Festive fears, fights and (forced) fun
Business in focus
Dec 2025-jan 2026
Latest updates
From the heart of the business world
Regional news
SOUTh EAst
Pulse
News
30
19
Feature
Performing arts founder wins gold at Best Businesswomen Awards Sheffield Chamber Orchestra celebrates 75 years Specialist consultancy Wellington HR becomes employee-owned
15
Inside this edition
by
Focus
Regional
28
5
Click a headline to jump to an article
24
26
38
34
6
Revenge quitting: is it ever a good idea to leave your job in anger? Why the UK should look beyond growth to a 'new economics' that works for all If the AI bubble bursts, taxpayers could end up with the bill
Shoreham Port wins diversity and inclusion awards City Unscripted ranked UK's fifth-fastest growing tech company by Deloitte Age Concern Hampshire extends partnership with SNG to combat social isolation
INTERIOR DESIGN, FIT OUT & DECORATING SPECIALISTS
Shoreham Port wins 2025 ESPO Award for Diversity & Inclusion Strategy
www.paainteriors.co.uk
Shoreham Port has been awarded the prestigious 2025 ESPO Award on Social Integration of Ports by the European Sea Ports Organisation (ESPO), recognising the Port’s innovative and inclusive approach to creating a more equitable maritime workplace. Now in its 17th year, the ESPO Award celebrates ports that show exceptional commitment to community engagement and social responsibility. This year’s theme,“Innovative strategies to attract more women to work in ports,”highlights the importance of gender equality, representation, and inclusion across Europe’s port sector. The award was presented in Brussels on 5 November during ESPO’s annual ceremony at the historic Hotel des Douanes, where Shoreham Port’s Diversity & Inclusion Strategywas commended for its authenticity, measurable impact, and cultural depth. The Port’s approach demonstrates how a Trust Port can balance commercial success with meaningful social purpose. “It is a real honour for a port of our scale to benchmark with the inspirational diversity work carried out at some of Europe’s most significant maritime hubs,” said Catherine May, Chair of the Shoreham Port Board. “We are delighted that our cultural transformation at Shoreham Port won the ESPO award this year. Five years into our programme we have delivered huge change for working women in our port and our community, and the ESPO recognition will encourage us to be even bolder with our efforts as we complete the second half of our 10-year plan.” Shoreham Port’s Diversity & Inclusion Strategy has embedded inclusive values across every area of the business, from recruitment and leadership development to apprenticeships, accessibility, and community partnerships. Key initiatives include gender-balanced leadership pathways, targeted mentoring for young women entering maritime careers, and collaborative projects promoting inclusive economic growth across Sussex. The award was presented by Oihane Agirregoitia Martinez, Spanish Member of the European Parliament (Renew Europe) and member of the TRAN Committee, who praised this year’s nominees for advancing equality across Europe’s maritime workforce. Shoreham Port extends warm congratulations to the shortlisted ports of Rotterdam, Lisbon, and Helsinki, whose projects also embody the spirit of innovation and inclusion that defines the ESPO Award.
Samuel Farley Senior Lecturer in Work Psychology, University of Sheffield David Hughes Lecturer in Organisational Psychology, University of Manchester Karen Niven Professor of Organisational Psychology, University of Sheffield
info@paainteriorsltd.co.uk
0207 096 1835
Words: Advance Copy
It’s strange how the festive period can be the best time of year, the worst, or both at the same time. Most of us understand how the period can affect the people we care about in different ways, being sympathetic to those who find it challenging and considerate to those who don’t celebrate at all. Yet when it comes to the other people we spend our lives with – people at work – there seems to be a lot less patience with how they want to share Christmas. Or don’t want to share it, as the case may be. So, what’s going on here? Environment If your website or brand values say something like, “Our company is a happy family,” it’s probably worth asking, is it really? Because while the sentiment is nice in theory (it’d be utopia if every colleague was friendly, collaborative and supportive), current and future employees can see it as a “red flag phrase.” For example, it might hide a company’s true toxic environment or advertise it as somewhere that blurs the separation between work and home life. Now, lots of organisations simply say the “happy family” line as an innocent cliché, just like how they say “people are at the heart of everything we do” (of course they are, as they should be – and customers, too). But the reality is that working life isn’t always happy for staff. Think about it. Basically, recruitment means bringing together people from different demographics who’ve never met each other before, who probably have very little in common, but have been deemed a good fit based on a few short interactions, accreditations and recommendations. And when you cram together such varied personalities? Well, you might hit the jackpot and it’s all smooth sailing until retirement. Lucky you. But that’s clearly never going to happen. Instead, at some point, you get clashes, which result in the standard HR stresses of grievances, complaints, cliques, rivalries and more. It’s hard to be a happy family with those you’d never normally interact with other than by chance. But when Christmas rolls around, there’s a heightened expectation for staff to play happy families. And one of the most contentious points is at the work’s do. Pressure It’s the annual event that rewards your team for all their hard work and a chance to let their hair