Free speech, the workplace and you
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As she looked straight into the camera, the newsreader said: "Malcolm Mistry, who was involved in the research, says that the aged, pregnant people… women… and those with pre-existing health conditions need to take precautions." Spot any problems with that sentence? Most likely, you didn’t. But some people did. Those are the words of the BBC’s Martine Croxall, who during a live broadcast in June 2025 went slightly off-piste from her autocue and added an extra word with a barely perceptible light-hearted reaction in her eyes. That extra word? “Women.” Now, it’s been common knowledge – scientific fact, even – for quite some time that it’s only women who can get pregnant. But as you may be well aware, there are some who now dispute that, which is likely the reason why twenty viewers took the time to complain to the BBC about Croxall’s live editing of her script. While many would have expected the BBC’s Executive Complaints Unit (ECU) to reject those submissions, instead, it upheld them on the grounds of breaking impartiality rules. Apparently, Croxall’s facial expression gave a "strong impression of expressing a personal view on a controversial matter" and "indicated a particular viewpoint in the controversies currently surrounding trans identity." Read that again. The people who reviewed the case genuinely believe that her addition of a single word (based in science, no less) combined with a brief change of facial expression meant all that. It’s quite a superhuman level of perception they have over there at the ECU. Granted, Croxall strayed from her employer’s approved script, which seems to be the only actual potential issue here. If you watch the clip, it’s hard to believe there’s any malicious intent behind her actions. But it’s also hard to believe that all twenty people who complained were even actually watching at the time – perhaps instead seeing clips on social media first before choosing to vent based on their particular viewpoint on “the controversies currently surrounding trans identity." These are strange times indeed. At the heart of it all is a discussion of free speech in the UK, as well as how that affects us at work. Rise It’s fair to say that free speech has been an issue that’s gradually swelled in prevalence since the dawn of social media in the mid-2000s. Those swells have since shifted to become a tsunami, with outrage firing back and forth online, spilling into the real world. And recently, the US – where free speech is protected by the Constitution – has fired its ire towards these shores. Forbes magazine criticised the UK for abandoning free speech “in the name of fighting racism, sexism, Islamophobia, transgenderism, climate-change denial and whatever else the woke extremists conjure up” and is behaving in the same manner that “tin pot Third World dictatorships" would. Strong words. But is that true? Reality Well, contrary to many people’s views and opinions, the UK does have free speech. The Human Rights Act 1998 says: “Everyone has the right to freedom of expression,” which includes the “freedom to hold opinions and to receive and impart information and ideas without interference by public authority and regardless of frontiers.” The Act contains sixteen rights. Some of them are absolute, like the right to life, the right to not be tortured, the right to avoid false imprisonment, to a fair trial and so on (while we’re here, it’s worth noting that the divisive far-right politician Nigel Farage wants to take those absolute rights from you, as well as your right to own property and more – but we digress). However, rather than absolute, some rights are qualified– which includes freedom of expression. So, you can’t libel or slander people, nor incite violence and terrorism. Well, you can, but there are going to be consequences. And that’s the point where people are split about the UK’s free speech. Absolutists believe nothing is off the table, others believe there are limits. But where do you draw the line? As Winston Churchill astutely observed decades ago: “Some people's idea of free speech is that they are free to say what they like, but if anyone says anything back, that is an outrage.” The idea of limiting free speech does make sense in a work setting, though. Employers (even US ones) have rules to manage staff speech and behaviours. Why else would we in the UK have employment contracts, company handbooks and HR departments – all underpinned by employment law? For example, should someone use a racist or homophobic slur against a colleague, you have the means to deal with that situation so long as you follow a fair process by the letter of the law. But managing free speech in the workplace isn’t always as simple as that. Attacks For centuries, humanity has held up universities as bastions of freedom of ideas and expression. Yet recently – once again, coinciding with the advent of social media – campuses across the Western world have seen students and academics actively attempting to shut down those freedoms – often called “deplatforming.” In March 2025, the University of Sussex was fined £585,000 by the Office for Students (OfS) for failing to uphold freedom of speech due to its policies that were applied in relation to the views of its former employee, the