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Why prospects say "not now" in face-to-face sales The cost of toxic leadership at work & how to avoid it National Minimum Wage welcomed as positive for businesses and workers The four-day week won't happen overnight but it could transform life & work Why Brits can no longer bank on banks
NAVEE GOLF unveils smart golf ecosystem at Alwoodley Golf Club Ionix's sensing system receives King's Award for Enterprise: Innovation
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Your summer flex: avoid staff legal action
Fuelled Group relaunches as Really Honest
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Focus
Have you ever heard the word compoface? It’s a term that people on the internet coined to describe those news article photos of people glumly staring into the camera after suffering some sort of grievance or other – usually at the hands of an authority like the council or police. There they stand, frowning (the “face” part) with folded arms or clutching a fine like it’s a last-place school swimming certificate, secretly happy with the financial reward (the “compo”) they’ve received from the local rag for their story. And the best part is, whatever happened is usually the compoface-people’s fault anyway. With space to fill and advertisers to attract, one of the classic go-to tabloid compoface stories is when parents take their children out of school during term time to go on holiday. You see Steve, Stacey and little Saskia from Slough stare deep into your soul with a story about a £160 penalty for their spring sojourn to Sydney. And to be fair, if you’re spending upwards of £2,000, what’s £160? But unlike Steve and Stacey, most people aren’t so willing (or can’t afford) to take their children away from their valuable learning time – let alone appear in a dignity-draining press shot for a quick buck. It means that those parents need to use their leave during school holidays, which can become a problem. Not just for them, but also for their employers. No doubt you can relate to that – especially right now. Risk For small business owners, these long summer breaks often mean making some head-scratchingly difficult staffing decisions. You have a job to do, targets to hit and money to make, yet everyone has their various legal rights to leave of absences and personal obligations to fulfil. You and your management team have to navigate it all while staying compliant and keeping staff morale high. Not easy. And the smaller the business, the less likely there is to be a dedicated in-house HR expert – which increases risk. So, you’d think that huge organisations with thousands of staff – including legal experts – would be safe, right? Not if we look the case of Sylwia Gwiazda, a Royal Mail postal worker from the Nottingham area. Claim A few years ago, she asked her line manager if she could take two weeks’ unpaid parental leave so that she could extend a trip to Poland. The response was a firm “no.” The line manager protested that the team was far too busy to lose another head for a short time, and that it meant they’d have more than six people on leave at once, leaving them far more understaffed than usual. You may be thinking that so far, that sounds pretty reasonable. If there are clear policies in place and everyone knows that no more than six people can be off at once, then the manager was right to give that reply. But here’s where the slip-up happened. As Gwiazda had the right to take unpaid parental leave – and her employer had the right to deny it under such circumstances – the law states that Royal Mail needed to offer her alternative dates instead. That should have taken them no more than seven days. But instead? It came a staggering 38 days later. Under the Maternity and Parental Leave Regulations 1999, Royal Mail “lost the right” to postpone Gwiazda’s leave request, and the tribunal awarded her £3,700.77. If you’ve ever worked for a similar giant organisation before, you’ll know how slow and lumbering they can be to make such decisions and take action. But you can guarantee that they have experts in-house who know about the fine details like that seven-day turnaround. Meanwhile, at SMEs without an HR expert? That’s far less likely. Flex It’s just one example that shows how school holidays are a challenge and it’s easy to make a mistake. We also want to avoid causing misunderstandings and frustrations with staff. But what can we do about it? Readers of a certain vintage may remember a TV ad about “your flexible friend” (for the now-discontinued Access credit card, in case you’re racking your brains). Today, we can apply that phrase to flexible working. It’s 2026, so a lot of people now expect there to be some level of flexibility with work. It’s not possible everywhere, of course, but we have to accept that these are the times we live in. And it just might be the best way to overcome your holiday headaches. You could offer options that suit your organisation, like compressed hours, where staff work longer Monday to Thursday so that Friday becomes an official non-working day, for example. Less-strict start and finish times can help parents manage childcare easier, or you could offer remote work – especially useful for those not fortunate enough to have the funds for daycare or grandparents who could help out. In fact, flexible work doesn’t just help your people. It’s great for your business, too. The boost to morale and work-life balance tends to lead to both greater productivity and staff retention rates. And according to a 2025 survey by HR insights platform, New Possible, “flexible hours (75%), remote work (62%), and extra holiday (48%) top the list of benefits that employee’s value most.” So, if you’re one of those old-school-9-to-5-unpaid-extra-hours kind of bosses, think on. But remember, not everyone is the same. Some people might work better on site and need to escape the noise and drama that might be at home. That’s okay, just be flexible. Best Yet there’s being accommodating, and there’s being a doormat. So, we’ll wrap up with a reminder of some best practices to follow. Make sure your policies and procedures are up to date and watertight. Get everything in writing and be strict about it, like the maximum number of people who can be off at once, how much notice they need to give, which times of year have non-negotiable attendance, and so on. Use software or a shared calendar and be fair. Don’t always prioritise parents’ leave over those without children. Everyone is equal and your written processes should reflect that. Above all, encourage annual leave. Humans are not robots with an endless supply or energy. A happy, engaged and well-rested team (both physically and mentally) is worth more to a company than many employers realise. Then, if one of your staff does one day appear in a news story, they should be wearing a smile from ear to ear – and not the dreaded compoface.