down. Sounds like something everyone would jump at, no? Well, no. Like it or not, some people would much prefer not to spend any more (unpaid) time (and their hard-earned money) with people from work. This is where some organisations put unfair pressure on staff to attend, which in turn nurtures a toxic environment – one far from that of a “happy family.” But in such instances, maybe employers should remember how they’d treat someone in their own actual happy family if they didn’t want to do something. There’d be no problem with it. And there are other reasons why people might not want to go. Cheers Alcohol still plays a massive part in many people’s celebrations. Yes, Christmas dos are an opportunity to relax, but the sensible move is to keep a lid on consumption. After all, it’s still classed as work. But there are people who drink, and there are people who drink. (And despite what you may believe, it’s not uncommon for people to take part in other extracurricular activities – right under your nose, so to speak.) And when people become intoxicated, they can become very different people, as we’ll see shortly. Some people want no part of that, and that’s fair enough. Each to their own. But plenty of people do enjoy drinking, so while you might do all you can to limit liability and reduce risk at an event serving alcohol, you can’t prevent everything. Violence Take Thomas Collins, for example. At his work Christmas party in 2023, he got into an argument over a drinks order with another man. Moments later, Collins punched the man in the back of the head, sending him down a flight of stairs. The victim fractured his spine and experienced a brain bleed before falling into a coma. Today, the man can’t see or walk properly and can never work again. Collins was sentenced to 45 months behind bars for the brutal attack. All over a drinks order. And yes, at a work-sanctioned event. Now, this is an extreme incident, but it’s not a rarity. And even those who police such actions are not immune, with five detectives from the London Met recently arrested for allegedly trying to cover up a policewoman’s sexual assault complaint against a senior officer, which she said happened at their Christmas party. And in 2024, one of Buckingham Palace’s maids was arrested in a bar after a drinks reception at the royal residence. A witness said: “The group walked in, and this one girl just got hysterical. She started smashing glasses and abusing staff [...] I've never seen one person get that crazy during a night out. She was on another level." The list of stories goes on. And no doubt after this Christmas, that list will be even longer. Let’s hope it’s not your organisation that hits the headlines. There’s another reason why Christmas dos are divisive. It doesn’t include aggression or violence (let’s set aside drunken affairs and liaisons for the purposes of this article), but it’s still traumatic in its own way. Forced While he didn’t invent it, Karl Pilkington of An Idiot Abroad and The Ricky Gervais Show popularised the term “forced fun.” It’s a tricky concept, because the best business owners and employers genuinely want to cultivate a good working culture in their teams. But it’s one thing for “fun” to happen naturally – or, at least, appear to be natural – it’s another to impose it on your staff. Christmas activities like parties and Secret Santas risk falling under the “forced fun” category. Some people are just not wired to take part, but doing so risks a kind of social ostracism, perhaps verbal pressure or name-calling, like “grinch.” And while that might seem playful and harmless, it can escalate. A few years ago, a French consultant was fired for avoiding his company’s so-called mandatory social events, which involved “excessive alcoholism” at weekends and “promiscuity, bullying and incitement to various excesses.” Fortunately for him, a court ruling backed his right to say “Non” to forced fun. It’s a reminder to respect and accommodate people’s different preferences. And while not every employee has the time, money or will to take you to court, you never know. Generosity There’s a famous phrase that most likely originated in the 15th Century: “You can’t please all the people all the time.” But there’s at least one thing in the world that can challenge that idea. Free money. By far the most in-demand festive benefit – way above parties, Secret Santas, office buffets, gatherings and other potential “forced fun” events – is the Christmas bonus. A recent report by the job aggregator, CareerWallet, revealed that a staggering 94% of those surveyed would rather their companies use their staff budget for bonuses rather than a Christmas party. The same report said that 10% see a party as one of the worst parts of their job, and that almost a quarter (23%) said their colleagues are what they loathe the most. Combine that with the soaring inflation and stagnant wages of recent years, it’s no wonder that people would rather have money they can use as they like as the reward for their hard work throughout the year. It’s freedom to fund their festivities however they feel best. One of the more curious aspects of the report is that despite so many people preferring a bonus, 6% didn’t want one. A likely reason may be those are the people at the top who are doing quite well financially. Plus, a Christmas party is a business expense, which is much more cost effective than giving out cash. Profits before people, perhaps? That’s certainly one way to build a “happy family.” But to show staff that you really care, boost morale and become like a family, the answer just might be to show the season’s true spirit of generosity, and give the people what they want. And according to staff in multiple surveys, a party doesn’t top the list. Because choosing that over a bonus? That would be like turkeys voting for Christmas.
