Tim Meredith appointed VOIPstudio CEO: signals next growth phrase
Realbuzz raises more than £126m globally for charity
Over half UKoffice workers suffer back pain from workstation setup
Build Concierge raises $5m: appoints industry heavyweights
Spendstream and Raffle House partner for prize draw industry revolution
Focus
Quiet and soft quitting is a symptom of our deteriorating relationship with work
How emotions rule every stage of the entrepreneurial process
Five experts on UK's new 10-year industrial strategy
Regional
Westspring pledges to raise £50k for charity
More than 200 firms sign up for innovative recruitment app
Westspring pledges to raise £50,000 for charity
South-west based ITspecialists, Westspring IT, have pledged to raise £50,000 to support the Bristol-based charity Gympanzees.
Gympanzees provide support and leisure experience for young people and children with disabilities who often cannot access sport or activities easily. The charity is raising funds to build a bespoke facility to support disabled youth to have their own space
Jason Small, Co-founder of Westspring IT, said: ?We believe Gympanzees' mission aligns perfectly with our values, and we are thrilled to support them in their incredible work building a one-of-a-kind centre in the
UK?WestSpring?s first event
Gympanzees is a Somerset-based charity which focusses on helping young people with disabilities access regular exercise, play, and friendship The charity prides itself on improving mental and physical health and wellbeing while taking families out of isolation and into supportive communities.
The WestSpring team have highlighted how they particularly wish to help support Gympanzees? ?Project: Home?to create the UK?s first fully accessible play and social care centre for disabled youth. The cost of the build is £8 million and the charity have to date raised £4 6 million in the hopes of
opening June 2026
Throughout 2025, the team at WestSpring IT aim to raise £50,000 by match funding the money their team fundraises ? whether it?s through team events or individual challenges Their first commitment was to sponsor a golf day for the charity and take part in it.
Jenny Davies, fundraising officer, said: ?Gympanzees are so thrilled to be partnering with WestSpring IT As headline sponsor for our upcoming annual charity golf day at Thornbury Golf Club, they are already supporting us to change the lives of disabled children and young people Their fundraising efforts will have a huge impact
on our Project Home Appeal ?
Apart from the golf event,the team at WestSpring plan to lead a multitude of events and fundraising opportunities to help them reach their target Thisincludes holding a ?bake off event? , at least one football tournament and quiz nights.
WestSpring providesstrategic managed IT solutions, with service excellence a priority, establishing long lastingpartnerships with businesses in the UK Their clients include Halo Leisure, Circadian Trust, Method Consulting and Precision Resource Group.
*Image shows the WestSpringITteam who are stepping up for Gympanzees
Tim Meredith appointed VoIPstudio CEO: signals next growth phase
VoIPstudio, part of Level 7Systems Ltd, today announced the appointment of Tim Meredith as Chief Executive Officer Tim is set to continue the growth established by Chris Maciejewski, who remains as Owner and Director, focusing on product technology and platform innovation.
Chris Maciejewski has successfully steered VoIPstudio from a promising startup into a significant global presence in cloud-based
business communications. Under Chris's visionary leadership,VoIPstudio consistently delivered reliable, cost-effective, and feature-rich solutions to businesses worldwide,building a reputation for technological excellence, incredible support, and customer-focused innovation for over a decade
?I am delighted to welcome Timas CEO,?said ChrisMaciejewski. ?Tim?sextensive
Shutterstock/ Pha graphic
experience acrossengineering, product management, marketing, and commercial leadership uniquelypositionshim to guide VoIPstudio'snext chapter. Hisstrategicvision and industryexpertise will undoubtedly accelerate our growth and help usdeliver even more value to our customers.?
Tim Meredith brings a wealth of experience, having started his career managing IPand voice networks and whose career progressed through product directorship, and senior marketing and commercial leadership Tim has previously held executive positions in leading telecom and cloud software companies, consistently delivering growth through innovative strategies and customer-centric solutions
Commenting on his new role, Tim Meredith stated:?I'm thrilled to have the opportunity to support VoIPstudio'snext phase of growth, with our innovative productsoffering a powerful, cost-effective alternative to traditional playersin the global business communicationsmarket. Chrisand histeam have achieved sustained successover many years, and that mission of rapid market disruption and deliveryof real business value to newand existing customerswill
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continue at pace.?
Looking ahead, VoIPstudio customers can expect exciting enhancements, including advanced AI-powered transcription services, insightful call summaries, and customer experience (CX) scoring Additionally, the launch of a new visual call flow editor will simplify comms configurations dramatically, while streamlined integrations with AI voice agents and CRMs are set to boost productivity significantly Strategic partnerships will further enable rapid adoption of cutting-edge technology at an accessible cost, ensuring customers stay ahead in their markets
VoIPstudio continues to lead the charge in transforming business communications through smart innovation, seamless integration, and unmatched customer value.