philosopher Professor Kathleen Stock. Starting in 2018, Stock faced a backlash when she came out against a bill that would allow people of any age – even small children – to self-identify as any gender they like. She also wrote and published What is a woman, a 2021 article where she outlined maverick ideas like there being only two sexes: male and female. Those views led to Stock facing protests from students and hundreds of her fellow academics, with calls to be sacked and accusations of transphobia, which she denies to this day. Worse, she received death threats, and the police advised her to take precautions for her safety, like installing CCTV in her home. Isn’t it sad to see how people think it’s wrong to hold certain beliefs (whether rooted in science or otherwise), but it’s fine to threaten to kill them for those same beliefs? Understandably, Stock left her role. The University of Sussex’s policies included guidance to "positively represent trans people" and that "transphobic propaganda,” which was unfairly applied to Stock’s gender critical views, “[would] not be tolerated." This left the OfS “concerned that a chilling effect may have caused many more students and academics at the university to self-censor” – the complete antithesis of everything a university stands for. This is just one of many recent pile-ons in academia that resulted in people getting fired, ostracised or deplatformed. It’s why new government free speech rules to protect academic freedoms came into force on 1 August 2025. But cultures of fear about saying the wrong thing extend beyond campus walls. Fired There’s no doubt that there are people in organisations across the UK who are terrified of someone interpreting something they’ve said in the wrong way, even if there’s no bad intent behind it. The most famous example is the 2015 case of Justine Sacco, who was perhaps the first person to be publicly fired from her job for a social media post. Sacco ran a personal Twitter account with a mere 170 followers. She would post edgy jokes, but nothing that, in context, would equate to genuine personal views. As she boarded an 11-hour flight from New York to Cape Town, she posted: “Going to Africa. Hope I don't get AIDS. Just kidding. I'm white!” Now, out of context, that sounds worse than the detached irony Sacco intended. As she slept during the duration of her flight, little did she know that her post went viral, becoming the number one trending global topic with the hashtag #HasJustineLandedYet. For the first time ever, the world watched in real time with glee at the prospect of someone losing their job for doing A Very Bad Thing, which duly happened to Sacco. It started the return of the mob mentality of the days of witch hunts and putting people in the stocks. Online crusaders believe they’re fighting for a noble cause – in this case, African people with AIDS – but instead they shame people, destroying the lives of individuals like Sacco. With social media, employers began taking into account employee’s words from their personal lives. And in the UK, even the police did. Until October 2025, they investigated “non-crime incidents,” a disturbingly Orwellian phrase if there ever was one. Basically, that meant people posting comments online that cause offence (being offended isn’t being the victim of a crime, remember). So, despite the absurdly high number of unsolved crimes (90% as of 2023), a lot of police time and money was spent on...non-crimes. Thankfully, that absurd time is now over. But the most draconian example was Lucy Connolly, a childminder who this posted on X in the aftermath of the Southport terrorist attacks: “Mass deportation now, set fire to all the f----- hotels full of the b------- for all I care, while you’re at it take the treacherous government and politicians with them.” While that’s an extremely unpleasant thing to post – perhaps fuelled by heat-of-the-moment anger – does it really count as a crime? Apparently so. One that was worth a staggering 31 months in prison (though Connolly served only 40% of that). And what if you agree with Connolly’s post? Does that make you complicit? Should you have received a sentence? Such an example shows how handling free speech as a qualified right is not black and white. While people will have different views on what’s acceptable or unacceptable, some we can all agree on, such as how you can’t shout “fire” in a theatre and that inciting people to commit atrocities just isn’t jolly good form. Freedom We’re lucky to live in a time when we have free speech, as it’s a recent development in human history. Its rise started with the printing press before becoming enshrined in laws – the first being the Swedish Freedom of the Press Act in the late 18th Century. With such a short existence, it’s worrying to see free speech at risk due to the current polarisation of society, though one suspects that’s exaggerated online in comparison to the real world. Yes, it’s worrying to see how people are so scared of causing offence. It’s worrying to see people punished for views and opinions. And it’s worrying to see people in fear of saying anything at all. So perhaps we should keep in mind the famous phrase by Evelyn Beatrice Hall (more commonly misattributed to Voltaire): “I disapprove of what you say, but I will defend to the death your right to say it.”
