Surrey Business Magazine- issue 89

BUSINESS SURREY

£8.1bn funding gap in the South East

Share buybacks – friend or foe?

MOTORING

BMW i5 M60 Touring

THE BIG STORY

The cost of failing to prevent fraud

Rethinking property

ANDREW FLINTOFF

MENTAL HEALTH ISSUES

AMONG SPORTS STARS

BIG STORY

36 Andrew ‘Freddie’ Flintoff

A look at one of England’s greatest and most swash-buckling of all-rounders, as he convalesces from his crash, and comes to terms with bulimia

SURREY CHAMBERS

6 Surrey Chamber News

A round up of Surrey Chambers of Commerce members’ news

8 Surrey Chamber Events

What’s on for Surrey Chambers members

12 Learning Skills Improvement Plan

Unseen Surrey: Understanding youth disengagement

15 Surrey Business School

Putting customers first: the key to digital transformation NEWS

20 National news

A round up of important business stories from around the world EVENTS

18 The Platinum Club

Now in its 16th year, The Platinum Club hosted a fog-bound awayday at Malmaison in Brighton Marina

30 Surrey Business Awards

The prestigious awards return for 2025, with the entry deadline approaching fast. Tickets are on sale for this too.

PLATINUM MEDIA GROUP

BUSINESS

53 Cleankill

Be careful not to bring anything more than the duty free back from holiday this summer

LEGAL

32 DMH Stallard

HMRC is stepping up the hunt for directors who have deafulted on COVID-era bounce-back loans

34 DMH Stallard Commentary

Helen Mead ponders whether share buybacks during an M&A process are ‘friend or foe’

42 Mayo Wynne Baxter Commonhold: is it time to rethink property ownership?

46 JMW Solicitors

How should businesses react when failing to prevent fraud?

FINANCE

24 Kreston Reeves

Increasing and improving the resilience of your company

28 Allica Bank

The bank has identified a possible £8.1bn shortfall in business funding in the South East. What can be done to alleviate this?

TRAVEL

48 Re-locate to the Caribbean

Some Caribbean islands are offering citizenship or visas in return for inward investment

MOTORING

50 BMW i5 M60 Touring

Maarten Hoffmann simply asks, “Is this the best BMW EV on the market?

Yes, it is. A very impressive car and a feat of engineering.”

August is a month of creation and planning at Surrey Chambers of Commerce as we gear up to deliver a packed programme of events across the autumn with fresh opportunities to connect and grow. The Annual Property Lunch, taking place on September 18th at Guildford Pavilion, is one of our most anticipated annual gatherings. Designed for professionals in the property and construction sectors, this event features expert speakers, valuable networking, and a delicious two-course lunch.

This year’s speakers will explore pressing industry issues and trends shaping the built environment. At a time when construction is on the government’s agenda and a skilled workforce needs to be developed over the next few years, this is a great way to find out the latest in the sector. As AI becomes the buzz phrase on everyone’s lips, we are gearing up for some practical sessions as well as planning our annual AI conference for 2026.

LOCAL SKILLS IMPROVEMENT PLAN

Surrey Chambers of Commerce was delighted to publish its Local Skills Improvement Plan Progress report at the end of June. The LSIP is helping Surrey and Hampshire build a stronger, more

HELPING SURREY THRIVE THROUGH SUMMER

ANNUAL PROPERTY LUNCH

responsive workforce by aligning training with employer needs, raising awareness of career opportunities, improving access to clear job pathways, and fostering better collaboration between educators and businesses, supporting long-term growth in key sectors. The report is available at www.surreychambers.co.uk/report/em3-includingall-of-surrey-lsip-progress-report-2025

18th September 2025

The Guildford Pavilion

Kindly Sponsored by:

Any businesses keen to work with training providers to influence provision, please do contact us.

Keeping on the skills theme, another date for the diary is October 17th, when

❛❛ The conference will present an opportunity to influence, engage, and contribute to this exciting agenda. ❜❜

we will be joining forces with Surrey County Council to deliver a skills and employment conference. The ongoing national government focus on ensuring that people can take up the job opportunities presented by a thriving economy presents an exciting opportunity for Surrey. The conference will present an opportunity to influence, engage, and contribute to this exciting agenda. It will be a day-long event, featuring talks and workshops that will bring together the employers and organisations that have a real interest in developing a healthy and thriving workforce, and delivering future-focused skills provision across Surrey.