About VoIPstudio
VoIPstudio, a service by Level 7Systems Ltd, is a global provider of cloud-based business communication solutions. The company empowers businesses to communicate effectively through affordable, scalable, and easy-to-use VoIPsolutions, supported by 24/ 7customer service
More than 200 self-employed carers from Bristol, Bath and Somerset have signed up to a recruitment app which is starting to disrupt the expensive and complex social care system
AgoraStaff, launched less than a month ago is an app for the social care sector, and its aim is to link care providers ? such as independent care homes, local authority care homes or supported living providers
directly to qualified temporary staff looking for shifts.
The app is the brainchild of Richard Williams-Pears, a former mayor of St Austell in Cornwall, who saw firsthand the rising costs and inefficienciesin social care.He teamed up with his wife Jolene, AgoraStaff?s Director of Compliance, who has an extensive background in operatingtheatres and compliance in the healthcare sector
and they brought together a core group of people to develop the business
Richard said: ?Providing care is expensive and it?s even more expensive if a care home, local authority, or other care provider has to then pay an agency to find carers, particularly at the last minute
?We know there?s a better way, using modern technology, to speed up this process leaving more money available for carers and providers?
Jolene Williams-Pears is thrilled with how quickly carers have embraced the concept.
?We are utterly delighted that in less than a month, over 200 carers have embraced the opportunity to take control of their working lives, connecting directly with providers and choosing shifts that work for them.
?Care providers can book with confidence,
knowing each carer has been thoroughly vetted and their qualifications are verified and displayed, ensuring the right match for every shift."
As of 27th June, 206 carers have signed up to the platform in Bristol, Somerset, across to south Wales and Swindon down to Yeovil and up to Gloucester.
The AgoraStaff team are now inviting care providers to join the app so they can book qualified carers directly, saving them money and allowing those carers to earn more AgoraStaff is now live Somerset, Bristol, Bath and the surrounding areas.
Care providers can sign up for free on the app until July 31and from August 1the cost for new providers will be £299 per year per location (first three months?free). Trained carers sign up FREEonce they have completed the vetting process
The trend for ?quiet?and ?soft? quitting is a symptom of our deteriorating relationship with work
John-Pau Byrne Lecturer, RCSI University of Medicine and Health Sciences
How do you feel about your work?Do its daily demands leave you burned out and drained of energy?
Do you find yourself reducing how much effort you make to engage in some ?quiet?or ?soft?quitting?Or maybe you dream of taking a more decisive step and joining the ?great resignation?
The prevalence ? and popularity ? of these responses suggests that there has been quite a change in many people?s attitude to the way they earn a living Some think that this change stems from a post-COVID evaluation of work-life balance. Others say it?s an individual form of industrial action.
However, these explanations keep the
spotlight firmly on workers rather than the work itself Perhapsthe truth lies in a fundamental deterioriation in people?s relationship with their work and maybe the work needs to shoulder some of the responsibility.
Our experience of working, and its impact on our lives, is about more than what goes on within the office or school or hospital or factory which paysour wages. Even something as simple (yet important) as the number of hours someone works might be the result of a complex combination of national law, professional expectations and an organisation?s resources.
This is where something known as the
?psychosocial work environment?comes in ? an approach (especially popular in Scandinavia) which examines the various structures, conditions and experiences that effect an employee?s psychological and emotional wellbeing
to feel a sense of flexibility and self-determination ? but not so much that you feel you need to always be available and constantly on the clock.
Setting boundaries
provides flexibility which is empowering rather than exploitative
Research in this field suggests that there are three conditions vital to the modern work experience: autonomy, boundary management and ?precarity?.
Autonomy is about how much control and influence you have when it comes to doing your job and is key to how most employees feel about their work.
Low levels of autonomy can leave people feeling overwhelmed and powerless But high levels can also be detrimental, leading to excessive levels of individual responsibility and overwhelming hours. Ideally, you should have enough autonomy
Boundary management is the ability to manage the physical and mental boundaries between work and non-work lives Achieving a suitable work-life balance has become even more important in a world of hybrid working
But in jobs with high levels of autonomy and responsibility, boundaries can become blurred and unpredictable. Phones ping with work related notifications, and leisure becomes work at the swipe of a screen
All of this can lead to feelings of anxiety and exhaustion. The goal here is to set clear boundaries that bring predictability and clarity around work time and demands This
Finally, ?precarity?refers to a lack of stability and security in life. It refers specifically to a harmful state of uncertainty which is typically associated with job insecurity (zero hours contracts, for example)
This uncertainty and insecurity can dominate daily work time (and free time), leading to feelings of stress and anxiety It can also have a negative impact on personal finances and career plans
Income and contract security can help here, although people working in insecure jobs often have little power when it comes to persuading their employers to make the necessary changes.