Clive Roland Boddy Deputy Head, School of Management, Anglia Ruskin University
Click to contact us and discuss your next project
Shopfitting & Office Fitout Specialists Shopfitting, project management and a range of building works throughout the UK as an integral part in the development of your estates.
www.mcuk-fitouts.co.uk
Trust, torture and extortion: the perils of corporate blackmail Words: Craig Sergeant ofAdvance Copy
01928 771 010
By Advance Copy
Kathy Hartley Senior Lecturer in People Management, University of Salford
Revenge quitting: is it ever a good idea to leave your job in anger?
Many of us will have experienced the rage that comes with being badly treated at work – and maybe even felt the instinct to pack up and leave. Bad bosses, belittling treatment or poor pay could be behind these kneejerk emotions. But, while most employees swallow their anger and get back to work, some walk out in a way that tells their employer exactly how they feel. Welcome to the world of “revenge quitting”. Unlike “quiet quitting”,“ where workers stay in their job but do only the bare minimum, revenge quitting is about making a loud and visible stand. It’s a phenomenon that has now spread around the world. Quitters have filmed their exit for social media, sent scathing farewell emails or quit two hours before they were due to teach a class. These incidents show how revenge quitting can be empowering – a way to reclaim dignity when workers feel ignored or mistreated. But this signals more than increased workplace drama or a generational change in behaviour. It indicates that when riled, some workers are ready to make their exit heard. Economist Albert Hirschman’s classic 1970 book Exit, Voice, and Loyalty suggested that when dissatisfied, people can either use voice (speak up and complain), show loyalty (put up with it) or exit (leave). Revenge quitting is a form of exit, but one designed to send a message to employers. Several workplace dynamics increase the likelihood of revenge quitting. abusive bosses and toxic environments: research shows that abusive supervision makes workers more likely to retaliate and to quit mistreatment by customers: studies also show that rudeness or incivility from clients can spark revenge intentions in frontline workers emotional exhaustion: being overworked or unsupported can tip people into retaliatory behaviour, including dramatic resignations social media culture: platforms like TikTok provide a stage, making quitting not just personal but performative. Risks and alternatives Of course, revenge quitting comes with risks. Dramatic exits may damage future careers, especially in small industries where word travels fast, or if workers quit multiple times after a relatively short stay. For those with in-demand skills or plenty of experience and a history of good performance, the risks may be lower. So, what are the alternatives? voice rather than exit: raising concerns with the HR department, wellbeing leads or trade union representatives (where they exist) disengagement: quietly withdrawing, for instance by not spending time preparing for meetings or avoiding extra tasks, as a way of regaining some control. These alternatives might ultimately harm organisations more than a worker who quits loudly (so long as revenge quitting doesn’t become a wider phenomenon in the organisation). But of course, not everyone who wants to quit can do so. A 2023 surveyffound that more than half of workers worldwide would like to leave their jobs but can’t. This could be due to things like financial responsibilities, limited opportunities or family constraints. Employment relations researchers have called these people "reluctant stayers”. One study found that around 42% of employees in two organisations were reluctant stayers. Others have found that these “stuck” employees often develop plans to retaliate. They may quietly spread negativity or undermine productivity. In the long run, this may cause more harm than revenge quitting. The effect of revenge quitting is likely to depend on the context. In small organisations, a sudden departure can be devastating. This is especially true if the employee has rare or highly valued skills. Sudden loud quitting may also hurt the colleagues left behind to pick up the pieces. Larger organisations may experience inconvenience but are likely to be able to absorb the shock more easily. While a loud exit by senior or highly skilled staff may have significant impact, employers will be keen to prevent this, working to resolve problems before things reach breaking point. For this reason, revenge quitting is likely to be more visible among more junior or precarious workers, who often feel less supported. So what can workplaces do? Revenge quitting can be a sign that traditional employee support systems aren’t working. Many HR teams are already overstretched, and are struggling to meet all the demands placed on them. But still, there are some basic practices that employers can follow. These include encouraging open communication so employees feel safe raising issues, as well as training managers to avoid abusive or micromanaging behaviour. And although it may seem obvious, unequal workloads and conditions will leave workers disgruntled – it’s important to ensure they are fair. Employers should also recognise the expectations of younger workers, who often prioritise respect and balance. At its heart, revenge quitting reflects serious issues in a workplace. While leaving loudly can feel empowering for the worker, especially in the heat of the moment, it could be bad news for both employees and organisations.