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NAVEE GOLF Unveils Smart Golf Ecosystem at Alwoodley Golf Club
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AVEE GOLF officially launched its product lineup and ecosystem vision at the prestigious Alwoodley Golf Club, marking a significant step forward in the evolution of golf through intelligent technology and connected innovation. Set against one of the UK's most historic golf venues, the launch event brought together industry partners, media and golf enthusiasts to witness NAVEE GOLF's vision for the future of the game. A New Chapter in the Evolution of Golf Golf has always been a sport rooted in heritage, but increasingly shaped by innovation. At the NAVEE GOLF launch event, the company presented its vision of a new era — one defined by intelligent systems, seamless connectivity and AI-driven experiences. "NAVEE GOLF is committed to making the game easier, smarter and more enjoyable," said Mr. Wentao Shi, Head of NAVEE GOLF. "Our focus is not just on innovation itself, but on delivering technologies that genuinely improve how people experience the game." From Product to Ecosystem: Redefining the Golf Experience At the heart of the launch was NAVEE GOLF's ambition to move beyond individual devices and build a fully connected golf ecosystem. The company showcased how different product categories — from trolleys to wearable devices — can work together to enhance every stage of play, from course navigation to shot decision-making and performance tracking. Introducing the NAVEE GOLF Product Lineup At the launch, NAVEE GOLF presented a comprehensive smart golf ecosystem, designed to enhance every stage of the modern golfing experience — from on-course mobility to intelligent decision-making and off-course training. The Birdie, Eagle and Par Series together form NAVEE GOLF's integrated trolley solution, combining intelligent mobility with AI-powered assistance. Featuring functions such as auto-follow, remote control and extended battery performance, the system enhances ease of movement on the course, while access to over 40,000 global course maps enables seamless navigation and smarter decision-making. With the addition of AI-driven interaction through vision, voice and gesture, and a focus on lightweight, portable design, the trolley lineup delivers a more intuitive and connected on-course experience. Looking Ahead: The Future of Smart Golf The launch concluded with a forward-looking perspective on NAVEE GOLF's long-term vision. The company aims to build a fully integrated smart golf ecosystem, where devices such as trolleys, wearables, rangefinders and simulators work together seamlessly to support players across every aspect of the game. This vision ultimately points towards a more intelligent, personalised and connected golf experience — one where technology enhances performance while preserving the essence of the sport.