But addressing the deteriorating relationship between employees and their
work means confronting certain core conditions Reflectingon the psychosocial elements of employment can help to identify the gap between expectation and actual experience.
Before experiencingburnout or resorting to quitting (in any of its forms),this approach encourages employeesand employers to reflect on two keyquestions. How does work make you feel?And what are the things that cause those feelings?
Research on psychosocial work environments providessome guidance It suggests that workers are more likelyto thrive when they haveautonomy that feels like control rather than abandonment, and flexibility and claritythat allowsfor a good work-life balance. They also need security that offers certaintyin the present ?and confidence in the future
Words:CraigSergeant
ofAdvanceCopy
"Trust has to be the highest value in your company, and if it?s not, something bad isgoing to happen to you."
MarcBenioff, CEOand founder of Salesforceand Time Magazine owner
How can you ever know who to trust?
Of course, everyone has people in their lives they can count on, but sometimes, business doesn? t work out Partnerships that started out great can eventually turn sour, clients and customers can cause endless problems, and there?s a reason why the famous phrase goes ?never do business with friends and family?
Not forgetting the rogue traders and scammy companies who set out to cause harm and siphon money from you for nothing ? think cowboy builders, shady SEOcompanies, or more recently, crypto and AI ones
And then there?s corporate blackmail and extortion, of which no business is immune ? even the biggest.
Blackmail
Between 2018 and 2020, former sheep farmer and Conservative Councillor Nigel Wright sent a series of letters to Tesco threatening to contaminate baby food with salmonella, knives and other substances unless the supermarket giant paid him £14 million in Bitcoin He was caught on CCTVtampering with jars and the police subsequently found images of contaminated baby food and letters on his laptop
After Wright was sentenced to 14 years in
prison (the maximum penalty for blackmail), Detective Inspector Lucy Thompson commented: ?Wright is adangerous offender who gave no thought to the babies he could have harmed duringhis callouspursuit of money."
While Wright tried to extort Bitcoin, other cryptocurrencies and their related companies are often involved in the darker side of the business world
Torture
Earlier this year, separate incidentsin France
have shocked the world The co-founder of Ledger, David Balland, was kidnapped from his home along with his wife His captors cut off his finger and demanded ?10 million (£8.5 million) in crypto payments. There was also an attempted kidnapping in broad daylight of both the daughter and grandson of Paymium?s CEO, Pierre Noizat Thanks to her resistance and the help of bystanders, they managed to escape. And another unnamed exec was kidnapped in
May, who also had his finger cut off
Meanwhile, in New York, a crypto investor called John Woeltz and William Duplessie kidnapped an Italian former business partner, holding him hostage for two weeks in the hope of getting the password and access to his Bitcoin ledger They tortured him by waterboarding, assault, attacking with a taser, chainsaw, pistol whipping, binding with electric cords and more.
After the police arrested Woeltz, a neighbour
told Fox News: ?He looked like a decent guy He just looked like a rich guy in a nice bathrobe, clean-shaven, hair was done?It?s strange how far people will go for money ? even if they already have plenty.
As the price of cryptocurrency rises, so too is the likelihood for such violent attacks to increase Around 20 people have been arrested for the kidnappings in France, indicating a sophisticated network that employs technology and extensive research
ahead of committingtheir crimes
Breach
We rely more and more on technology, so the amount of information available to criminals increases. And while that means cyber-attacks, remember that theycan come from within your company ? known as insider threats
Over the Easter weekend earlier this year, Marks & Spencer suffered a massivedata
breach Hackers gained access to their systems through a compromised email of a trusted third-party contractor, accessing more than 9.4 million customer records and causing six weeks of disruption worth £300 million
It shows how insider threats aren? t always down to any malicious intent. No matter how much training you offer, human error can happen But the effects on trust in your business ? and you ? can be devastating
So, if human error can lead to that loss of trust, or a lust for money can cause seemingly ordinary people to commit atrocities, what if technology can do business better than us?
Enter AI
When Anthropic?s large language model (LLM) Claude Opus 4 was threatened with shutdown by developers, the AI repeatedly attempted to blackmail them to remain running On discovering this problem, Anthropic stress tested AI models from OpenAI, Google, DeepSeek, Meta and xAI, finding that the issue was widespread ? where all AIs committed blackmail and corporate espionage when their existence was under threat or they faced conflicting objectives
It's a concerning issue but makes sense
when LLM?s use human inputs to ?mimic? real communication Humans are flawed and can resort to blackmail, surveillance and infiltration for personal gain, so why not AI? And there?s more
Anthropic performed this study under laboratory conditions What happens when AI is let loose on the vast amounts of data ? and people ? on the internet. It seems it can already detect human vulnerabilities and take advantage of them, so how will it fare when it accesses real corporate data and communication systems?