Ink Drop / Shutterstock.com
Why the UK should look beyond growth to a ‘new economics’ that works for all
Jasper Kenter Professorial Research Fellow, Deliberative Ecological Economics, Aberystwyth University
The UK budget is usually a story of growth forecasts, borrowing levels and fiscal discipline. But ahead of this month’s high-stakes event, growth has been slower than expected. At the same time, as households struggle with living costs, the climate crisis intensifies and inequality persists, growth might seem like too narrow a focus. Conventional economics – with its reliance on GDP growth – cannot respond to the global “polycrisis”. This is the overlap between climate change, biodiversity loss, energy and food insecurity and extreme inequality – all amplified by geopolitical instability. Recent research my colleagues and I conducted shows that a “new economics” is needed in the face of these challenges. Drawing on hundreds of sources across 38 schools of thought, we distilled ten principles focused on wellbeing, justice and ecological resilience that could offer a way to rethink national economic strategies. New economic principles are not a luxury that we can ignore at times of fiscal constraint. They are a necessity because orthodox economic thinking has been a key reason for the polycrisis. Mainstream economics thinks of individuals as selfish “rational maximisers.” That is to say, their decisions are about creating optimal outcomes for themselves. It also assumes that markets allocate resources efficiently, and that GDP growth is the surest path to progress. But these assumptions look increasingly out of step with reality. Growth has often come with rising inequality, precarious work and environmental degradation, and is increasingly difficult to attain. The COVID pandemic showed that global supply chains are optimised for efficiency but not resilience. The war in Ukraine highlighted the risks of dependence on fossil fuels and authoritarian regimes. Meanwhile, the ecological and climate crises show that endless GDP growth on a finite planet is a dangerous illusion. What is required now is a transformation of the values and institutions that underpin economic life. Transformation becomes more plausible in moments of crisis. These expose the weaknesses of existing systems and open up political space for alternatives. Governments can act quickly – as the UK did with furlough and other COVID interventions. Ten principles for a ‘new economics’ The “new economics” movement is a collection of many approaches. This diversity is a strength, but also a challenge. The core narrative of traditional economics around free markets and growth has been repeated so many times that it may seem like there is no alternative. But our research identifies ten cross-cutting principles that give the new economics movement coherence. Wellbeing for people and planet: economies exist within societies and ecosystems, and their purpose should be to support both human and planetary wellbeing Recognising complexity: no single discipline has all the answers. Economics must integrate insights from ecology, sociology, philosophy, indigenous knowledge and other fields Limits to growth: we cannot assume endless economic expansion on a planet with finite resources Nature is irreplaceable: “natural capital” (for example, soil, forests and water) cannot simply be swapped for human-made substitutes Design focused on regeneration: economic systems should be circular and restorative rather than continuing to extract resources from the planet Holistic views of people and values: people are not just self-interested consumers; perspectives should be based on human dignity and enhance people’s opportunities to achieve the lives they value Equity and justice: reducing inequality must be a central economic goal, not an afterthought Relationality: economies should nurture trust, reciprocity and community, rather than erode it Participation and cooperation: businesses and policymakers should involve citizens directly, through discussion and collaboration Post-capitalism and decolonisation: be open to models beyond the dominant approach focused on the endless accumulation of wealth. Few approaches embody all ten principles, but each offers part of the picture. For example, ecological economics stresses environmental limits, while feminist economics centres on justice and care. So what does this look like? Crucially, this is not just academic debate. The UK has already experimented with elements of new economics, for example, through the Welsh Wellbeing of Future Generations Act. The act is an example of embedding new economic thinking into law, though there are challenges in enforcing it. Welsh public bodies must work towards seven wellbeing goals, including prosperity, resilience, equality and global responsibility. This shifts policymaking from short-term growth to longer-term wellbeing. And cities like Amsterdam have adopted so-called “doughnut economics” to guide planning. The city set targets for meeting residents’ needs (the inner ring of the “doughnut”) while staying within planetary boundaries (the outer ring). Initiatives include sustainable construction standards, reducing food waste and promoting inclusive housing. Similar experiments are gathering momentum. The Wellbeing Economy Governments initiative connects countries pursuing post-growth strategies. Costa Rica’s ecosystem-based development, Bhutan’s “gross national happiness” measure, and New Zealand’s living standards framework are all innovative approaches that look beyond GDP growth. By drawing on the ten principles in the budget and beyond, UK chancellor Rachel Reeves could build on these experiments. This would mean embedding