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In face-to-face sales, that response quietly kills more conversions than outright rejection. Research referenced by Harvard Business Review suggests that 40–60% of deals are lost to “no decision”, and more than half of those happen because the customer hesitates rather than choosing a competitor. For campaigns supported through Credico UK, that moment matters because it rarely means the offer is wrong. More often, it means the decision didn’t feel safe enough to complete on the spot. They’re still trying to work out the bit underneath the offer: what exactly am I agreeing to, what happens next, what does this look like tomorrow, and how easy is it to change my mind if I need to? If those parts aren’t obvious, people don’t usually argue. They delay. It costs them nothing, it keeps things polite, and it buys them time. That’s the real leak in a lot of programmes. Not a dramatic failure. Quiet hesitation, repeated all day, until the numbers don’t stack up. Credico UK has already touched on some of the psychology behind why sales conversations land or don’t land, but here we’re offering something slightly more practical: the moments that make customers hesitate, and what strong teams do to remove them. Hesitation isn’t mysterious. It has tells. If you listen closely, hesitation has a sound. It’s “I just need to think about it.” It’s “I’m not sure.” It’s “Let me check with my partner.” It’s “Can I do it later?” Sometimes it’s a question that isn’t really a question, more like someone buying time: “So… how does it work again?” People aren’t being awkward; they’re trying to avoid regret. And let’s be honest, they’ve been trained to be cautious. Everyone’s heard stories about pushy selling. Everyone’s been burned by something that looked simple and turned into admin. Even confident people don’t like feeling rushed. Online, that caution shows up as bounce rates. In person, it shows up as “not now”. And face-to-face has a quirk that matters: it happens in the middle of life. Not in a quiet room with a laptop. People are on their way somewhere. They’ve got a message coming in. They’re thinking about dinner. They might be with friends. They might be in a hurry. So the margin for confusion is tiny. If your explanation leaves gaps, the gaps don’t sit quietly. They turn into delays. Where teams accidentally create hesitation Most of it comes down to the way the conversation feels to the customer. Reps should be warm and friendly, whilst also being clear, predictable, and easy to understand. A few common tripwires show up again and again. Sometimes the offer is genuinely good, but the explanation comes out long-winded. What should be a clear summary turns into a bit of a download. You can almost see the customer trying to hold the pieces in their head. That tends to happen when reps go heavy too early: extra detail, feature dumps, and language that sounds like sales language instead of normal language. Not because the rep is bad, often it’s because they’re trying to be thorough. But being thorough at the wrong time feels like effort. Then there’s the “okay… but what happens now?” problem. You’d be surprised how many customers are basically ready, but they’re still unsure about the next step. Not the big picture, the immediate mechanics. What happened today? What do I get as confirmation? Who contacts me? When? What if I need to change something? How easy is it to stop? If that isn’t clear, people don’t say “I’m worried you’ll be a hassle later.” They just step back from the decision. And sometimes it’s not even about the offer or the process. It’s the context. Public settings make decisions feel exposed. Some people don’t want to be seen deciding. Others feel awkward saying no, so “not now” becomes the socially easiest route out. If a customer senses even a hint of pressure, that awkwardness doubles. That’s why the best reps don’t “handle objections”. They remove the reason for the objection to exist in the first place. What great teams do (and why it works) High-performing teams make the decision feel safe to complete. Not by being soft but by being clear. They don’t try to win the moment with charisma. They make the moment easy. You’ll notice it in the way they speak. They don’t sound like they’re performing. They sound like they’re helping someone make sense of what’s in front of them. They also don’t force the customer to do mental gymnastics. A simple discipline that works in the field is keeping the early explanation tight: What it is, in plain English What happens next, in plain English Not ten benefits. Not a backstory. Not the entire product sheet. Just enough for the customer to get a clean handle on it. Then, instead of guessing what the customer needs, they give the customer control over the pace. That can be as simple as: “Do you want the quick version, or shall I explain it properly?” “Would it help if I told you exactly what happens after this bit, so you’re not guessing?” “We can keep it simple. What’s the one thing you’d want to be sure about before you decide?” Those lines work because they lower the social pressure. The customer feels respected. They feel like they can say yes or no without being judged for it. And here’s a key point: control is calming. When customers feel in control,they don’t need to delay to protect themselves. They can decide. Consistency beats brilliance A lot of organisations get caught in the “star rep” trap. One rep smashes it because they’re naturally good with people. Leadership then tries to bottle their style. But style doesn’t scale. You can’t build a programme around personality. What scales is a consistent way of making the decision feel straightforward. That’s especially important in outsourced-led models like Credico UK, where outcomes depend on aligning multiple partner teams around the same customer experience standards. That’s not the same as scripting everyone into robots. It’s standards. The same clear explanation. The same clean description of next steps. The same tone around customer choice. Because inconsistency creates doubt. If one rep explains it one way, and another rep explains it differently, customers