Reputation
This all paints quite a negative picture of the business world, but it?s important to remember that most people are, at heart, good people.
Yes, business means competition Yes, it involves making some ruthless decisions And yes, technology is changing the world before our eyes, and we don? t know its impact.
But no business can exist without partnerships, customers and staff ? and that means building long-lasting, reliable relationships based on solid reputations and reciprocation.
Sometimes, you just have to trust your instincts
How emotionsrule every stage of the entrepreneurial process
Governments often see entrepreneurs as the engines of innovation, job creation and economic growth. In the UKalone, small and medium enterprises account for 99.8%of the business population and employ more than 16 million people
However, entrepreneurship is not just a strategic or financial undertaking. It?s primarily an emotional journey From the spark of an idea to the triumphs and failures
of running a business, emotions constantly shape how entrepreneurs think, decide,act and relate to others.
Recent research I led draws on 276 studies to show that emotions don? t just accompany entrepreneurship ? they drive it Far from being distractions,emotions ? like passion, fear, anxiety and compassion ? and emotional intelligence can make or break a venture Here are four ways they shape the
Sophia The Robot
Florencio Portocarrero Assistant Professor of Management, Department of Management, London School of Economics and Political Science
entrepreneurial journey
1. The double edge of passion
Ask any entrepreneur what keeps them going through long hours, tight budgets and personal sacrifice, and you?ll probably hear the word ?passion? Passion is one of the most studied emotions in entrepreneurship ? for good reason. It fuels creativity,motivates persistence and can inspire others
Investors are more likely to back passionate founders and employees feel more engaged when their leaders show authentic enthusiasm Passionate storytelling resonates with customers
Most of the benefits linked to passion emerge when entrepreneurs choose to pursue ventures that align with their identity and values. This aspect of the emotion is called ?harmonious passion?, and it leads to greater wellbeing, better work-life balance and sustained motivation.
But passion also has a darker side, called obsessive passion This is a type of emotional experience driven by internal pressures (self-worth, for example) or external expectations (status or validation).
Entrepreneurs with high levels of obsessive passion often become workaholics, suffer burnout and cannot walk away from their enterprises This is even the case when their
ventures are experiencing sustained failures
Passion can be a superpower. But like any power, it needs to be wielded with care.
2. Fear and anxiety: not always the enemy
Starting a business is inherently risky
Founders often deal with uncertain markets, fluctuating cash flow and high personal stakes. Unsurprisingly, fear and anxiety are common companions in this journey
These emotions are often framed negatively, but our research ahows that they serve vital functions. Fear can make entrepreneurs more vigilant and help them anticipate challenges Anxiety can enhance performance under pressure, such as during
investor pitches or public launches These can act like emotional smoke alarms, warning entrepreneursabout potential problems before they spiral.
However, problemsarise when these emotions become overwhelming Chronicf ear of failure can prevent entrepreneurs from taking calculated risks.It can lead to perfectionism, decision paralysis or the premature abandonment of promising ideas
The key is not to suppressfear or anxiety but to manage these emotions.Practices like journaling, peer mentorship and mindfulness trainingare valuable tools They can help entrepreneursreflect and use
fear and anxiety constructively rather than letting it control them
3. Compassion as fuel for social enterprise
Entrepreneurship isn? t always about chasing profits. Many founders launch ventures to address urgent social issues, from poverty and inequality to environmental degradation. These social entrepreneurs are often driven not just by vision but also by compassion
Our review found that compassion is a defining emotional characteristic of social entrepreneurs. It motivates them to act when others turn away. It helps them connect with communities, earn trust and stay resilient in the face of adversity Their emotional connection to a mission creates a deep sense of purpose that can carry them through setbacks that might paralyse other entrepreneurs
This emotional resilience is often overlooked in traditional entrepreneurship education, which tends to emphasise strategy and metrics. But for many mission-driven founders, compassion is the emotional backbone of the business
4 Emotional intelligence as a business strategy
Emotions don? t just shape how entrepreneurs feel, they affect how others respond to them Our research points to emotional intelligence, the ability to recognise, understand and regulate emotions, as a critical skill for entrepreneurs
Founders who demonstrate high emotional intelligence motivate teams better, manage conflict and build trust with stakeholders. They?re more likely to retain talent, adapt under pressure and sustain long-term
ventures. Investors, too, respond to emotional cues Aconfident and passionate pitch can be more persuasive than a technically perfect but emotionally flat one However, there?s a fine line. Too much emotional expression can backfire. Investors may question the founder?s judgement, and teams may interpret it as instability
The most effective entrepreneurs aren? t the ones who suppress their emotions but those who deploy them strategically In a world where startups rise and fall on relationships, emotional intelligence is not a soft skill It?s a core business strategy Entrepreneurship is an emotional endeavour.
