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Why the UK should look beyond growth to a 'new economics' that works for all
Northern businesses benefit from £180m+ Northern Powerhouse investment Sheffield Chamber Orchestra celebrates 75 years GTCR completes investment in JMG Group
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Greater Manchester car dealership named finalist and Autotrader Retailer Awards 2025 City Unscripted ranked UK's fifth-fastest growing tech company by Deloitte Rhotic Media triple finalist and publishing awards Zen Internet celebrates 30 years: longest-standing ISP in the UK
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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.
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Trust, torture and extortion: the perils of corporate blackmail Words: Craig Sergeant ofAdvance Copy
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Tranter selected as supplier for UK flagship CCS project
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Tranter has been awarded a contract to supply gasketed plate & frame heat exchangers for the Net Zero Teesside Power project (NZT Power). NZT Power is poised to be the world's first gas-fired power plant with carbon capture technology. The plant will be capable of generating over 740 megawatts of flexible, dispatchable low-carbon power, equivalent to the annual electricity requirements of more than one million UK homes. Up to two million tonnes of CO2a year will be captured from NZT Power and then transported and stored by the Northern Endurance Partnership (NEP) infrastructure, which will serve carbon capture projects across Teesside and the Humber, collectively known as the East Coast Cluster. The order is for 40 large plate & frame heat exchangers in stainless steel and Ethylene Propylene Diene Monomer (EPDM) or Nitrile Butadiene Rubber (NBR) gaskets. The contract has been awarded by Technip Energies, who lead a consortium with GE Vernova and construction partner Balfour Beatty to deliver the Engineering, Procurement and Construction (EPC) contract for the NZT Power and NEP onshore Power, Capture and Compression project. The installation site is just one hour from Tranter's Operations & Service centre in Wakefield, ensuring the highest level of support to the end-users throughout the plant's lifetime, while also bringing long-term economic benefits to the region for decades to come. "Tranter was an early runner with plate & frame heat exchangers in post combustion carbon capture pilot plants back in 2010-2011, where we gained in-depth knowledge of the application, process, design and operation of carbon capture plants. As carbon capture plants now are commercializing to meet the global Net Zero goals, Tranter has become a trusted advisor for EPC companies during their engineering and design phase, as well as to the end-user during operation with our global service capability. This project is one of the biggest decarbonization projects to be commercialized so far, and it's encouraging for Tranter to have our products in the heart of the process to reach Net Zero," said Thomas Cassirer, Vice president Segments & Marketing. Tranter's heat exchangers will be used throughout the project's carbon capture process. Utilizing Tranter's ThermoFit® plates (GT-series) with the Omniflex plate pattern to ensure optimal performance when operating at high NTUs without sacrificing too much pressure drop - perfect for post-combustion carbon capture applications using regenerable solvent. "The demand for low-carbon solutions is continuously increasing, and it is important that technology providers keep up with this evolution. Tranter has - for over a decade - been a trusted technology provider for carbon capture applications and now that we see similar projects reach the megawatt scale, Tranter remains the go-to supplier as a solution provider offering a global network of resources," said Filip Berggren, Area Sales Manager EPC.
Warwick Hall Cars is delighted to have been recognised at the Autotrader Retailer Awards 2025, which celebrates the 'best of the best' in automotive retailing. With fewer than 1% of Autotrader’s approximately 14,000 retailer partners officially recognised for their retailing excellence, Warwick Hall Cars is pleased to be affiliated with one of the industry’s most exclusive clubs. Joining over 100 of the UK’s top automotive retailers at 122 Leadenhall Street - Central London’s iconic 225-metre-tall Leadenhall Building skyscraper, also known as the Leadenhall Tower or informally “the Cheesegrater” - Warwick Hall Cars were pleased to be selected finalists in the ‘Customer Choice’ award, recognising their entire sales team’s focus and commitment to delivering an exceptional customer service. Sales Director Joseph Kwan commented, “We are particularly pleased to be recognised by the UK’s largest automotive platform, Autotrader, as a result of direct feedback from our customers. We always strive to provide only the very best service to our customers, from best-of-class vehicle selection and preparation, to fair pricing, flexible finance options, nationwide delivery, comprehensive warranties and our famous after-sales service.” The Customer Choice Award, which is based on an in-depth analysis of customer reviews, with winners being determined by the number of reviews praising a retailer for its customer service and car buying experience, as well the quality of its responses to reviews, and overall review score is perhaps the most prestigious of its kind in the country. Showroom Manager Charles Holding added, “Our customers have always been loyal, repaying our attention to exceptional customer service by returning to replace their own vehicles over the years and recommending us to their family and friends, so it is nice to have our brilliant sales team’s hard work recognised on the national stage.” Warwick Hall Cars enjoys hundreds of positive reviews from its customers, including from Jamie F who said in his 5-star review, “Experience is definitely a 5 and beyond. Really great experience very smooth and my car came in immaculate condition. Very refreshing to deal with an honest and genuine company. Would recommend to anybody.” Independent review aggregator, Car Dealer Reviews currently ranks Warwick Hall Cars as #1 of 14 dealerships in Hyde, and #11 of 9,936 dealerships in the UK, based on their 4.8 out of 5 score from 1,002 genuine customer reviews. Warwick Hall Cars always has a wide range of vehicles available to view 7 days a week in their indoor showroom. Current stock can be viewed at warwickhallcars.com, where customers can also quickly and easily apply for car finance, read customer testimonials, and find details of their part exchange, nationwide delivery, and warranty offers.