feel it. Even if both explanations are technically correct, the customer senses uncertainty. And uncertainty triggers… delay. That’s why mature programmes coach the “what happens next” explanation like it’s part of service delivery, not an afterthought. Customers shouldn’t have to pull that information out of the rep with extra questions. It should be offered calmly, before the customer has to ask. Make “yes” feel easy to reverse This is one that teams often avoid because they think it will reduce conversion. In reality, it often does the opposite. Customers hesitate when they feel trapped. When you make it clear that the customer stays in control, that they can change their mind, adjust details, or step away without hassle, you lower the emotional risk of saying yes. You’re not encouraging cancellations. You’re removing fear. The tone matters a lot here. If it’s said defensively, it feels suspicious. If it’s said matter-of-factly, it feels professional. Something like: “If you decide it’s not for you later, that’s fine. I just want you to feel clear on what you’re choosing today.” That lands better than over-explaining policies or sounding like you’re trying to pre-empt a complaint. What leaders should measure (beyond conversion) If you’re leading a programme, “not now” is more useful than it looks. It’s a signal that something in the conversation is creating hesitation. And if you treat it as data, you can actually improve the system. A few practical things to pay attention to: Are customers asking the same “what happens next?” questions repeatedly? Do different reps explain the process in different ways? Are customers struggling to summarise the offer back to you? Are there certain parts of the pitch where people visibly switch off? Are people saying “I’ll do it later” right after a specific piece of information? Those patterns tell you where the friction lives, without needing big theory. When leaders only focus on “push harder”, they miss the fix. When leaders focus on clarity, conversion tends to rise and customer experience becomes more defensible. And that matters. Because the real goal isn’t just volume. It’s a volume you can stand behind. A simple test to use this week Ask your team to run this test in the field: After the explanation, can the customer say back what it is and what happens next in one sentence, without sounding unsure? If they can’t, that’s not the customer failing a test. That’s your message needing work. The opportunity is rarely “more persuasion”. It’s usually a tighter explanation, calmer next steps, and more control for the customer. Because customers don’t need to be pushed into decisions. They need to feel safe finishing them. The delivery system matters as much as the pitch. In outsourced-supported models like Credico UK, Credico isn’t the team standing in front of the customer day-to-day; they’re connecting brands with partner field marketing organisations. So performance depends on how well those partner teams are aligned around the same clarity, customer experience standards, and “what happens next” discipline. When that alignment is strong, customers feel the professionalism in the conversation and hesitation drops. When it’s inconsistent, uncertainty creeps in and “not now” becomes the default escape hatch. If you want fewer stalled conversations this week, don’t start by asking reps to be more convincing. Start by tightening the explanation, coaching the next-step clarity, and making customer control obvious. Because the real aim isn’t just more conversions. It’s volume you can defend, repeat, and scale without compromising trust. FAQs 1) Does “not now” mean the customer isn’t interested? Not always. In face-to-face sales it often means the customer is interested but doesn’t feel clear or safe enough to complete the decision in that moment. 2) What’s the main reason people delay instead of saying no?Uncertainty. If they’re unsure what they’re agreeing to, what happens next, or how easy it is to change their mind, delay feels like the safest option. 3) What should a rep make clear to reduce hesitation? Two things, in plain English: what it is, and exactly what happens next (confirmation, timing, who contacts them, and what control they keep). 4) Why does consistency matter so much across teams? Inconsistency creates doubt. If different reps explain the same process differently, customers sense uncertainty and are more likely to pause the decision. 5) What should leaders measure besides conversion rate? Track patterns behind “not now”: repeated “what happens next?” questions, where customers switch off, where they ask to do it later, and whether customers can summarise the offer and next steps confidently.
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Why prospects say “not now” in face-to-face sales
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You will probably recognise toxic leaders when you encounter them. They are the ones whose presence shifts the atmosphere, whose emails create unease, or whose behaviour limits the thinking of others. They often interrupt, frequently overlook contributions and hamper other people’s growth. While this behaviour is often seen as unfortunate but acceptable, the impact on employee wellbeing is corrosive. Leadership shapes not only what people do, but how they experience their work and how they see themselves. In other words, leaders are responsible for the psychological environments they create. Research has highlighted leadership as a central influence on employee wellbeing. Unfortunately, most employees report having experienced at least one toxic manager at some point. Even well-intentioned leaders may, at times, engage in toxic behaviour that diminishes others. Our new research shows consistent declines across all dimensions of the wellbeing of employees who report to toxic leaders. Results from 273 employees highlighted negative impacts on emotions, engagement, relationships, meaning and accomplishment. The most pronounced effects showed up in their mindset and physical health, and affected employees said they experienced less enjoyment in their work and less sense of purpose. From a psychological perspective, our