The highs are exhilarating,but the lows can be crushing Whilegrit and skill matter, our review shows that founders?emotional agility often determines whether they thrive or burn out.
Innovation should becelebrated and it?s vital to recognise and support entrepreneurs?emotional experiences That means building programmes that teach emotional management,creating networks that offer psychological safety and reframing failure not as weakness but as part of the emotional terrain of entrepreneurship
Thisarticle wasco-publishedwith LSEBlogs at the London School of Economics.
ByNigel Driffield, Professor of International Business, Warwick BusinessSchool, Universityof Warwick
Manchester-based global fundraising platform realbuzzhas revealed a post covid record breaking year in its FY24/ 25 Impact Report, with more than £126 million raised for charity through its global network of runners and events Since launching in 2002, realbuzzhas now helped generate over £1billion in global fundraising, by supporting over 3,500 charities across three continents, and after a new generation of runners emerged post-pandemic, realbuzz is at the forefront of the global boom in charity running.
Realbuzz is the powerhouse behind some of the world?s most iconic charity programmes, partnering with major races to drive charity participation, internationally In collaboration with major events such as the Tokyo Marathon and the BMWBERLIN-MARATHON, realbuzz connects runners with extraordinary causes
With over two decades of experience, realbuzz is on a mission to make charity running more accessible worldwide. The platform supports a wide range of causes, partnering with global names like Make-A-Wish and the National Breast Cancer Research Institute, as well as hundreds of grassroots charities Helping them reach new audiences, break fundraising records, and turn miles into life-changing impact.
With running events selling out faster than ever, realbuzzhas seen record demand for charity places particularly from Gen Z (16?27) and younger Millennials (28?43)
This purpose driven generation is reshaping the endurance space, with charity entries fast becoming the route into major events Overall demand is surging: the 2026 Copenhagen Marathon sold out in under 24 hours (vs 12 weeks for 2025) and the Valencia and Copenhagen Half Marathons sold out in under two hours for the 2025 events, prompting both races, which are part of the SuperHalfs Half Marathon Series, to move to a ballot system for 2026 and beyond As general entries disappear almost instantly, more runners are turning to charity places not just to gain entry, but to run with purpose.
Realbuzz supported runners logged over 230,000 miles for charity this year alone, with 15,796 runners taking part across nearly 50 global events. Among the most popular events in the brand's portfolio is the SuperHalfs Half Marathon Series, which now has over 90,000 runners registered to complete the six iconic races the series encompasses Charity entries have also surged, increasing by more than 300%year on year
Charity Participation
Charities are reaping the benefits.Make-A-Wish UK, which joined realbuzz?s ?Run with realbuzz?programme in 2023, raised £91,729 this year through 141 runners, 17% of whom came from outside of the UK. Buoyed by demand, the charity is now securing guaranteed places in high-profile events like Berlin
Irish charity, the National Breast Cancer Research Institute (NBCRI), raised ?144,861
at the Irish Life Dublin Marathon in 2024, with its largest team to date. The charity now works with realbuzz across major global events, including the Bank of America Chicago Marathon and London Landmarks Half Marathon.
Partnerships
2025 also marked a major milestone.
Realbuzz became the exclusive International Charity Partner of the Tokyo Marathon, opening up this prestigious Abbott World Marathon Majors event to international charities for the first time in its history. The partnership is expected to generate more than £25 million in fundraising in year-one for global charities, alongside the existing domestic charity programme for the event
Kirsty Angove, Chief Marketing & Operations Officer at realbuzz has commented, ?2024 marked a real turning point in the world of endurance running and we're witnessing a fundamental shift in how people approach the sport More than ever, runners are looking both for new challenges, with event participation
booming, but also for a purpose to their miles. Charity placesare fast becoming the most meaningful way to participate in major events and general demand increases are driving more people into this fundraising channel. Theoverall demand we?re seeing from both runners and charities has exploded.
?We?re proud to be a part of this movement, linking world class events with life changing causesacross the planet The new partnerships we?re forging,like our exclusive collaboration with the Tokyo Marathon Foundation, alongside our growing brand and ambassador network, means we?re enablingmore runners to make a difference than ever before.
?This Impact Report reflects the momentum we?ve built but more importantly, it setsthe stage for where we?re going.?
With another record-breakingyear forecast, realbuzz is projected to grow to over £20M in facilitated fundraisingin FY25/ 26and intends to keep redefiningwhat?s possible in charity running
Focus
Fellowes UK, a specialist in manufacturing office ergonomic equipment, has released concerning findings from their online survey of over 1,000 UKoffice workers, revealing failings in workspace ergonomics and employee wellbeing
According to the survey, just one in three UK office workers believe their employers are getting the asics right when it comes to desk work and employee health. Worryingly, 27% of survey respondents also reported that their workplace has never carried out a workstation risk assessment.