Greater Manchester Car Dealership Named Finalist at Autotrader Retailer Awards 2025
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Why the UK should look beyond growth to a ‘new economics’ that works for all
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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.
Sophia The Robot
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Northern businesses benefit from over £180m of investment since the launch of the Northern Powerhouse Investment Fund II
The Northern Powerhouse Investment Fund II (NPIF II) has directly invested £115m into over 300 small businesses across the North of England alongside an additional £68m of private sector co-investment, taking its total delivery to more than £180m. Since its launch, NPIF II has now completed over 315 deals to date. Delivered by the NPIF II fund managers, the investments have assisted in driving sustainable economic growth by supporting innovation and local opportunities for new and growing businesses across the North. The Fund has supported a diverse range of business sectors, including advanced manufacturing, digital and technology businesses and the creative industries that align with the Government’s eight priority key sectors. Operated by the British Business Bank, NPIF II is a £660m fund that provides loans and equity finance options for Northern smaller businesses that might otherwise not receive investment. The purpose of NPIF II is to break down barriers in access to finance by providing loans from £25k to £2m and equity investment up to £5m to start up, scale up, and stay ahead. Since its launch, NPIF II has completed deals with some of the region’s most exciting founders, helping businesses access the finance they need to unlock growth and new opportunities. In the North West, investment from NPIF II – River Capital & GC Business Finance Smaller Loans enabled the director and founder of Moxie Financials, Sian How, to expand its team with essential working capital. The accountancy and tax specialist firm based in Preston will create four new roles, which will help Sian free up time to focus on business development and client acquisition. Moving beyond the start-up phase, Moxie Financials is looking to target the legal sector, and will use the funding to help boost its marketing capabilities. In Sheffield, leading independent bridge engineering specialist EKSPAN secured £1.4m in debt funding from NPIF II – Mercia Debt Finance to support its further growth. The company was established over 30 years ago, but for much of that time operated as part of larger corporates, most recently the USL Group. It has helped deliver some of the UK’s most high-profile bridge infrastructure projects and with the funding, has helped expand its capabilities even further with the aim to increase turnover by 50 per cent in the next three years.In the North East, Magnitude Biosciences, a specialist contract research organisation offering in vivo discovery treatments for age-related conditions and other diseases, was also one of the many businesses to secure investment. Based in County Durham, and led by Dr Fozia Saleem, it received £700,000 in a funding round led by NPIF II – Maven Equity Finance to scale up its high-throughput screening platform, which will be able to screen thousands of compounds a week. The business is on the forefront of drug discovery and, based in NETPark, is a key player in the North East’s growing hub for digital and life science innovation. Adam Kelly, co-managing director of Funds at the British Business Bank, said: “The Northern Powerhouse Investment Fund II plays a vital role in increasing the supply of funding available to small businesses in the North of England. Whether it’s deep in the Northumberland countryside, or the heart of a vibrant city like Leeds, NPIF II is delivering early-stage finance to businesses operating across a host of sectors. With over £180m directly invested so far, over 300 businesses will be feeling the direct benefits of what access to finance can help achieve. This milestone is a sign of more to come and there’s no doubt we expect a greater number of entrepreneurs to get engaged and access the funds they need to take their business to the next level.” The purpose of the Northern Powerhouse Investment Fund II is to drive sustainable economic growth by supporting innovation and creating local opportunity for new and growing businesses across the North. The Northern Powerhouse Investment Fund II will increase the supply and diversity of early-stage finance for Northern smaller businesses, providing funds to firms that might otherwise not receive investment and help to break down barriers in access to finance.