findings are concerning. Positive emotions, engagement, healthy relationships, meaning and accomplishment are central to humans’ ability to thrive. Without these, work becomes something to endure rather than a context for growth. These experiences rarely remain confined to the workplace; they tend to influence broader aspects of life. The happiness of employees has been found to have an impact on an employer’s bottom line – employees who experienced joy at work achieved 25% higher sales per hour, according to one analysis. In fact, research has found that having emotional needs met, feeling valued and doing meaningful work could even be stronger predictors of performance than pay. How toxic energy spreads Leaders contribute to the energy of a workplace through their everyday interactions in what is known as “emotional contagion”. This is the process by which emotions and moods transfer between people through everyday interaction. When that energy is toxic, it can spread through teams and organisations, shaping how people feel and relate to one another. The good news is that emotional contagion works both ways. Our research also looked at something known as “positively energising leadership” (PEL). This offers a way of understanding leadership as a force that enhances the capacity of others. Positively energising leaders are capable of producing extraordinary results and can drive positive outcomes in the workplace. These leaders can be defined by two dimensions. The first is relational energy– the kind of energy that arises through interaction. For example, a manager who greets team members by asking about their weekend, listens to the answers and remembers them the next week can generate more relational energy in three minutes than a leader who sends dozens of emails over the course of a day. Unlike physical energy, relational energy can be created and shared through attention, connection and presence. The second is virtuous behaviour. This includes expressing gratitude, demonstrating integrity, offering support and treating others with respect. Taking time to listen to colleagues is a powerful way of building connection and strengthening relationships. For leaders, there are three key practical implications. The first is to approach interactions thinking about how you might help the other person feel capable and valued. The second is to attend to your own wellbeing. The third is to invite feedback on your impact, asking employees how you can be a better leader and enhance their wellbeing. This information allows you to refine and enhance your leadership skills. For employees working under a toxic leader, the situation is more difficult. However, there are a few things that you can do. Where possible, seek out positive relational energy from other sources: supportive peers or colleagues in other teams. This can buffer the negative effects of a toxic leader. It is also helpful to allocate time for recovery and small wellbeing practices outside the work context. Finally, consider raising your concerns through trusted people like coaches, mentors or HR colleagues. It is important to reflect honestly on whether you will be able to sustain your performance and wellbeing under a toxic leader. Leadership is expressed through everyday moments. In every interaction, leaders contribute to an environment in which people can thrive or one in which they feel diminished. These moments shape whether workplaces become spaces where people realise their potential or just places they must endure.
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National Minimum Wage welcomed as positive for businesses and workers
The National Minimum Wage is a positive force for both employees and employers and sets the foundation for loyalty around recruitment and retention according to Ashlea Fisher, founder IRecruit4. April will see the National Minimum Wage rise by 4.1 per cent from £12.21 per hour to £12.71. For some employers that uplift, spread across many employees, is a big commitment. “The National Minimum Wage sets an important baseline that ensures people are paid fairly for the work they do,” said Ashlea Fisher, founder of IRecruit4. “When employees feel valued financially, it has a clear impact on their motivation and how they engage with their role on a day-to-day basis. For those looking to recruit permanent staff it sets the tone for loyalty and trust which can grow and develop over years.” Businesses are being encouraged to view the changes not as a challenge, but as an opportunity to improve staff retention, productivity and positive workplace culture. “Good employers pay a higher hourly rate anyway to get the best most committed candidates,” she said. “Some subscribe to the Living Wage which sits currently at £13.45 per hour which can make roles more attractive in a competitive labour market. Employers who align with or exceed wage expectations are often better positioned to attract high-quality candidates and reduce staff turnover, which in turn lowers recruitment and training costs.” Ashlea added that businesses who embrace the upcoming changes will see tangible benefits even when recruiting temporary staff. “We work with employers who might initially worry about rising wage costs, but many find that investing in their people leads to better retention and a more committed workforce. In the long term, that stability can be far more valuable than short-term savings.” The National Minimum Wage also contributes to wider economic stability by increasing spending power among workers, which supports local businesses and communities. For sectors that rely heavily on frontline and temporary staff, such as logistics, manufacturing and hospitality, this can have a positive ripple effect across supply chains. In addition, clear wage standards help to promote fairness and transparency within organisations, creating a more level playing field and improving employer reputation. “The conversation around pay is evolving,” said Ashlea. “Candidates today are not just looking for any job, they are looking for employers who respect their time, skills and contribution. A strong approach to fair pay is a clear signal of that recognition.”