NEWS FROM WESTMINSTER

On the last day of July, the government launched Backing your Business: Our Plan for Small and Medium-Sized Busi-

nesses (SMEs), which is a much-needed step forward in recognition and support for the businesses which are the backbone of the UK economy. Chambers of Commerce and SMEs have worked with the government to co-design this plan and will continue to deliver it in partnership. However, businesses are still struggling with a mounting wall of costs and will want to see longer-term reform of business rates and no further tax increases heaped upon them to really feel the support!

The areas covered by Backing your Business, which will go a long way to making doing business better in the UK, are; legislating to end the scourge of late payments; modernising the tax and

customs system to make it easier to navigate; reducing regulatory burdens; unlocking access to finance through a stronger British Business Bank; fairer lending; backing the everyday economy by revitalising high streets, supporting local enterprise and tackling crimes like tool theft and shoplifting that hurt small businesses; future-proofing business skills by giving businesses the skills to make the most of digital technologies and AI, and develop their leadership and management, alongside improving access to the right staff; opening up opportunities through international trade, boosting exports, giving smaller firms a fair chance at winning government contracts, and launching a new Business Growth Service.

AND WHILE YOU’RE HERE...

Platinum Media Group enjoys the largest circulation of any business magazines in the UK, reaching over 720,000 readers across the South East and this includes 468,000 online readers. If you can’t wait for the next issue then jump onto our social media platforms and join the conversation.

Louise Punter

CEO Surrey Chambers of Commerce

Surrey Chambers of Commerce can be reached on 01483 735540, info@ surrey-chambers.co.uk, @surreychambers www.surrey-chambers.co.uk

CHAMBERS NEWS

FRAGILE OUTLOOK REMAINS AFTER NI TAX RISE

In the largest survey of business sentiment since April’s employer National Insurance rise, the British Chambers of Commerce (BCC) Quarterly Economic Survey for Q2, shows confidence among firms remains weak.

While price rise expectations have eased back from near historic highs in Q1 – tax remains the biggest concern cited by firms. Only a third say domestic sales have grown over the last three months.

The survey was carried out by the BCC Insights Unit and the UK wider Chamber network after the National Insurance rise came into force, with the fieldwork conducted between May 12th and June 9th. Over 4,500 businesses across the UK (93%

of whom are SMEs) responded online.

• Business confidence remains subdued

• Fewer firms are planning to increase their prices

• Tax remains the biggest concern as NI rise bites

• No significant improvement in business conditions

• Most firms are struggling to invest

Shevaun Haviland, Director General of the British Chambers of Commerce, said: “The rising cost of doing business means confidence levels remain at their lowest levels since 2022.

“However, it’s encouraging to see a drop in the number of firms planning to raise prices. Any sign of inflationary

pressures easing is good news for business and the wider economy. But prices remain volatile

“Businesses have welcomed the series of long-term strategies from the Government in recent weeks, all designed to drive forward economic growth. Our research shows businesses are stuck in a rut and more needs to be done at pace by ministers to turbocharge the economy and boost business confidence.

“Our Blueprint for Growth report provides a clear set of proposals to drive business innovation and investment. We urge ministers to work with us to implement these ideas.

AMAZON FILTERS SET TO BOOST PHARMACEUTICALS SECTOR REACH AT SINGAPORE SHOW

A British manufacturer is to showcase filter products and solutions for the global pharmaceuticals sector at a major international trade show in Singapore.

Team members from Amazon Filters will be at the ISPE Singapore

Conference and Exhibition to discuss how the firm’s process filters and housings support critical pharmaceutical and biopharmaceutical applications.

ISPE, the International Society for Pharmaceutical Engineering, will welcome more than 2,000 attendees, including around 100 sponsors and exhibitors, to the event, taking place at the Suntec Convention & Exhibition Centre from August 27th-29th, 2025.

Forty-year-old Amazon Filters took part in ISPE’s European annual conference in London in May 2025, but this is the

firm’s first time at the Society’s annual Singapore gathering.

On the exhibition team are Kuala Lumpur-based Process Engineer Muhamad Syakir Samsudin and Asian regional Business Development Manager Mohamed Nizam Mohamed Hanifa.

They will be joined by Stuart Thomson, Associate Director at BHF Technologies, Amazon Filters’ pharma distributor for the Singapore region market.