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.
CITY UNSCRIPTED RANKED 5TH FASTEST-GROWING TECHNOLOGY COMPANY IN THE UK IN THE 2025 DELOITTE UK TECHNOLOGY FAST 50
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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
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GTCR and Synova LLP ("Synova"), two leading private equity firms, announced today that they have closed the previously announced acquisition of UK insurance broker JMG Group ("JMG" or the "Company"). GTCR and Synova will collaborate to support JMG's strong existing management team, led by CEO Nick Houghton, which will continue to lead the business and retain substantial equity ownership. Headquartered in Leeds, United Kingdom, JMG Group is a leading UK insurance broker providing comprehensive risk management solutions to small and medium-sized enterprises and high-net-worth individuals. Led since 2020 by a partnership of CEO Nick Houghton and Chairman Tim Johnson, JMG has rapidly scaled into a top 30 UK broker, placing over £350 million in gross written premium annually. With a team of over 800 insurance professionals across the country, JMG has a differentiated strategy of acquiring local and regional brokerages and leveraging its platform to enable local offices to deliver above-market organic growth. "At JMG, we've always focused on empowering our people and delivering exceptional outcomes for our clients. Joining forces with GTCR and continuing our partnership with Synova brings together three firms aligned in these values and ambitions," said Nick Houghton, CEO of JMG Group. "Together, we're ready to continue setting new standards in service and growth during this exciting new chapter." "JMG has built an impressive platform, combining consistent organic growth with thoughtful M&A strategy," said Aaron Cohen, Managing Director and Head of Financial Services & Technology at GTCR. "We're thrilled to partner with Nick, Synova, and the broader JMG team to help accelerate their growth journey, leveraging our deep expertise in the insurance sector and our shared commitment to delivering outstanding service to clients." "We're incredibly proud of the growth JMG has achieved since our initial investment, driven by Nick Houghton and his exceptional team," added David Menton, Managing Partner at Synova. "Our partnership with GTCR represents a powerful combination of shared vision and experience. Together, we're excited to support JMG as it continues to scale and strengthen its position as a leading UK insurance broker."
GTCR Completes Investment in JMG Group
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Rhotic Media a triple finalist at PPA Independent Publisher Awards
Rhotic Media is proud to announce that two of its rising stars, Niamh Smith and Evy Williams, have been named finalists at the prestigious PPA Independent Publisher Awards 2025, with the company also securing recognition for its newest title, Capital Pioneer. The awards, organised by the Professional Publishers Association (PPA) – the UK’s leading trade body representing publishers including Condé Nast, Future, Bauer Media Group and Haymarket Media Group – celebrate the very best in independent publishing. Niamh Smith, editor of Financial Promoter and a graduate of the Rhotic Media Degree Apprentice programme, has been shortlisted in the Editor of the Year category. She will compete alongside industry leaders such as Louise Robinson (Saga plc.) and Pat Riddell (National Geographic Traveller UK). Evy Williams, writer forCapital Pioneerand also a product of the Rhotic Media Degree Apprentice programme, has been named a finalist for Writer of the Year. She joins a distinguished shortlist including Farida Zeynalova (National Geographic Traveller), Sienna Rodgers (The House/Total Politics), and John Earls (Anthem). In addition, Rhotic Media’s newest title, Capital Pioneer, has been shortlisted for Launch of the Year, further cementing the company’s reputation for innovation and editorial excellence. Previous PPA award winners and finalists include some of the most influential names in publishing, such as Edward Enninful (British Vogue), Mark Ritson (Marketing Week), and Dylan Jones (GQ UK). Joe McGrath, CEO of Rhotic Media, said: “It gives me immense pride to see Niamh and Evy recognised on such a prestigious stage. "Both are shining examples of the talent nurtured through our Degree Apprentice programme, and their shortlisting alongside some of the most respected names in publishing is a testament to their exceptional work. “To also seeC apital Pioneer recognised as Launch of the Year is a huge endorsement of our team’s creativity and ambition.”