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Salisbury-headquartered Abicare aims to double in size over the next three-to-five years, creating a high performing and compassionate care organisation to service the needs of the South West. Long established and highly regarded by the communities in which it operates, Abicare delivers bespoke visiting and live-in care packages to residents in their own homes and has provided more than five million care hours to thousands of care recipients from its offices in Salisbury and Pontypool since it was established 20 years ago. With pressures on the NHS showing no signs of slowing and the demand for quality homecare continuing to rise, Abicare has restructured its operation to facilitate growth ensuring it is well placed to support national and regional health frameworks and take its innovative healthcare solutions to the wider marketplace. Tasked with taking the company forward is an experienced team of three industry professionals with more than 50 years combined expertise in leading successful healthcare businesses. Taking the lead is chairman Ian Talbot who will be supported by chief commercial officer Steve Carter and chief operating officer Matt Hibberd. Steve will head up a new clinical care division due to launch next year and Matt will lead Abicare’s personal care division. Together they will work with the company’s existing team of 350 care professionals to drive expansion, create job opportunities – the company aims to recruit more than 100 new care personnel over the next 12 months – strengthen local authority relationships and explore relevant partnership opportunities. Recruitment of carers is key objective, along with identifying new geographical areas for expansion; a third branch in South Wales is close to completion and target locations in Somerset, Bristol and Gloucester are under review. Supporting its drive for growth, Abicare is already actively engaging with brokerage teams and commissioners on existing NHS frameworks and integrated care boards and is looking to support the private market with high quality care working in collaboration with local authorities for more complex and bespoke work. Chairman at Abicare, Ian Talbot, commented: “Over the last 12 months, we have worked to reimagine the traditional homecare model to better meet the needs of society. “Nearly 20 years ago, our founder recognised the transformative power of care to enhance lives and contribute more positively to local communities. While our ethos will always remain true to these values, we are in a unique position to use our key care capabilities to support care recipients, even those with more complex clinical needs, in their own homes and thereby alleviate some of pressures on the NHS and regional health services. “The restructure enables us to facilitate the delivery of a comprehensive suite of complex care and reablement services in the home, expediating earlier discharges from hospital and potentially avoiding hospital admissions altogether, ensuring a meaningful impact not only on the lives of those we care for, but the communities in which they live. “We are committed to transforming Abicare and making it the first choice for exceptional homecare in the South West.” Registered with both the Care Quality Commission (CQC) in England and Care Inspectorate Wales (CIW), Abicare has the skills, expertise, diversity of provision and unique understanding to deliver high quality, bespoke and dependable homecare solutions for a wide range of healthcare issues. For further information, please visit www.abicare.co.uk
NEW DIRECTION AS SALISBURY-BASED ABICARE TARGETS GROWTH
Starlight Investments Celebrates Topping Out Manchester's Trinity Heights 60-Storey Residential Tower
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Starlight Investments is proud to announce the topping out of Trinity Heights, a 60-storey build-to-rent (BTR) tower set to become a defining feature of Manchester's skyline. The milestone was celebrated with the project team and partners, marking significant progress toward delivering 532 new rental suites to the city's growing rental market. Starlight Investments announces the topping out of Trinity Heights, a 60-storey build-to-rent (BTR) tower in Manchester, UK. Located in the historic Castlefield Conservation Area, Trinity Heights represents one of Manchester's most ambitious residential projects, reinforcing Starlight's commitment to creating best-in-class rental communities in prime urban locations. Upon completion, the development will feature a diverse mix of one-, two-, and three-bedroom homes complemented by extensive premium amenities, including an indoor pool, a fully equipped fitness studio, co-working spaces, resident lounges, and a rooftop garden – providing a comprehensive lifestyle experience in the heart of the city. Located at Trinity Way and Regent Road, the development offers excellent access to transit and is within walking distance of the city's thriving business, retail, and entertainment districts. The project is being built by Renaker, Manchester's leading property developer. "This major milestone is an exciting step in bringing this landmark development closer to completion," said Jonnie Milich, Head of UK Residential, Starlight Investments. "Trinity Heights exemplifies our commitment to delivering thoughtfully designed, high-quality rental communities that provide exceptional urban living. We are grateful to our team and partners for their dedication and collaboration in driving this project forward." "We're thrilled to have topped out Trinity Heights, a new 60-storey building in Manchester and a key part of our Trinity Island neighbourhood," said Daren Whitaker, Chairman of Renaker. "This milestone cements our relationship with Starlight Investments, marking the first building to top out in our partnership, and represents an exciting step in our wider regeneration of the area. We look forward to continuing our relationship with the team." The development's name, "Trinity Heights", defines both the tangible and intangible aspects of the community. "Trinity" refers to its physical location as part of the new Trinity Island neighbourhood along the River Irwell. The use of "Heights" speaks to both the project's status as one of Manchester's tallest residential buildings, as well as the elevated living experience offered to residents. Trinity Heights is part of Starlight's expanding UK residential portfolio and reflects the company's strategy of delivering leading BTR communities that contribute to urban regeneration and address the increasing demand for high-quality rental housing. Starlight has a strong presence across Greater Manchester, with two additional BTR developments under construction, underscoring its role in supporting the region's dynamic and growing rental market. Across the UK, Starlight has established a portfolio of 4,000 rental suites and over £1.1 billion in assets under management, with continued expansion underway as the platform builds momentum in key regional markets.