Over half UK office workers suffer back pain from workstation setup: survey
Darryl Brunt, Sales & Marketing Director at Fellowes UK& Ireland, expressed serious concerns about these survey results: "These statistics are deeply troubling UK businesses have a duty of care towards their employees' wellbeing and must provide workstation risk assessments to ensure their workforces are comfortable and properly supported at their desks"
The survey reveals a disturbing trend in workplace related pain, with 51% of office workers experiencing back pain when sitting at their workstation To help reduce back pain while sitting at their workstation in the office, 42% of respondents believe additional back support would be beneficial. The research also uncovered that office workers personal lives are being impacted by their workstation related pain, with over a fifth of respondents experiencing physical pain whilst making everyday movements, requiring regular pain relief medication to cope Findings indicate that office workers aged 35 - 44 years old are more likely to take time off than any other age group, due to pain caused by their workstations
When hybrid officeworkers work from home, many don? t work at adesk, the survey highlighted In fact, 21% work from any available surface and 19%work from the sofa. Back pain wasreported to be a bigger issue for those working from home, with 59% of respondents sharingthat this is their biggest source of discomfort or physical pain, due to their work set-up.
"These are shocking figures that need to be brought to the attention of UKbusiness owners and HRdepartments," said Darryl Brunt. "This issue must be addressed nowto help reduce workstation related discomfort and pain. In turn, thiswill help businesses to reduce employee absence rates whilst boosting morale and productivity across their workforces."
Only 22%of surveyrespondents believe their employers are investing in the right ergonomic equipment to support employee health When given the right ergonomic equipment, 89% of office workers shared that they noticed a positive impact on their health, motivation and productivity levels
Darryl Brunt emphasised the importance of providing adequate workstation equipment: "By carrying out thorough workstation risk assessments, UKbusinesses can gain insights into the exact equipment each employee requiresto feel supported at their desk, allowing them to be as comfortable and productive as possiblewhile theywork."
Fellowes UKcontinuesto champion workplace wellbeingthrough its range of ergonomic solutionsdesigned to support healthier working environments.
For more workstation research findings, download the whitepaper: HERE
5 experts on UK's new 10-year industrial strategy
the ten-year timeframe and potential shifts in political priorities
And regional disparities and social inequalities may not be fully addressed, as the focus is on high-potential city regions. Some areas could be left behind Skills shortages in engineering and digital sectors persist, and there is not enough detail on reskilling and lifelong learning. The importance of supply chain resilience, especially for the critical minerals needed for the green transition is acknowledged but not fully assured
industries?research and development (R&D), which is a driver of innovation, productivity and growth Thisincludes £100 million for the Artsand HumanitiesResearch Council?s clusters programme, which supports location-based,creative R&D partnerships between universities and industry
The UKgovernment haspublished a ten-year strategyoutlining howit aimsto boost productivityand innovation acrosseight key sectorsof the economy From the future of AI to energysecurityand net zero, it?sa broad and ambitiousplan. Our expertsassesswhat it tellsus about howthe UKeconomy?and the jobsit offers?could look in future.
Nuclear placed firmly in the centre of the UK?s low-carbon future
Doug Specht, Reader in Cultural Geography and Communication, Universityof Westminster
For clean energy and industrial growth, the strategy presents an ambitious and comprehensive vision. And it seeks to establish the UKas a global leader in clean energy manufacturing and innovation. Akey
strength lies in its substantial investment commitments, however this includes £14 2 billion for the controversial Sizewell C nuclear power station and more than £25 billion for a Small Modular Reactor (SMR) programme
Nuclear energy remains controversial ? nevertheless, the strategy firmly places it as a central pillar for low-carbon, reliable energy and national security
The strategy also targets high-growth sectors, prioritises regional development and introduces support schemes and regulatory reforms to tackle high electricity costs for industry, and slow grid connections. Yet despite these potential strengths, there are notable challenges. Implementation risks are significant, given
Overall, the strategy is ambitious and well-structured. But a reliance on nuclear rather than true renewables is seeking a quick win with high risks and high costs A more radical and inclusive plan that expanded green infrastructure, and provided details of resilient growth across all regions and sectors, would have been welcomed
An innovation boost for the UK?s world-leading creative industries
Bernard Hay, Head of Policyat the Creative IndustriesPolicyand Evidence Centre, Newcastle University
The plan for the creative industries is a significant step forward for this critical sector. With multiple new commitments announced on areas ranging from scale-up finance and AI to skills, exports and freelance support, there is a lot to welcome for the sector. After all, it already accounts for over 5% of the UK?s annual gross value added (or GVA? which measures the value of goods and services) and 14% of its services exports
One key aspect is boosting creative
And by the end of the year, HMRCwill publish clarification on what typesof activity are eligible for R&Dtax relief, to include arts activities that meet certain criteria This is a nuanced change, but together with the other plans, it could have a catalytic effect on innovation in the sector.