The company has been shortlisted at the PPA Independent Publisher Awards 2025, with Niamh Smith and Evy Williams named finalists and new title Capital Pioneer recognised in the Launch of the Year category
Zen Internet celebrates 30 years: longest-standing independent ISP in the UK
Guilherme Klein Martins Lecturer in Economics, University of Leeds
Zen Internet, a B Corp certified business, has marked its 30th anniversary with a celebration at its Rochdale headquarters, honouring three decades of innovation, growth and doing business “the right way”. The company officially opened its doors for business on 13 October 1995, following its incorporation by founders Richard Tang (CEO) and his brother Daniel on 13 September. It’s 30-year milestone makes it the UK’s longest-standing independent Internet Service Provider (ISP). Richard started Zen with just £5,000, a few Linux PCs, and six dial-up modems perched on an Ikea shelf. It’s grown from a two-person start-up into one of the UK’s leading independent ISPs, employing more than 650 people and serving businesses and consumers nationwide. “It’s testament to our longevity that we are the UK’s oldest ISP,” said Tang. “All our main competitors when we started have long since disappeared – yet we’re still here, stronger than ever, and still independent.” From pub idea to pioneering ISP Zen’s story began in the summer of 1995 when Tang, then a software engineer, first heard about the Internet. Over a pint in a local pub, he asked his brother, Dan, if he fancied setting up an Internet provider – and Zen was born. By October that year, the pair had launched their first £10-a-month dial-up service, created from Richard Tang’s kitchen table, which could support six simultaneous users sharing just 64 kbps of bandwidth. In 1998, Zen turned its first profit and by the early 2000s was riding the broadband wave, doubling turnover year-on-year and expanding rapidly across the UK. Zen’s story is not just about technology, but also about the North West’s role in the UK’s digital economy. From its Rochdale base, the company has proved that innovation and resilience can thrive outside London and put Greater Manchester on the map as a hub for connectivity and digital services. Tang’s decision to base Zen in Rochdale, rather than London where most ISPs clustered, helped the fledgling company stand out. “It gave us space to grow,” Tang said. “We wanted to do things differently, and being outside the London bubble was part of that.” Over the last 30 years, Zen has evolved alongside constant technological change and the internet itself – transitioning from dial-up to broadband and fibre services – while staying true to its independent roots.Reflecting on the company’s journey, and looking ahead, Tang said: “When I started Zen, I could never have imagined how transformational the Internet would become. The fact that we’re still here 30 years later – thriving, independent and making a positive impact – is beyond my wildest dreams.” “Zen remains proudly independent. I’ve seen so many of my peers sell up, but that’s never been my goal,” he said. “Zen exists to do right by people and the planet. Money is just the fuel to make that happen.”That ethos underpins Zen’s B Corp certification, achieved in 2020, which recognises its social and environmental responsibility. From carbon reduction initiatives to employee empowerment, Zen continues to lead by example in how a tech company can balance profit with purpose. Brits get nostalgic as Zen charts 30 years of going online To mark its 30th anniversary, Zen commissioned new research exploring how Britain’s relationship with the internet has evolved — from floppy disks and dial-up tones to TikTok and AI. The “Boomers vs Zoomers” study revealed that 31% of Brits remember floppy disks as their first way to access the internet, while a third of 18-year-olds have no idea what a floppy disk even is. Four in ten say YouTube or Facebook were their first online obsessions, while almost a quarter recall buying clothes as their first online purchase. When asked what they miss most about the early days, Brits cited “simplicity” — a contrast to today’s always-on, endlessly scrolling digital world. Yet, despite changing habits, the internet’s role in modern life has never been more vital: a third of people said they couldn’t live without it, with top reasons including entertainment (60%), reconnecting with friends (54%) and learning or upskilling (35%). “We’ve been there since the very beginning of the UK internet, which has come from nowhere to become a critical part of our lives,” said Tang. “What’s clear is that while platforms change, the human drive for connection and creativity has remained the same. The next 30 years promise to be even more transformative.” Looking ahead, a third of Brits believe that robots will take over household chores and driverless cars will be commonplace within 30 years — predictions Tang thinks will arrive much sooner.“I’d say both within the next 15 years,” he added. “And what all these advances will rely on is strong, secure and reliable connectivity — exactly what Zen was built to provide.” For more on Zen Internet’s 30-year journey, visit: Zen Internet: 30 Years
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