wellbeing, justice and sustainability into her economic strategy. Ultimately, applying these principles could mean that infrastructure spending could be guided by the limits of the planet. And other investments could support nature recovery, community food systems and the circular economy. Wellbeing and environmental indicators could be a central part of future budgets. And citizen assemblies could give people a voice in the economic decisions that affect them. These changes would not discard fiscal responsibility. But they would broaden its meaning, making it about sustainability and fairness as well as balance sheets. Economics is not a neutral science but a set of choices about the future we make possible. Governments could continue with a model that prioritises growth at all costs, leaving people vulnerable to crises and inequality. Or they could be guided by principles that put wellbeing, fairness and ecological resilience at the core. In the run up to the budget, we should be asking not just how fast our economy can grow, but whether it is helping us to thrive within the planet’s limits.
www.paramountmedia.co.uk
Sophia The Robot
{{page}}
0
CITY UNSCRIPTED RANKED 5TH FASTEST-GROWING TECHNOLOGY COMPANY IN THE UK IN THE 2025 DELOITTE UK TECHNOLOGY FAST 50
City Unscripted, the travel technology company connecting travellers with local hosts in 85 cities worldwide, today announced that it ranked 5th in the 2025 Deloitte UK Technology Fast 50, a ranking of the country’s 50 fastest-growing technology companies based on percentage revenue growth over the past three years. City Unscripted attributes its growth to arising global demand for authentic, human-centred travel experiences that go beyond traditional tours to help people experience cities as if they already belong there. “This recognition is a wonderful milestone for our team,” said Nick Whitfield, CEO of City Unscripted. “It shows that meaningful, personal travel experiences can scale – and that technology can bring connection back to how we explore cities.” Kiren Asad, lead partner for the Deloitte UK Technology Fast 50 programme, said: “The exceptional growth showcased by this year’s Fast 50 winners reaffirms the UK technology sector's dynamic resilience and innovative spirit. In an ever-evolving economic environment, these businesses have not merely adapted but have thrived, thanks to their strategic vision, pioneering talent, and relentless commitment to groundbreaking innovation.” Now in its 28th year, the Deloitte UK Technology Fast 50 recognises the country’s most innovative and fast-growing technology companies across industries including software, fintech, media tech, and clean energy. This year’s winners collectively generated £2.41 billion in annual revenues in 2024/25 and recorded an average three-year growth rate of 1,905 per cent.
Sean Aidan Calderbank / Shutterstock.com
Age Concern Hampshire Extends Partnership with SNG to Combat Social Isolation Among Older People
Age Concern Hampshire is proud to announce the continuation of its valued partnership with SNG (Sovereign Network Group) to deliver social groups aimed at reducing social isolation and improving wellbeing among older people across Basingstoke, Overton, Whitchurch, Fordingbridge, and Totton. With support from SNG, Age Concern Hampshire will run a variety of social groups that bring people together in safe, welcoming, and engaging environments. The groups focus on physical and mental wellbeing, while creating opportunities for older people to socialise, connect, and build lasting friendships. The social groups are open to all older people in the local community, as well as residents of the housing schemes. This ensures that everyone has the chance to take part, enjoy the activities, and build connections across the wider community. Social isolation remains one of the biggest challenges facing older people today. Many experience loneliness due to reduced mobility, limited transport options, or the loss of loved ones. By participating in these social groups, older people can stay active, try new activities such as gentle exercise and creative workshops, and enjoy companionship in a supportive and friendly environment. “We’re delighted to be continuing our partnership with SNG,” said Brogan Rehill, Head of Fundraising and Volunteer Services at Age Concern Hampshire. “These social groups make such a difference and help those attending to stay active, build friendships, and feel part of a supportive community. "Tackling loneliness and isolation remains at the heart of what we do, and partnerships like this allow us to reach those who might otherwise be left behind. We’d love to expand this model to more supported housing schemes for older people across Hampshire, where around 12% of residents aged 65 and over live in similar settings. By working together, we can ensure even more people benefit from connection, companionship, and a sense of belonging.” Stevie Chadwick, Community Investment & Partnership Manager at SNG, said: “At SNG, we’re committed to supporting our communities to live well and thrive. We’re proud to continue our partnership with Age Concern Hampshire, whose groups are making a real difference to the lives of our customers. "The positive feedback we’ve received from customers has been incredibly heartening; these sessions support them to feel healthier and more connected. It’s a powerful reminder of the impact that meaningful connection and community support can have on wellbeing.” This partnership is part of Age Concern Hampshire’s ongoing commitment to support older people through social groups, volunteer-led programmes, and community initiatives that promote wellbeing and connection across the county.