Wiltshire precious metals firm becomes first authorised partner of Royal Mint in the South West
Wiltshire-based precious metals specialist Gold Traders UK Ltd has been appointed an authorised partner of The Royal Mint, becoming the first business in the South West to achieve this status. The appointment enables Gold Traders UK Ltd to buy and sell bullion bars and coins directly from The Royal Mint, strengthening its position as a trusted UK dealer in physical precious metals. The business was founded 18 years ago by local entrepreneur Jon White, who is also known in Royal Wootton Bassett as the founder of RWB Auctions. “This is a pivotal moment for the business and one that has taken months of work behind the scenes,” said Jon White, founder of Gold Traders UK Ltd. “Becoming an authorised partner of The Royal Mint requires a rigorous approval and due diligence process. This is not easy to achieve and reflects the scale, professionalism, and transparency of our operation.” Gold Traders UK Ltd was established after Jon identified a lack of transparency in the precious metals buying market. Starting from his home in Wiltshire, the business was built around ethical trading, accurate pricing and customer trust. It has since grown into a multi-million-pound operation, buying and selling gold, silver, platinum and palladium for private individuals and investors across the UK. The company was the first precious metals dealer in the country to receive Trading Standards Buy With Confidence approval, reinforcing its reputation for fair and open dealing. As an authorised partner, Gold Traders is already selling 2026 bullion material from The Royal Mint, including the Gold Sovereign, one of the most recognised bullion coins in the world and now incorporating the highest level of security ever applied to a Sovereign issue. “Direct access to bullion from The Royal Mint removes any uncertainty around authenticity,” said White. “For people buying physical precious metals, that confidence really matters.” Pricing is linked to the live precious metal rate, with purchases available online and options for fully insured delivery or local collection. For security reasons, all precious metal stock is stored in secure off-site facilities.
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By Yasemin Kor Beckwith, Professor of Management Studies, Cambridge Judge Business School
Consumers are surrounded by food that is highly conducive to weight gain. No one likes dieting and very few have lasting success. But now weight-loss injections are seen as gamechangers, yielding results that seem miraculous for people who have struggled with their weight. Around the world, obesity ,high blood pressure, and abnormal blood sugar and lipid levels (so-called “metabolic syndrome”) have now been shown to affect 31% of women and 26% of men. The same study estimated that globally 1.54 billion adults had metabolic syndrome in 2023. The new genre of weight loss injections (GLP-1 agonists) have been shown to reduce weight by 16-23% in roughly one year. These drugs are expensive, but some healthcare programmes cover the cost for those who need them the most. In the UK, they are covered by the NHS for patients who are both severely obese and also suffer from specific weight-related health problems such as cardiovascular disease and type 2 diabetes. Some who can afford to pay may be able to get a prescription with less-pressing health conditions. In the meantime, prices of the drugs are starting to come down thanks to commercial competition and patents expiring. And a more convenient pill form is now available in the US and likely to become available in some other markets in the near future, meaning the overall uptake of these drugs could grow exponentially. This might all seem like bad news for the food industry. After all, the people who are taking these drugs, often for at least a year, have significantly reduced appetite. This will amount to a sizeable drop in demand for food products. So it’s interesting to consider how the food industry might react to this – with an aggressive response that revamps food product lines to promote better nutrition and health? Or with a wait-and-see approach to determine the long-term future of the drugs? People taking weight-loss drugs still need to get enough protein, fibre and other nutrients to prevent muscle loss and to keep their digestive systems functioning. It takes tricky calculations and consistent planning to figure out how to obtain all essential nutrients in small plates day after day. This can be a new business opportunity for food companies. Companies in the sector have introduced product lines with meals designed specifically for those on weight-loss medications – M&S (Nutrient Dense), Morrisons (Small & Balanced) and Nestle (Vital Pursuit). There are also smaller entrepreneurial companies in the mix – BistroMD, Field Doctor, Jane Plan and MealPro, for example. These specialise in meal preparation and delivery based on customers’ needs (for example, GLP-1-optimised, heart-healthy or diabetes-friendly) or taste preferences. Others will no doubt follow – but companies like M&S and small specialised firms are