Ionix’s sensing system receives King’s Award for Enterprise: Innovation
Ionix Advanced Technologies Ltd, the UK-based, global leader in extreme-environment piezoelectric sensing, measurement and monitoring technology today announced it has been honoured with His Majesty The King's Award for Enterprise: Innovation 2026, the United Kingdom's highest official business accolade. The Award recognises Ionix's development of the HotSense sensor platform and proprietary HPZ high-performance piezoelectric materials, which together enable continuous, real-time ultrasonic sensing, measurements and monitoring at temperatures from -200 to +600°C at high pressures and in explosive and radioactive atmospheres, where conventional sensor technologies are defeated. "Receiving the King's Award for Enterprise is a defining moment for everyone at Ionix. This recognition reflects years of advanced materials research, relentless engineering, and a clear commercial conviction to improve the resilience and operational efficiency of the world's critical infrastructure with functional materials sensing technology. We are proud to receive this honour as we continue to expand HotSense deployments across energy, petrochemical and industrial sectors globally." — Tim Stevenson, Chief Executive Officer. The Innovation: HotSense and HPZ technology Unlike conventional measurement and inspection methods that require plant shutdowns, access to scaffolding, or temporary instrumentation, HotSense sensors operate continuously in-service. Deployed by remotely operated or robotic platforms, by hand, or fixed point installation, HotSense delivers real-time process control or structural health data, enabling on-stream process optimisation & operational efficiency, and increased resilience to ageing plant with extended asset life and reduced unplanned outages, respectively. The sensing technology is strategically positioned for rapid integration with mature OEM products, making HotSense an embedded choice for both system providers and end users, deployed globally across the oil and gas, power generation, and industrial process sectors, with leading instrumentation providers and plant operators. Converting electrical impulses to mechanical movement or sound, and vice versa, piezoelectric materials are found in a wide variety of applications including medical ultrasound, naval SONAR, and parking sensors. Ionix’s HPZ piezoelectric ceramic is a novel material designed to maintain electro-mechanical performance under extreme conditions. The patented HPZ material powers the Ionix HotSense platform for reliable, continuous ultrasonic sensing applications, including corrosion monitoring, level sensing, gas flow metering, and crack detection in harsh environments. Ionix's innovative HPZ materials have additionally been adopted by major industrial measurement and control providers requiring high-performance piezoelectric components for specialist applications, establishing Ionix as a critical materials supplier alongside its sensor systems business. Alongside HotSense, Ionix has recently launched TRND, an intelligent monitoring system which extends the platform into a turn-key precision corrosion and erosion monitoring solution, broadening the company’s addressable market. Ionix has also developed the XLF family of lead-free piezoelectric materials, further expanding the technology portfolio, to meet tightening global regulations while enabling OEM adoption in markets where conventional lead-based materials are restricted. Together, HPZ, HotSense, TRND, and XLF represent proprietary, high-performance technology platforms addressing multiple industrial monitoring, measurement and sensing requirements. How the King’s Award will drive future innovation. Ionix’s recognition with The King’s Award for Enterprise for Innovation, marks a significant milestone in the journey from materials spin-out of the University of Leeds in 2011. It celebrates the Company values, dedication to innovation and the hard work of the entire team. As Ionix continues to grow and strengthen its influence in global markets, it remains committed to fostering innovation at home, in West Yorkshire. Our team, drawn from local talent with global ambition, is dedicated to developing technologies that make extreme environments safer, smarter, and intelligent. This commitment is demonstrated by the recent inauguration of our centre of excellence for extreme environment sensing and the ongoing expansion of our advanced materials manufacturing facilities in Leeds, providing opportunities for new innovation, skills and supply chain in the region and nationally. During her recent visit, Chancellor Rachel Reeves remarked, “Businesses like Ionix showcase the great potential that Britain has to lead in sectors such as advanced manufacturing”.