Amazon Filters has already signalled plans for continued engagement with the pharmaceuticals sector by confirming its presence at ISPE’s next European conference, which takes place in Denmark in 2026.

ALMOST SIX IN TEN LARGE UK COMPANIES SUFFER CYBERSECURAITY INCIDENTS

Large businesses in Surrey are increasingly exposed to cyberattacks, with fresh data showing a clear link between company size and breach frequency – but experts are warning that smaller firms may be dangerously underestimating the threat.

According to the latest Azets Barometer, just 41% of large UK businesses avoided cybersecurity incidents in the past year – compared to 65% of smaller firms. Meanwhile, 13% of companies with revenues over £10 million reported multiple breaches.

The bi-annual survey, conducted by international business advisory group Azets, reveals a growing concentration of cyber risk in specific sectors. In finance, fewer than four in ten firms avoided breaches in the past 12 months. In retail and hospitality – a sector rocked by high-profile incidents – 43% stayed incident-free, with more than a third suffering at least one attack.

By contrast, lower-risk sectors like

construction (80%) and healthcare (76%) reported significantly fewer breaches.

The findings come just weeks after Marks & Spencer disclosed a cyberattack expected to wipe £300 million from this year’s profits, with systems remaining disrupted for over a month. The Co-op, Harrods, and Adidas have also suffered recent attacks, highlighting the real-world impact of digital exposure.

Across all UK businesses, 58% reported no cybersecurity incidents, above the European average of 50%.

FOXHILLS RECEIVES ACCOLADES

After being shortlisted as a finalist in four categories at the Surrey Awards 2025, Foxhills Hotel & Spa said it was honoured to also be named Best Spa in Surrey, as well as highly commended in the Best Hotel and Best Fine Dining Restaurant categories.

Recognising the ‘best of the best’ in the county and celebrating what makes Surrey such a special place to be, the awards reward the hard work of local businesses to achieve excellence, quality and outstanding customer service over the past year.

There were 21 awards up for grabs on the night, with seven businesses shortlisted in each category by an expert panel of judges. It was then down to the Surrey public to vote for the winners, with 28,500 votes cast online through Surrey Rocks Magazine.

About 26% suffered one breach, and 9% had multiple, compared to 11% EU-wide.

By revenue, the data shows a clear trend that as businesses grow and data volumes increase, so too does the frequency and impact of cyber incidents.

Paul Kelly, Head of Cyber and Data Privacy Services at Azets, said: “The findings revealed in the latest Azets Barometer show a worrying trend for ongoing cyber-attacks on the UK’s larger, data-heavy organisations. This underscores the need for continued focus on cyber resilience, especially in higher-risk sectors.

“Even though the majority of smaller organisations report no incidents, it’s a matter of when cybersecurity incidents occur, not if. Smaller organisations must continue to be vigilant and invest in cyber resilience measures to reduce the risk of incidents occurring.”

Azets has Surrey offices in Guildford, Sutton and Heathrow.

SURREY CHAMBERS EVENT CALENDAR

AUGUST 2025 ONWARDS...

BUSINESS BREAKFAST

September 3rd – 8.00-10.00am

Clandon Wood Surrey Hills Natural Burial, Epsom Road, Guildford, Surrey, GU4 7FN

Running from 08:00 – 10:00, our monthly Business Breakfasts are a wonderful opportunity to meet a range of Surrey businesses over a delicious breakfast. With a calendar bursting with interesting and stimulating events, we are sure you will find topics that are current and relevant to you and your business. We acknowledge that making new contacts is rather high on your priority list, so start your day with networking, hearing from a possible guest speaker, whilst most importantly, all over a breakfast!

RULES OF ORIGIN

September 17th 2025

Surrey Chambers Offi ce, Dukes Court, Block E, Woking, GU21 5BH

This intensive half-day course is designed to provide UK exporters and importers with a foundational understanding of Rules of Origin. Participants will gain essential knowledge on how these rules impact their trade operations and how to ensure compliance with international trade agreements.

TEAM BUILDING ACTIVITY HALF DAY & LUNCH

September 11th 2025

The Oakwood, Moor Lane, Esher, Surrey, KT10 8AN Join Generation Next for a high-energy afternoon of fun, connection, and adventure! This Team Building Half Day is designed to bring young professionals together for an unforgettable experience packed with food, fresh air, and friendly competition.