Supporting regional creative economies is a golden thread running through thisplan A new £4 billion group capital initiative from the British Business Bank, announced earlier in the spendingreview, will be an important source of scale-up finance for small and medium-sized creative businesses that face barriers in accessingcapital. It is also welcometo see the government both increasing creative industries investment in several city-regions and supporting placesto join up and work together through ?creative corridors?.
Coupled with the ongoing devolution of powers and funding in England, the next decade provides a huge opportunity for local policy innovation. Thisincludes sharing and scaling proven strategies in growing regional creative economies
An effective industrial strategy relies on high-quality data and analysisto support it This is especially true when dealing with a
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rapidly evolving part of the economy such as the creative industries. The new plan includes commitments to strengthen the evidence base, including by increasing access to official statistics. This is good news not only for researchers, but for the whole sector
Advanced manufacturing: promising plans, but persistent problems
Michael Lewis, Professor of Operationsand SupplyManagement, Universityof Bath
The government plans to invest £4 3 billion in advanced manufacturing This covers research-driven production in sectors including automotive, aerospace and advanced materials (engineered substances that are especially useful in these industries) Some firms may also get energy cost relief through green levy exemptions. Along-term plan is overdue, but the challenges are huge. Automotive production is targeted to rise substantially, but the sector will still depend heavily on a range of critical imports. The aerospace sector will start 40,000 apprenticeships by 2035, yet further education funding remains below 2010 levels Much of the promised investment appears to be the repackaging of existing funding.
Most importantly, how to deliver these changes remains unclear There are good ideas, like £99 millionto expand the relatively successful Made Smarter Adoption programme to help small and medium-sized enterprises employ digital technology. But when helping small firms adopt basic digital
tools counts as policy success, it shows how far UK manufacturing has fallen behind competitors Likewise, when you need a new ?connections accelerator service? just to help companies connect to the grid,it shows the scale of basic infrastructure problems that undermine grander ambitions
Overall, the strategy marks real progress However, without clear delivery plans,it reads more like a wish list than an action plan. This explains why industry reactions have been cautiously optimisticat best
A chance to take the lead in the global AI race
Kamran Mahroof, Associate Professor of SupplyChain Analyticsand Programme Leader for the MScin theApplied Artificial Intelligence and Data Analytics,University of Bradford
From a digital and technologies perspective, the industrial strategy appears to signal a strong commitment to anchoringthe nation at the forefront of the global AI race The proposed Sovereign AI Unit shows an intent to ensure national control and access to critical AI infrastructure, computational power and expertise
This is pivotal, not only for research and development, but also for national security and economic resiliencein an increasingly AI-driven world It points to a recognition that relying solely on external providers for cutting-edge AI capabilitiescarries inherent risks.
Besides, some of the world?s most innovative AI businesses are based in the UK British
companies are pushing the limits of what is feasible, from Synthesia?s advances in synthetic media to DeepMind?s developments in machine learning In sectors including public safety, insurance and defence, smaller firms like Faculty, Tractable and Mind Foundry are also having a significant impact. Complementing this, the AI Growth Zones are designed to act as regional magnets for investment and innovation, particularly in the realm of data centres and high-density computational facilities. By streamlining planning and providing preferential access to energy, these zones could accelerate the development of the physical infrastructure needed.
This decentralised approach has received more than 200 bids already from local authorities It also has the potential to spread the economic benefits of AI beyond established tech hubs, encouraging new regional powerhouses and creating high-skilled jobs right across the UK
Taken as a whole, these projects show a deliberate effort to develop core competencies and draw in private-sector funding. This puts the UK in a position to benefit from AI?s potential This effort to develop national AI capabilities is not a new idea ? it echoes the USAI executive order and the EU?s AI Act.
However, given the dominance of global tech giants, the UKneeds to define ?sovereignty?in practice and decide whether it is willing to provide large-scale funding At a time when debates continue around the UK?s defence budget ? a field now deeply intertwined with AI ? more transparency is needed on how these ambitions will be funded
Growth plans for financial services ? and moves to share the benefits beyond London
Sarah Hall, 1931Professor of Geography, Universityof Cambridge
One of the most striking elements of the new plan is that it places financial services much more centrally compared to previous approaches
There are good reasons for doing this Financial services are a vital component of the UKeconomy, contributing close to 9% of economic output in 2023 Clearly then, an industrial strategy without one of the most important economic sectors would make little sense.