the ones showing more agility and capability in this space right now. The shadow of ultra-processed foods However, beyond GLP-friendly ready meals, food companies must confront a major problem: they are a significant contributor to the global epidemic of metabolic syndrome due to their promotion of the ultra-processed and highly processed foods found everywhere – from supermarkets, to workplace cafeterias and food outlets. It is not only consumers who rely on these products; food companies earn significant profits from them. GLP-1 drugs may help reduce consumers’ dependence on such foods, but could they also encourage companies to adjust their product ranges and offer more space for healthier options on shelves and menus? And even though recent research has shown that people who stop taking the drugs often gain back the weight they lost very rapidly, these drugs will not go away. They will most probably be carefully combined with other tools for effective long-term weight and metabolic syndrome management. Customers can expect to spot more GLP-1-friendly food products in all supermarkets this year. But unfortunately, with some exceptions, it is unlikely that consumers will see a significant reduction in highly processed or ultra-processed foods – or a big increase in the amount of healthier food on sale. Food companies are likely to continue generating revenue from less healthy products for as long as demand remains strong. That’s the usual response of established firms that are disrupted by technology, competition and new business models. Most prefer to take a wait-and-see approach, keeping their bigger portfolio and overall business strategy intact, and plan to calibrate a response based on the perceived urgency and size of the threat. But, in this case, that could be a big mistake. A tentative approach reinforces the already negative image of large food firms when it comes to public health. Introducing a limited range while failing to act on the damaging effects of their other product lines could further erode consumer trust. It could also open the door to competition from pharmaceutical companies, technology startups, and speciality food firms that take alternative approaches to food and health. These could involve even more sophisticated prepared-meal options, supplements and customised meal kits. The wait-and-see approach, however, delays the development of new products and business strategy. Ultimately, customer choices matter – and increasingly shoppers have more options. People with metabolic syndrome are more than likely to try weight-loss medications that may reverse their health problems. They are also likely to invest in approaches that will help them maintain their weight loss. Food and health companies that make it their mission to promote wellbeing are going to be tomorrow’s winners.
How will weight-loss jabs change the food industry?
Guilherme Klein Martins Lecturer in Economics, University of Leeds
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Once Upon a Farm, the mission-driven brand known for bringing organic, farm-fresh nutritious snacks to families, today announced its upcoming entry into the UK market with a limited launch at select Whole Foods Market locations in London. The debut marks the brand's first European retail expansion and introduces UK families to Once Upon a Farm's healthy, refrigerated offerings made with thoughtfully sourced organic, real ingredients and no added sugar or preservatives. Founded with the belief that every child deserves access to real, nutritious food, Once Upon a Farm has grown into a category-leading brand in the United States. Now, through a curated selection of 6 recipes available beginning in March 2026, the brand is extending that mission to the UK, offering healthy, farm-fresh options designed to support growing kids and busy families. "Nothing feels better than knowing Once Upon a Farm is a trusted, no-brainer, choice for parents and a happy, delicious one for kids," said Jennifer Garner, co-founder of Once Upon a Farm. "We are on a mission to raise the standard for kids' food and to make it accessible to families everywhere. And by everywhere – yes! Finally! After years of promising my UK friends, we are proud to make the jump across the pond. Expanding into the UK is a meaningful moment for all of us at Once Upon a Farm as we bring you our fresh, honest approach to kids' nutrition." Once Upon a Farm's products are made with organic fruits and vegetables and are cold-pressure protected to preserve nutrients and flavor. The brand is known for prioritizing transparency, sustainability, and taste, aligning with the strict baby and kids food standards held across Europe. "As a Public Benefit Corporation, our growth is guided by purpose," added John Foraker, co-founder and CEO of Once Upon a Farm. "Regardless of where we're serving families, our goal remains the same: to shape the future of food and help kids thrive through healthy snacks, made the right way." The UK launch with Whole Foods Market builds on years of collaboration in the United States and aligns with a retailer that has long set the standard for natural and organic food. "I am delighted Once Upon a Farm has decided to expand into Europe first with Whole Foods Market in the UK. We continuously look for exciting brands from across the globe to launch with us first in the UK, and this new range of natural children's food is a prime example of this," said Jade Hoai, Executive Leader of Purchasing Whole Foods Market. "We're excited to support Once Upon a Farm's launch in our stores and for the brand to be part of growth into 2026." For more information about Once Upon a Farm and its products, visit www.onceuponafarmorganics.com