Performing arts founder wins gold at Best Businesswomen Awards
Swindon-based entrepreneur Fi Da Silva-Adams has been named a Gold Winner at the prestigious Best Businesswomen Awards 2025, the UK’s largest celebration of female business talent. Fi, founder and CEO of Swindon and Wiltshire’s leading performing arts company for children and young people, Revolution Performing Arts (RPA), was awarded Best Businesswoman Working with Children & Families award. Gold and Silver Winners of the Best Businesswomen Awards were announced at the Gala Awards Night at the Daventry Court Hotel, Daventry, on Friday October 11. After an anticipating lead-up, Fi was announced the ‘gold’ award winner within her competitive category. After launching RPA in 2007 as a small drama group for toddlers and preschoolers, Fi quickly expanded the programme to offer creative performing arts experiences to children of all ages. RPA was the first organisation to introduce performing arts after-school clubs in the Swindon area. Today, RPA delivers over 1,200 sessions every year, with 400 children attending weekly classes and nearly 5,000 young people taking part in its Holiday Activity and Food (HAF) Programme across Swindon and Wiltshire. The organisation also stages two public shows annually, offering inclusive, pressure-free performance opportunities for children from all walks of life. “I feel so honoured and privileged to win this national award in such esteemed company and especially in front of my beautiful family,” said Fi. “They have ridden the waves with me for the past 18 years and for them to celebrate with me is a feeling I can't put into words." In addition to RPA, Fi also leads Rapport Community Interest Company (CIC) – a not-for-profit sister organisation aimed at 11–18-year-olds. Rapport explores all forms of performing arts, including drama, singing and dance, delivered in a way that’s age-appropriate, inclusive and empowering. The focus is on confidence, self-expression, and celebrating individuality. The Best Businesswomen Awards were established to recognise and celebrate the achievements of women across all industries. The judges’ comments upon Fi’s win were: “Fiona has built more than a performing arts company; she has built a community. One where backgrounds, challenges or past traumas don’t define people; where individuality is treasured. From children who lacked confidence or have been silenced, to those who simply longed for a chance to shine. Her leadership is matched by her compassion.” For more information about Revolution Performing Arts visit: https://revolutionpa.co.uk.
Global POP Procurement: A Leading POSM & Shop-Fitting Supplier Delivering Turnkey Solutions For over two decades, Global POP Procurement has set the benchmark in POSM, display manufacturing, and shop-fitting excellence. Trusted by global brands such as Dyson, Duracell, Columbia, Philip Morris, P&G, PepsiCo, and Heinz, we’ve grown from a CPG display manufacturer into a comprehensive retail fit-out partner. With advanced in-house design, sustainable production, and exports to 60+ countries, we deliver complete turnkey projects—from design, engineering, manufacturing to logistics and full on-site installation across the EU and MEA regions. As we expand into new markets, Global POP Procurement continues to lead with innovation, precision, and a proven legacy of global reliability.