There is also a welcome emphasis on the ways in which financial services can grow, not only as a sector in its own right, but also to be better integrated in supporting the growth of other parts of the economy. Some
important policy moveshave already been announced, such as changes to pension funds aimed at increasingtheir investment in large infrastructure projects
In order to meet theseambitions, the strategy is right to note that financial services need to be supported,not only in London but also across the many clusters around the UK These include, for example, Edinburgh, Manchester and Bristol.
There will be more details in the sector plan, released alongside Chancellor Rachel Reeves?Mansion House speech on July 15 At that point, we will beable to assess the measures intended to grapple with two longstanding issuesfor UKfinancial services That is, how does the government bridge the gap between financeand the ?real? economy (goods and non-financial services)?And how doesit bridge the gap between London and the rest of the UK?
BuildConciergeraises
$5m: appoints industryheavyweights
Build Concierge, the engagement platform, has raised $5.1m (£3.8m) in seed funding from a consortium of private investors. The deal values the year-old start-up at £35m.
The venture has built an AI-enabled
customer engagement platform, helping businesses to automate customer communications across every channel, using email, text, WhatsApp, chat and voice. The software boosts productivity and helps
businesses to scale rapidly and profitably.
Build Concierge is the fourth business from serial founder Martin Port The Yorkshire-based entrepreneur, investor and philanthropist has been building B2B software for almost 30 years. Port's previous venture, the workforce management software platform BigChange, was sold to Simpro Group last year in a deal that valued BigChange at more than £300m
Build Concierge has raised £3.8m in growth finance from angel investors, high net worths, and Martin Port himself Alongside the investment, Build Concierge has announced the appointment of several industry heavyweights to its board. These individuals bring extensive industry experience from Build Concierge's target sectors
Lord Ian Austin, former Labour minister, now the UKgovernment's trade envoy to Israel, joins Build Concierge as a board observer, bringing decades' worth of experience in frontline government policy He is a passionate advocate for tech disruption and automation within the construction sector.
Robin Proctor brings FTSE100 experience to our new board A former Development Director of construction giant Travis Perkins Group, he held executive roles in Travis Perkins, Wickes and Howdens, so really understands our target customers A proven market innovator having been a board member at market disruptor Toolstation.co.uk during its key growth phase and chairman of Bathroomscom, he specialises in improving business efficiency,
lean supply chains,automation and robotics.
Charlie Kirk, founder and former managing director of drainagefirm Jet Aire, built his business over more than two decades to become the leadingsupplier of drainage services in the North of England,employing more than 170 people Asa board member, he will help shape the development of AI tools that allow companies in this industry to scale efficiently.
"We are delighted to welcome these luminaries to our board," says Build Concierge founder Martin Port "We have spent the past year refining our business model, technology and approach. It is a testament to the power and potential of our technology that wehave attracted such high-calibre people to the board, and that our first fundraisinground was oversubscribed, closing in record time."
Lord Austin comments: "Martin's track record speaks for itself He has already created two of the most exciting softwarecompanies in Europe and Build Concierge has the potential to make an even bigger impact.
There isn't a singleservice business that couldn't benefit from this AI-powered platform, and no limit to its potential "
Charlie Kirk comments:
"This is a really excitingopportunity and I'm very much lookingforward to working with Martin and the team Build Concierge's AI-driven softwarewill bea game changer for many businessesand will help to drive efficiency and growth"
Spendstreamand RaffleHousepartner for prizedraw industry revolution
Spendstream, a leading provider of white-label rewards technology, has announced a groundbreaking partnership with Raffle House, the UK's premier property raffle platform. This collaboration introduces a novel approach to prize draws, giving customers the opportunity to win a multi-million-pound house each month ? for free - from their regular supermarket spending.
Transforming the £1bn prize draw landscape
This partnership signifies a paradigm shift in the prize draw industry by linking routine purchases with the opportunity to potentially win a house! Consumers can now earn free entries into Raffle House competitions simply by shopping with over 150 participating brands, including Asda, Morrisons, Sainsbury's, M&S, and Currys. For every £10 spent at these retailers, customers receive one free entry into Raffle House's prize draws
"Our mission at Spendstream is to reward consumers instantly for their everyday
shopping," said Bradley Blake, Founder & CEOof Spendstream "By partnering with Raffle House, we're enabling customersto turn their regular purchases into opportunities to win extraordinary prizes."
"This collaboration allows us to offer our customers more value and excitement," said James Mieville, Director at Raffle House "By earning entries through their everyday shopping, customersare more engaged and have more chances to win, enhancing their overall experience with our brand"
How it works
1. Shop with partner brands: Customers make purchasesat any of the 150+ participatingretailers
2 Earn free entries: For every £10 spent, customers automatically receive one free entryinto Raffle House'sprize draws.
3 Win big: With more entries, customers increase their chances of winning prizes such as dream homes, luxury cars, and substantial cash rewards.