Once Upon a Farm Selects Whole Foods Market London for UK Market Entry
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Two years can change everything. For William Perry, those two years have taken him from a sudden career setback to leading two successful North West businesses, North West Tipper Hire (NWTH) and CLR Group, employing 27 people and running a combined fleet of over 30 vehicles. The journey began in 2023 when William lost his job of ten years while on a family holiday. It was a difficult moment, but it proved to be a turning point and a gamble that has paid off tenfold. “I remember sitting there with my family and just deciding that I wasn’t going to let this define me,”says William Perry.“I’ve always had a passion for the transport industry, and I knew this was the time to go all in.” Two years later, that decision has changed everything. NWTH - Two Years, Seventeen Trucks, and a Clear Direction Founded in late 2023 in Sandbach, Cheshire, by William and Samantha Perry, North West Tipper Hire started with a simple idea to provide a reliable, responsive service that contractors could depend on. Utilising Williams' knowledge of the industry and Samantha’s various transferable skills from previous management experience, two years later, the company operates a modern fleet of 17 HGVs, supports major infrastructure and construction projects across the region, and records over £2 million in annual revenue. The company’s growth has been driven by trust and consistency. Contractors across the North West now recognise the NWTH name for professionalism, service, and reliability. From early starts on busy sites to last-minute haulage requests, the team has built a reputation for getting the job done. NWTH now employs 14 people locally, many of whom joined during the company’s early days. “Will has built something remarkable,”said one regional logistics partner.“He’s proof that grit, leadership, and vision can take you from a career low point to a business high point in record time.” The business continues to expand its fleet and explore more sustainable transport solutions while creating new job opportunities for drivers and support staff in the area. Standing as a shining example of how challenges can spark innovation and how a couple with a young family can turn things around. Its success is testimony to the hard work of William and Samantha and the dedication of their staff to go above and beyond. CLR Group - £5 Million in Year One In 2024, William Perry partnered with long-time colleague Sam Johnson to launch CLR Group, a business focused on earthworks and aggregates. Built on decades of experience, their goal was to meet growing demand for complete site solutions, combining excavation, muck-away, aggregate supply, and disposal site management under one operation. “We saw a gap in the market for a company that could handle every stage of the earthworks process,” says William Perry. “CLR complements NWTH perfectly and adds real value for construction clients.” “With our fleet and team, we’re capable of taking on some of the biggest and most complex earthworks projects in the region,” adds Sam Johnson. “And by offering both the machinery and the manpower, we’re able to give clients a one-stop shop for all their earthworks and aggregate needs.” Within just twelve months, CLR Group achieved an impressive turnover of £5 million, reflecting a strong demand for these services and the hard work of William, Sam and their team. The company’s growing fleet of excavators, dozers, and haulage vehicles now operates across construction sites throughout the North West. Having secured several major contracts and earned a strong reputation, the company is now setting its sights on expansion in its second year, with a promising future ahead. Looking Ahead for 2026 From one truck and a big decision, to creating 27 local jobs and a group turnover topping £7 million, the story of NWTH and CLR Groupis one of determination, teamwork, opportunity, and, despite having a young family, going above and beyond to succeed. Both companies continue to invest in people, equipment, and sustainable practices, keeping their focus on supporting regional construction and infrastructure projects. Poised to face the industry’s challenges head-on, NWTH and CLR Group are well-positioned to build on their achievements and strengthen their role within the region’s construction landscape even further. William, Samantha, and Sam look to the future and are more determined than ever to grow the businesses further. Call 01606 663816 or email transport@nwth.co.uk or sales@clrgroup.uk based on your needs.