www.gpplimited.co.uk
07552413719
Hexagon House Avenue Four Station Lane Witney Great Britain E-mail : info@gpplimited.co.uk
This year marks a remarkable milestone for Sheffield Chamber Orchestra — its 75th anniversary — and few can tell its story better than Mike Jackson, MBE, who has been part of the ensemble for almost all that time. Now aged 90, Mike joined the orchestra in 1957 and has watched it evolve from a university ensemble into one of Sheffield’s longest-standing musical institutions. “I had played in orchestras at school and university,” recalls Mike, “but this was a totally different ball game.” The orchestra was founded within the University of Sheffield’s music department, under the direction of Professor Stuart Deas, a man remembered for his exacting standards and exhilarating tempos. Under his leadership, the orchestra performed an ambitious range of repertoire, often featuring contemporary works and attracting major soloists such as Clifford Curzon, Marisa Robles, and members of the Amadeus String Quartet. Mike remembers vividly the excitement (and terror) of performing under Deas: “He had the engaging habit of conducting the finales of Haydn symphonies at a speed never achieved in rehearsal – a hair-raising experience for yours truly!” As the orchestra grew, so too did its community. When the Lindsay String Quartet arrived in Sheffield, their players took leadership roles in the orchestra’s string sections, bringing a new level of artistry. Dedicated members like Roger Hayward, who chaired the orchestra for over 20 years, helped to build a sustainable organisation run by its players — a tradition that continues today. When Mike succeeded Roger as Chair in the early 1970s, he worked alongside conductor and composer Chris Wiltshire, a partnership that brought fresh ambition and creativity. Together they premiered new works, including Chris’s ownConcerto for Orchestra, which he jokingly described as designed “to test the abilities of every member to the utmost.” The orchestra also launched its long-running “Accent on Youth” programme, giving talented young musicians the chance to perform major concertos — a legacy that continues to this day. Mike recalls one amusing rehearsal: “We were preparing Mozart’s Clarinet Concerto with three secondary school pupils, when a young lady came in quietly. I rushed to reassure her we were ready for her big moment — only to be told, ‘Actually, I’m the clarinet teacher!’” Financial challenges have always been part of the story, but so too have acts of generosity. A legacy from music lover Arthur Humphrey provided stability in lean years, while today, the orchestra is supported by loyal Patrons and season sponsors such as Agincare and Turner Violins. Successive conductors — Harry Malpass, Robin McEwan, and now Laurence Perkins — have each left their mark, nurturing the orchestra’s signature blend of professionalism, warmth, and community spirit. “It’s remarkable,” says Mike, “that in 75 years, only five people have served as Chair. The loyalty and dedication of our members is extraordinary.” With Julie Ryan as current Chair, Laurence Perkins as Music Director, and Ralph Dawson as Professional Leader, Sheffield Chamber Orchestra continues to perform to packed audiences, offering “first-rate public performances of a wide range of musical experiences.” Mike received an MBE “for services to the community in Sheffield” in the 2024 New Year’s Honours List. Now celebrating both his 90th birthday and his 68th year as a playing member, Mike shows no sign of losing his enthusiasm: “The thrill and commitment of our wonderful orchestra continues to inspire. It’s been a privilege to be part of it — and long may it continue.”
Sheffield Chamber Orchestra Celebrates 75 Years
07979 202 695
Tangible perfection Cost-effective and excellent quality construction works delivered punctually
info@balkanbuild.co.uk
www.balkanbuild.co.uk
Drylining Suspended ceilings Glass Reinforced Gypsum (GRG) Taping and Jointing Perimeter Casings Joinery
Akhil Bhardwaj Associate Professor (Strategy and Organisation), School of Management, University of Bath
If the AI bubble does burst, taxpayers could end up with the bill
You might not care very much about the prospect of the AI bubble bursting. Surely it’s just something for the tech bros of Silicon Valley to worry about – or the wealthy investors who have spent billions of dollars funding development. But as a sector, AI may have become too big to fail. And just as they did after the financial crisis of 2008, taxpayers could be picking up the tab if it collapses. The financial crisis proved to be very expensive. In the UK, the public cost of bailing out the banks was officially put at £23 billion – roughly equivalent to £700 per taxpayer. In the US, taxpayers stumped up an estimated US$498 billion (£362 billion). Today, the big AI firms are worth way more than banks, with a combined value exceeding £2 trillion. Many of these companies are interconnected (or entangled) with each other through a complex web of deals and investments worth hundreds of billions of dollars. And despite a recent study which reports that 95% of generative AI pilots at companies are failing, the public sector is not shy about getting involved. The UK government for example, has said it is going “all in" on AI. It sees potential benefits in incorporating AI into education, defence and health. It wants to bring AI efficiency to court rooms and passport applications. So AI is being widely adopted in public services, with a level of integration which make it a critical feature of people’s day to day lives. And this is where it gets risky. Because the reason for bailing out the banks was that the entire financial system would collapse otherwise. And whether or not you agree with the bailout policy, it is hard to argue that banking is not a crucial part of modern society. Similarly, the more AI is integrated and entangled