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The four‑day week won’t happen overnight, but it could transform how we live and work
A century ago, the five-day working week helped reshape society. It was introduced at scale by industrial pioneers to address not only worker wellbeing but also economic pressures. US industrialist Henry Ford was among the first to give workers two full days off per week. Ford suspected that giving workers a “weekend” would increase overall productivity – and he was correct. Today, as advances in artificial intelligence accelerate and concerns about job security grow, a similar question is emerging. Could reducing working time again help societies adapt to these seismic changes? The evidence increasingly suggests it can, but not in the simplistic way that is often portrayed. The four-day week is not just a workplace benefit. It is a potential tool to improve wellbeing, support families and rethink how work is distributed in society. Research across multiple countries, including large-scale pilots in the UK and Portugal, shows that reducing working time can deliver meaningful benefits for both employees and organisations. In a 2025 study of four-day week adoption, my colleagues and I found improvements in sleep, exercise and quality of working life. There were positive implications for both the mental and physical health of employees. Our research showed productivity at work can also increase, alongside reductions in absenteeism and staff turnover. And it can be beneficial for an employer’s social image. However, the most important insight is not about productivity but what happens outside work. After all, time is a social resource, not just an economic one. When people move to a four-day week, they do not simply rest more. They reallocate time in ways that have broader implications for society. Across our research, participants said they spend more time with family and friends, engaging in community activities and investing in their physical and mental health by exercising and practising hobbies and self-care activities. These are not trivial changes. Over time, they contribute to stronger social ties, better mental health and more resilient communities. There are also important gender implications. Early findings suggest that reduced working time can lead to fathers being more involved in caring for their children and other domestic responsibilities. While this does not automatically solve gender inequality, it creates conditions that make more equal divisions of labour possible. In this sense, the four-day week is not just about work. It is about how societies organise care, relationships and everyday life. The challenge in service sectors Critics of a four-day week often point out that it is harder to implement in service sectors such as healthcare, childcare, manufacturing, hospitality or retail. This is true, but it is not a reason to dismiss the idea. In these sectors, work is tied to time, presence and staffing levels. Reducing working hours often requires more complex redesign, including changes to rotas, additional hiring or upfront investment. Colleagues and I have highlighted this when addressing the UK case of the NHS. But these challenges should be seen as design problems, not impossibilities. In fact, the potential benefits to society may be even greater in these sectors. Improved wellbeing and reduced burnout among healthcare staff and care workers can translate into better quality of service and fewer mistakes. A more important concern is inequality. If working time reductions are adopted unevenly, there is a risk that some workers will be excluded – often those in lower-paid or frontline roles. This is a valid concern, but not an argument against the four-day week. Rather, it is an argument for implementing it more thoughtfully. Instead of asking whether all jobs can adopt the same model, the focus should be on how different forms of reduced work time can be adapted across sectors. This could include shorter daily hours, staggered schedules or phased time reductions. The future of work The renewed interest in reducing the amount of time we spend working is not happening in isolation. It is closely linked to broader debates about automation, productivity and the future of work. If technological advances continue to increase productivity, a fundamental question arises: who benefits from these gains? Historically – during the Great Depression, for example – working time reductions have been one way of redistributing those benefits. Compared with more radical proposals such as universal basic income, the four-day week offers a more direct and socially embedded way of sharing gains in productivity. The four-day week is not a universal solution, and it will not look the same everywhere. But the evidence shows working less can go hand-in-hand with maintaining productivity. It can also support a shift towards a society where time is valued not only as an economic input, but as a foundation for wellbeing, relationships and participation in community life. A century after the five-day week helped define modern work, there may be another turning point on the horizon. This time, the real question is not whether we can afford to reduce working time, but whether we can afford not to.
Rita Fontinha Associate Professor of International Business and Strategy, Henley Business School, University of Reading
Despite the perception that Gen Z is always on their phones, they value sincerity and experience over digital convenience. In-person interactions are your brand's opportunity to stand out
https://newsbywire.com/why-brits-can-no-longer-bank-on-the-banks/
Why Brits can no longer bank on banks