ANNUAL PROPERTY LUNCH

September 18th 2025

Guildford Pavilion, Woodbridge Road, Guildford, Surrey, GU1 4RP

Description: Connect with industry leaders and gain valuable insights into the world of property and construction.Enjoy a delicious two-course lunch while hearing from expert speakers who will explore the latest trends, challenges, and opportunities in both the commercial and residential property sectors. We’ll also delve into real-world construction case studies and highlight the environmental considerations shaping the future of the industry.

MEMBERS NETWORKING EVENING

25th September

Bellairs Theatre, Ivy Arts Centre, Stag Hill Court, 388 Perimeter Road, Guildford, GU2 7XH

Join us for our Members Networking Evenings, a monthly gathering where Surrey’s business community comes together for an evening of connection, collaboration, and opportunity. Running from 6:00 PM to 8:00 PM, these relaxed and informal events are your chance to catch up on recent business highlights, strengthen existing relationships, and make valuable new connections.

SANCTIONS AND REGULATIONS

September 24th 2025

Surrey Chambers Offi ce, Dukes Court, Block E, Woking, GU21 5BH

Description: This half-day course is designed to provide UK exporters and importers with a thorough understanding of sanctions and regulations which affect international trade. Participants will learn about how UK sanctions and regulations can signifi cantly impact SMEs.

BUSINESS BREAKFAST

October 14th 2025

Fetcham Park, Lower Road, Leatherhead, KT22 9HD

Description: Running from 08:00 – 10:00, our monthly Business Breakfasts are a wonderful opportunity to meet a range of Surrey businesses over a delicious breakfast. With a calendar bursting with interesting and stimulating events, we are sure you will find topics that are current and relevant to you and your business. We acknowledge that making new contacts is rather high on your priority list, so start your day with networking, hearing from a possible guest speaker, whilst most importantly, all over a breakfast!

INTERNATIONAL TRADE

Training Courses

Level up your international trade knowledge with our half-day training courses.

BOOK NOW >>

Rules of Origin

9:30 AM – 12:30 PM

Dukes Court, Woking

Sanctions and Regulations

9:30 AM – 12:30 PM

Dukes Court, Woking

Member Rate | £75.00 + VAT per course

Non-Member Rate | £125.00 + VAT per course

TRAIN MORE, SAVE MORE

Book one attendee and receive 50% off each additional booking To book under this discount, please email giorgia.burgess@surrey-chambers.co.uk

ANNUAL PROPERTY LUNCH

18th September 2025

Skills in Focus: building the workforce for Surrey and Hampshire

Surrey and Hampshire’s skills landscape is undergoing a critical transformation. With the Enterprise M3 Local Skills Improvement Plan (LSIP) at the forefront, employers, educators, and training providers are coming together to address the complex recruitment and training needs of key growth sectors.

Recent roundtables in construction and social care have brought sharp focus to the practical challenges facing employers. At the same time, the latest LSIP progress report provides a regional snapshot of where meaningful progress is being made and where more coordinated action is needed.

CONSTRUCTION ROUNDTABLE: BUILDING A SKILLED AND SUPPORTED WORKFORCE

One of the sectors driving this conversation is construction, where rapid growth across the region has not yet translated into a steady pipeline of new talent. At a recent roundtable hosted at Nescot, employers and further education providers gathered to address a pressing issue. While there are thousands of vacancies, many young people remain unaware of the variety of roles available or how to pursue them.

A key barrier remains perception. Construction is often viewed as a male-dominated, physically demanding field, with limited visibility of the wide range of roles in project management, design, and planning. Compounding this is confusion around qualifications, such as the relatively new T Levels, which have yet to be fully understood or embraced by both learners and employers. Participants explored solutions in-

cluding earlier and improved careers education, the use of digital tools like virtual site tours to demystify the industry, and stronger involvement from the supply chain to connect learners with real-world opportunities. There was also enthusiasm for encouraging experienced industry professionals to enter teaching roles, provided that pathways into the classroom become more accessible.

❛❛ Recent roundtables in construction and social care have brought sharp focus to the practical challenges facing employers. ❜❜

SOCIAL CARE ROUNDTABLE: CREATING VISIBILITY AND PATHWAYS FOR A COMPLEX SECTOR

The social care sector is equally urgent in its need to build visibility and clear career pathways, especially as rising demand combines with a wave of retirements among experienced staff. At a roundtable hosted by The Grange Centre, stakeholders discussed ways to improve how people find and grow in care careers.