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South West IT firm, Westspring IT are doing their due diligence when it comes to tackling the big issues their clients – and all businesses - will face for their technology in the new year. For WestSpring IT, 2025 has been a year of growth and development. Through expanding their team and client offerings, they have gained invaluable insight into what the future could hold for businesses in the new year. Emma Carter, chief executive of WestSpring IT has seen clients return because they provide personal understanding and are providing tailored support, especially for areas of concern for clients. “At a time when many smaller MSPs (managed service providers) are being swallowed up by much bigger entities, we are seeing clients return to us when they realise they are part of a treadmill, part of a process and not seen as individual, valued clients,” Emma said. The biggest threat for all businesses across the country is cyber security. There have been high profile cases of data breaches across the UK. M&S experienced a cyber-attack in November 2025, Jaguar Land Rover had a data breach in August of this year and had to stop operations to deal with it. Yet it’s not just about big businesses – it was shocking when a London-based nursery, Kido, were held to ransom over stolen data in September 2025. “Cyber security protection is not just for large conglomerates. It is smaller businesses as well, everyone can be affected,” Emma commented. “We don’t claim to be specialists in this area, we know what we are good at. Yet we work with excellent partners and we will bring in the expertise needed to make our clients are resilient as possible.” “Cyber security breaches are incredibly damaging events. Should your data be attacked, there will be repercussions on businesses, families, and yourself. What we aim to provide is a mitigation of this,” continued Emma. “The fear of cyber-attacks from businesses is akin to the 2010s coding fear and the millennium bug.” Westspring IT are already hearing from businesses who are worried and seeking insurance coverage for cyber breaches. With the threat increasing into 2026, clients are needing more tailored security, especially based on the data types they store. “You can’t do cyber security as a tick box exercise. Should you do that, your insurance may not cover all damages,” said Emma. “At WestSpring IT, we’re not afraid to call in other professionals. We are collaborating with experts who specialise in data management, to support and protect clients even more.” Based in Aztec West in Bristol, the WestSpring IT team have big plans in 2026 to increase their client base across the South West and beyond, looking for businesses looking to work for a minimum of 36 months and view technology as a tool for growth, not a necessary evil. “We take tech incredibly seriously and are always looking for ways to protect people. We aren’t going anywhere; We're looking to grow even bigger and better,” concluded Emma. The company provides strategic managed IT solutions, with service excellence a priority, establishing long lasting partnerships with businesses in the UK. Their clients include Halo Leisure, Circadian Trust, Method Consulting and Precision Resource Group. For more information visit https://westspring-it.co.uk/
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MINISO Expands Its Presence in Europe with New Stores in Milan, Düsseldorf, Liverpool, Manchester and More
At the start of December, global lifestyle retailer MINISO opened Italy's first collectible toy store in Milan, while its Düsseldorf Flinger store set a local benchmark for scale and experience in Germany. These consecutive flagship launches underscore MINISO's determination to accelerate its European expansion and bring innovative, accessible shopping experiences to local consumers. These new openings signal MINISO's strategic investment over the holiday period and its commitment to offering European shoppers more diverse and engaging choices. As flagship and upgraded stores land across key cities, the brand's European layout is being strengthened, with notable momentum in leading markets. Rapid Expansion in Germany Since debuting its first IP Collection Store in Essen in 2024, MINISO has maintained rapid expansion in Germany throughout the year, coupling strong store performance with prime locations and upgraded visual identities. The brand now operates in major cities such as Munich, Hannover, and Düsseldorf, and its stores benefit from prime urban district locations, including Alexanderplatz in Berlin, Flinger Straße in Düsseldorf, and leading shopping centers in Hannover. This robust growth is exemplified by the Düsseldorf flagship, which has emerged as a local landmark. Spanning over 530 square meters, the Düsseldorf Flinger Store—currently MINISO's largest location in Germany—offers approximately 3,000 SKUs across categories including toys, blind boxes, and creative lifestyle products. Robust Growth in UK MINISO's growth in the United Kingdom has been remarkable throughout 2025, with more than 50 stores welcoming customers nationwide. The brand covers London's core shopping districts—Oxford Street, Camden High Street, Bond Street, and Shaftesbury Avenue—alongside flagship locations in Manchester and other major cities, and it has expanded into regional hubs including Liverpool, Luton, Telford, Bromley, Milton Keynes, and Brighton. Notably, the brand entered Scotland for the first time in March with Edinburgh, followed by the opening of the northernmost UK store in Stirling in December. Each unveiling drew enthusiastic crowds, long lines, and strong social media buzz, highlighting MINISO's appeal among younger consumers and laying a solid foundation for continued expansion. Building on this momentum, MINISO continued to rapidly expanded its presence in Scotland towards the end of the year, adding new stores and introducing fresh retail experiences that significantly strengthened its footprint and delighted local shoppers. Expanding Across Europe Beyond Germany and the UK, MINISO opened a flagship store in Amsterdam in the Netherlands and launched Poland's first collectible toy store in Warsaw, further diversifying its European portfolio. In December, MINISO will celebrate the grand opening of its first Polish flagship store at Złote Tarasy, a premier retail destination in Warsaw. The new store is set to become a must-visit spot for young shoppers, enhancing the local shopping experience and reinforcing the brand's commitment to innovation and continued expansion across Europe. In the fourth quarter, additional stores opened in France, Portugal, Spain, Latvia, North Macedonia, and Greece, enriching the brand's presence and touchpoints across the region. Looking ahead, Europe remains central to MINISO's global strategy. The brand will continue to accelerate its expansion, deepen IP collaborations, and advance immersive retail experiences. MINISO is exploring opportunities for more new stores across Europe, from Paris and Athens to Porto and Skopje, reinforcing MINISO's commitment to offering richer product selections and more creative spaces—and delivering a high‑quality, joyful lifestyle to consumers worldwide.
