24th, plus there's a second chance for Derby horses to qualify in the Agria Hickstead Master's Trophy. Sunday is Al Shira'aa Derby day, with the free Public Course Walk taking place from 10.15am and the pre-class parade of riders at 2.15pm. The show also includes many showing classes, including the prestigious Tattersalls RoR Ridden Show Series Championships for retrained racehorses. The Osborne Refrigerators Double Harness Scurry is another highlight, while on the River Lawn you can see some of the tiniest riders and their ponies take part in the Total Waste Management Ltd Mini Challenge. With a shopping village, a family funfair, a host of bars and eateries, plus plenty of space to enjoy a picnic, the Al Shira’aa Hickstead Derby Meeting is one of the must-visit events of the summer. Tickets are on sale now from www.hickstead.co.uk . Photo credit: Elli Birch/Boots and Hooves Photography