into every aspect of our lives, the more essential it becomes to everyone, like a banking system. And the companies which provide the AI capabilities become organisations that our lives depend upon. Imagine, for example, that your healthcare, your child’s education and your personal finances all rely on a fictional AI company called “Eh-Aye”. That firm cannot be allowed to collapse, because too much depends on it – and taxpayers would probably find themselves being on the hook if it got into financial difficulties. Bubble trouble For the time being though, the money flowing in to AI shows little sign of slowing. Supporters insist that despite the failures, investment is critical. They argue that artificial general intelligence (AGI), the point at which AI acquires human-like cognitive capabilities, will vastly improve our lives. Others are less optimistic. Commentators including computer scientists Gary Marcus and Richard Sutton have cast doubts on the power of AI to become truly intelligent. In my own research, I highlight the limitations of large language models (LLMs) when it comes to reasoning. Similar conclusions have been drawn at other universities and even at tech company Apple. So perhaps the endless expansion of the AI bubble comes down to how strongly the AI pioneers believe in its future. They’ve gone pretty far with it, so maybe it makes sense for them to go all in, with a pragmatic kind of faith that keeps the bubble growing. The trouble is that one tech billionaire’s act of faith could also be described as a gamble. And it’s a gamble they want everyone to join, with taxpayers’ money on the table. So if the gamble fails and the bubble bursts, who would bear the costs? Would the UK government cut funding from the NHS or siphon money from a cash strapped education sector? Would it bail out pension funds that had over-invested in AI? One thing is certain. The future being offered by AI firms is not guaranteed. Yet governments and businesses are worried they will miss out if they don’t get on board – and there are no safeguards in place to protect taxpayers from the fallout if things go wrong.
Specialist consultancy Wellington HR becomes employee-owned
People-first HR consultancy Wellington HR has become an employee-owned trust (EOT) in a move designed to secure the company's long-term future, protect its values, and reward the team who helped build its success. Founded in 2019 by Somerset based Dr Shelley Poole, the business was set up to support independent HR consultants by providing expert cover during periods of leave, high demand or for extra capacity. Since then, the company has grown to a team of five and has a turnover of more than a quarter of a million pounds. Shelley said "Moving to employee ownership just made sense for us. This business has always been about fairness, teamwork and looking out for people, so giving the team a real stake in where we're going feels like the right way to grow. It's a way of saying, 'We're in this together, as we always have been." Shelley's interest in employee ownership began several years ago when she supported another business considering the model. That experience eventually became the focus of her doctoral research which explored employee voices within employee-owned businesses. "I never set Wellington HR up with the idea of taking all the rewards. We had to make do with very little when I was growing up and I have been fortunate to have had the opportunities I have had in life. I want to build something that gives others real opportunities too," she said. It was these values that led Shelley to make the decision to gift the business to the EOT rather than sell it for its market value. While a private equity approach was considered, it didn't feel like the right fit. Instead, Shelley worked with Kent-based expert Chris Maslin of Go EO to support the transition, which was completed in just six months. "Go EO made the process smooth and affordable. They handled all the technical and legal parts, which meant we could stay focused on our clients and our work." Shelley remains in post as Managing Director and says day-to-day operations remain largely the same. "We've always worked in a flat, structured and collaborative way. This just formalises the shared ownership mindset that was already part of our culture." Although still early in the journey, Shelley says the shift has already brought positive change. "The energy in the team has gone up a notch. Everyone's always been committed, but this has added an extra layer of motivation and pride. It's a natural next step in how we work together." To celebrate the transition, Wellington HR hosted a gathering for clients, supporters and friends of the business. The team also launched a social media campaign to share their journey and connect with others considering the employee ownership route. Looking ahead, Shelley says the future direction of the business is being shaped together by the team. Their knowledge of employee ownership now means that they work with a number of other employee-owned businesses helping them to ensure that their HR support is delivered in an EO-friendly way. "This has been a real milestone for me personally," said Shelley. "What started as an idea at my kitchen table has grown into a business I'm proud to pass on to the people who helped build it. "And thanks to Chris at Go EO, there's even a six-week sabbatical in the plan." Her advice to others considering employee ownership: If it fits your values, it could be one of the most meaningful steps you take
Providing ADR licensed chemical and powder transportation since 2012
For every client of Paramount Media, we donate £1 to JUST ONE TREE. For every £1 donated, JUST ONE TREE will plant a tree in an area severely affected by deforestation to maximise the effect on reducing global warming. For more information contact us at info@paramountmedia.co.uk
074332094394
Premchemltd@yahoo.co.uk