A central part of this effort is the development of a new digital platform. Rather than a one-stop shop, this platform aims to act as a gateway, connecting care workers, students, trainers, and local authorities with training, job opportunities, and funding. However, for this platform to succeed, it must engage younger au-

diences, a challenge the group hopes to address by leveraging social media, partnering with Careers Hubs, and creating short, compelling video content.

Alongside this digital innovation, Skills for Care is inviting employers to trial its new Care Workforce Pathway, which supports career progression from entry-level positions through to leadership roles. The roundtable highlighted the urgent need to address leadership gaps and ensure long-term sustainability in a sector vital to the region’s wellbeing.

LSIP PROGRESS REPORT: EVIDENCE OF ENGAGEMENT AND GROWING MOMENTUM

Both these sector-focused roundtables feed into the broader picture outlined in the latest EM3 LSIP Progress Report. The report reflects a positive trend of increasing engagement between employers and education providers across Surrey and Hampshire. It highlights how initiatives like industry placements, curriculum alignment, and workforce development platforms are gaining traction, while also recognising that the challenge of translating insight into action remains complex.

The report underscores that closing skills gaps is not just about qualifications and pathways; it requires better awareness, stronger coordination among stakeholders, and sustained investment. While promising projects are underway, connecting these dots more effectively and communicating their value remain key tasks moving forward.

To learn more, explore partnership opportunities, or discuss how your organisation can support this work, please contact tom.woods@surrey-chambers.co.uk

NEW MEMBERS

Cycle Confident and the University of Surrey promote data-driven active travel

Cycle Confident, in partnership with the University of Surrey, is working through an Innovate UK Knowledge Transfer Partnership (KTP) led by Surrey Business School. The project leverages the School’s expertise in data-driven tools and applied analytics to help local authorities better assess the impact of cycle training and support more informed, evidence-based transport planning. This initiative draws on multidisciplinary collaboration across the University, creating a meaningful impact for the company and the wider community.

Cycle Confident, the UK’s largest cycle training provider, trains around 100,000 individuals each year. However, evaluating the broader impact of these programmes has traditionally been limited by fragmented data and basic analysis methods. In response, the KTP, jointly funded by Innovate UK, developed the Cycle Confident Integrated System Dashboard (CCISD).

This AI-enabled platform combines internal data (such as training delivery records and participant feedback) with a wide range of external datasets, including transport infrastructure, demo -

councils as part of a phased rollout. It is already supporting the evaluation of active travel programmes, strengthening funding bids, and helping planners link cycling uptake to infrastructure quality, demographic factors, and local travel patterns. Feedback from

Lambeth Council has highlighted the dashboard’s value in assessing Healthy Neighbourhood schemes and other strategic transport initiatives. The platform continues to evolve in response to stakeholder input and policy priorities.

❛❛ Academic collaboration has played a central role in building internal analytical capability and supporting more structured, evidence-based decision-making. ❜❜

graphic profiles, and travel behaviour indicators. Using advanced analytics, spatial and network modelling, and decision science techniques, the CCISD generates insights that help local authorities assess the effectiveness of cycling initiatives, identify areas of need, support evidence-based investment decisions, and improve both internal planning and external collaboration.

The CCISD is currently being piloted by the London Boroughs of Lambeth, Hackney, and City of Westminster

The project team includes Dr Masoud Fakhimi (Lead academic supervisor, Surrey Business School) and Dr Alex Hagen-Zanker (School of Sustainability, Civil and Environmental Engineering), with development led by KTP Associate Dr Ashkan Lotfipoor. Cycle Confident Director David Showell provides strategic oversight.

In addition to supporting local authorities, the project is helping Cycle Confident grow as a more insight-driven organisation. Academic collaboration has played a central role in building internal analytical capability and supporting more structured, evidence-based

decision-making. This now underpins the company’s consultancy offer to partners, allowing Cycle Confident to deliver data-informed consultancy alongside its established training programmes across the wider Be Confident Group.

By enabling more effective and inclusive cycling strategies, this work contributes to broader goals in public health, sustainable transport, and community resilience. It also highlights the role of university–business collaboration in delivering practical, locally relevant solutions.