Individuals and SMEs cannot bank on High Street banks being there in the future, warns the home delivery expert Parcelhero. A total of 52 branch closures are slated for this month alone, meaning the Government’s newly launched ‘Access to Banking Services’ review is urgently needed. However, Parcelhero fears Britain’s town centre banks have become another High Street sector threatened with near-extinction because of the growth of internet services. Parcelhero’s Head of Consumer Research, David Jinks M.I.L.T., says: ‘The threat to in-person banking is escalating by the week. Lloyds, Halifax and Bank of Scotland – all part of the Lloyds Banking Group – are set to shut at least 168 bank branches by the end of next year. ‘Meanwhile, 52 bank branches across a variety of banking groups will close this month alone. Santander will shutter 27 locations (the most branches in May), while NatWest will close down 15, Lloyds Bank eight and Halifax two. ‘In the light of this rapid decline, the Government has pledged to look into the continuing reduction of in-person banking and its new “Access to Banking Services” review was launched last week. Shockingly, the review acknowledges that “there are currently no existing protections for the provision of access to in-person banking services.” ‘The review will look at the state of banking through what it calls a “customer needs lens”. It will primarily focus on individuals using retail banking services, but will also include organisations such as small businesses, non-profit and community groups. However, the review is not set to conclude until October, and that could be too late given the current haemorrhaging of local banking facilities. ‘Parcelhero has long been concerned about the impact of bank branch closures on small businesses and individuals. In 2016, we published our influential report “2030: The Death of the High Street”. It predicted the closure of 100,000 stores by 2030, a finding discussed in Parliament. The report warned that without adapting to an omnichannel approach, the rise of e-commerce would decimate traditional retail, turning town centres into “ghost towns”. ‘In that report we noted: “9,000 bank and building society branches have been closed between 1989 and 2016 – and more closures are on their way.” Unfortunately, we weren’t wrong. ‘Now our sequel report, “2030: The High Street Fights Back?” has been released. A decade on from the first report, it reveals around 6,660 bank branches closed between 2016 and 2025, creating 41 “banking deserts” – areas where at least one branch shut for every 10,000 residents. Barclays was the individual bank that reduced its network the most, with 1,236 branches closing. Of banking groups, NatWest Group, which comprises NatWest, Royal Bank of Scotland and Ulster Bank, topped the list, closing 1,536 branches. Following close behind, Lloyds Banking Group, made up of Lloyds Bank, Halifax and Bank of Scotland, has shut down 1,470 sites since our first report. ‘Our new study also warns that the carnage hasn’t ended. Entire banking chains are set to vanish from our town centres. TSB could be one of the first to go. Santander took over TSB from Sabadell at the beginning of this month and it’s likely Santander will integrate TSB into the Santander UK group, phasing out the TSB brand. ‘The Co-operative Bank is also set to disappear from our High Streets. The Coventry Building Society has acquired The Co-operative Bank. Although the Co-op brand will be retained “for the time being”, it is expected to be phased out in time. ‘Virgin Money is another major banking name set to quit the High Street. In 2024 it became part of the Nationwide group and this April, following court approval, Virgin Money’s business transferred to the Nationwide Building Society. The Virgin Money brand is expected to disappear as it is integrated into Nationwide. It’s also being reported that even the Halifax brand may be dropped by the Lloyds Banking Group under new plans, bringing to an end its 173-year presence on the High Street. ‘Some High Street bank branches have at least been granted a stay of execution, however. While Santander and Lloyds continue to close branches, the public and political backlash has now forced some banks to pause closures to maintain customer trust. Barclays has pledged not to close any more branches through 2026, while Nationwide has promised to keep all its locations open until at least 2030, including Virgin Money stores. ‘There are also moves by some local shops and even libraries to incorporate banking services of some kind. That’s on top of the financial services industry’s roll-out of 350 banking hubs by the end of this Parliament, discussed in the Government’s “Access to Banking Services” review. However, there is no denying the fact that, since our first report’s publication, the run on our banks has become a sprint. Of course, banks are just one of the sectors under severe threat from the ongoing demise of our town centres. The High Street may not have reached a dead end by 2030 but, in this new age of retail, it will have arrived at its biggest crossroads. Read the report here.
Three winners of the Mayor’s big ideas challenge named to tackle health inequalities
Mrileyorbital@outlook.com
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Challenger insurance broker Fuelled Group has today relaunched as REALLY HONEST®, introducing what it believes to be the first formalised no claims discount for SMEs in UK business insurance, outside of motor trade and long-term agreement structures. The No Claims Discount rewards businesses with a reduction on their premium for every claim-free year. The principle is straightforward: loyalty should mean something, especially in business insurance, a market that has historically offered clients little incentive to stay beyond inertia. The launch coincides with a full re-brand, including a new identity and website at reallyhonest.co. The name reflects the company's founding conviction: that business insurance has long been complicated on purpose, slow by design, and written by people who have never had to make a claim themselves. Founded in 2018 by Steven Darrah under the name Fuelled, REALLY HONEST has since helped protect thousands of businesses and holds a 96% renewal retention rate and a loss ratio of approximately 1% in its core tech segment. Steven Darrah, CEO and founder, said: "The insurance industry has spent decades hiding behind jargon and small print. We built this business because we believed there was a better way. "The name REALLY HONEST isn't a marketing line. It's a standard we hold ourselves to every day." REALLY HONEST serves growth-stage SMEs across tech, professional services, specialist food and beverage, specialist retail, and creative sectors.
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