Most people know what a difficult day at work feels like. It can be tiring, draining and tense, leaving you unable to switch off. But there are also days when work feels lighter and more energising. These good days are not necessarily defined by big wins or major achievements. In fact, they tend to come from harmonious experiences in the workplace that support our psychological needs. Research I carried out with colleagues suggests that when people feel genuinely supported by the people around them, it helps to meet three basic needs: a sense of autonomy, a sense of competency and a sense of connection. Meeting these needs is often what makes some days feel better than others. And workers can create these better days for themselves and for the people around them with these five simple suggestions. 1. Ask for help and offer it in return Support does not need to be formal or time consuming. A brief check in, a quick question or an offer to share advice can make a real difference. These small interactions help people feel connected and supported, which lifts mood and motivation throughout the day. Support works best when it goes both ways, so look for opportunities to both ask for help and offer it when you can. 2. Recognise the small wins Feeling effective is one of the strongest drivers of wellbeing, so take a moment to notice the small things that went well. Perhaps you made progress on a task or finally completed something on your to do list that you’d been avoiding. Recognising these small wins builds a sense of competence that carries into the rest of the day and into life outside work. 3. Give people (and yourself) some space A sense of freedom in how we approach our work plays an important role in how we feel each day. Give yourself permission to make small choices about how you complete your tasks and allow colleagues this same freedom when possible. Showing trust in others can strengthen your relationships, while giving yourself space can help you maintain focus and motivation. 4. Reach out before the end of the day Short moments of genuine connection can change the tone of the entire day. A simple thank you, a message of appreciation or a short conversation with a colleague can lift your mood more than you might expect. Reaching out to someone before you finish your day can help you leave work feeling lighter and more energised. Building positive workplace relationships not only feels good but also provides a reliable support network you can draw on when needed. 5. Stay balanced Sometimes we feel drained because one of our basic needs is not being met. Perhaps we have had too little freedom in our work, too few moments of progress or not enough human connection. Restoring balance matters more than maximising any one need, so taking a moment to notice what feels low is the first step towards bringing back a sense of equilibrium. The next step is to do one small thing to address it. Choose the order of your upcoming tasks if you need a greater sense of autonomy, complete a manageable task if you need a sense of progress and check in with a colleague if you feel isolated. Encouraging others to do the same helps build a team climate where balance and support are shared responsibilities. When this happens, good days become more common. Small changes, big differences The main message of our research is simple. Good days at work do not require major changes or perfect conditions. They are created through small everyday moments of support that help us feel free, capable and connected. When these needs are in balance, people feel better during the workday and have more energy when they get home. Work will always have its difficult moments, but we have more influence over our daily experience than we sometimes realise. By paying attention to the small moments that shape our day, and by supporting each other in simple but meaningful ways, we can create more days that leave us feeling fulfilled at work and refreshed at home.
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Five ways to make your day at work feel better
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By Ioannis Kratsiotis: Lecturer in Organisational Psychology, Manchester Metropolitan University
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"Good days at work don't require major changes or perfect conditions."
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Clive Roland Boddy Deputy Head, School of Management, Anglia Ruskin University
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