Looking ahead, the University of Surrey and Cycle Confident plan to build on their collaboration by further developing the CCISD and deepening its impact within the organisation. The project illustrates how academic expertise in analytics, digital systems, and behavioural insight can support business innovation and help organisations deliver outcomes that are both strategic and measurable.

Surrey Business School brings significant value to industry partners and society through a range of collaborative initiatives, including Knowledge Transfer Partnerships (KTPs) — government-funded programmes that embed academic expertise within businesses to drive innovation and growth. Through projects like this, we apply our strengths in areas such as business analytics, digital transformation, and strategic innovation to address real-world challenges. These collaborations are further enhanced by the wider infrastructure and multidisciplinary expertise across the University of Surrey, enabling us to deliver impactful, data-driven solutions that support business growth, inform policy, and generate broader societal benefit.

To explore how your business can benefit from the Surrey Business School’s research expertise, get in touch with us at sbs@surrey.ac.uk

The Platinum Club celebrates 16 years of making high level introductions between South East business leaders and every quarter, we leave our home at the Grand Brighton and venture into an away-day. This month, we met on the terrace overlooking the boats at Malmaison in Brighton Marina for a summer party – a summer party that took place in a thick fog!

Regardless, much fun was had by all and many introductions were made.

If you have not experienced the Platinum Club, get in touch and come and join us.

❛❛ SIMPLY THE MOST EFFICIENT AND FUN EVENT IN THE REGION. THE ONLY NETWORKING EVENT I EVER ATTEND ❜❜ MERCEDES-BENZ

❛❛ THE PLATINUM CLUB IS A REALLY WELL ORGANISED NETWORKING GROUP, WITH THE HOSTS HELPING TO FACILITATE TO ENSURE WE ALWAYS MAKE USEFUL NEW CONTACTS AT EACH EVENT ❜❜ LLOYDS BANK

David Sheppard (Director, D-RisQ) with Andrew Mosley (Director, i-am Hospitality)

Emer Gillespie (Founder, Spark & Bell); Angela Maguire (University of Brighton); Rupert Graham-Evans (Partner, Blake Morgan); Maarten Hoffmann (CEO, Platinum)

Alex Smith (MD, ForLoop Consulting); Nicholas Hallam (Board Advisor, Actuate); Jonathan Grant (Partner, DMH Stallard); Keith Clarke (Associate, Actuate)

ALL BUSINESS IS BASED ON RELATIONSHIPS, AND PLATINUM GIVES YOU THE PLATFORM TO CREATE THE MEANINGFUL HUMAN CONNECTIONS THAT MATTER

BAILEY & FRENCH

Alcock (Director, Platinum); David Mindham (Co-Founder, Carnegie Group)

We meet once per month, excluding August. If you would like to attend an event, please get in touch info@platinummediagroup.co.uk

As annual membership is no longer required, we look forward to welcoming you to the most effective, enjoyable and lively networking group in the South

❛❛ WE SEE THE PLATINUM CLUB AS AN IMPORTANT AND INTEGRAL PART OF OUR BRAND AWARENESS STRATEGY, THROUGH INTERACTIONS WITH WELL CONNECTED BUSINESS PEOPLE AND OTHER INFLUENCERS. IT IS WELCOMING AND GREAT FUN TOO! ❜❜ MATTIOLI WOODS

Maria Monan (Co-Founder, Monan Gozzett); Rob Clare (President, Sussex Chamber of Commerce); Kerry Jones (Kerry Jones Coaching)

Emer Gillespie (Founder, Spark & Bell); Rebecca Geer (Oakdean Mortgages); Kate Partridge (Partner, DMH Stallard); Lesley Alcock, (Director, Platinum)

Lesley

; Emma Cleary (MD, Flexibility Matters)

Callum Ritchie (Solicitor, Jonathan Lea Network) with Camille Pierson (Founder, The Float Spa)

Steve Pomery (Director, Tottington Manor Hotel), with Andrew Mosley (Director, i-am Hospitality)

Allan Show (BD Manager, Elect); Des Henderson (Director, Jensten Insurance); Sonny Cutting (Founder, Network Express), plus a mysterious photobomber...

AIRPORTS RAISE DROP-OFF FEES FOR CARS

More than half of Britain’s busiest airports have raised “kiss-andfly” fees for cars dropping off passengers close to terminals, according to the RAC.

The motoring group found 11 out of 20 UK airports had put up prices since last July, with Gatwick, Bristol, Leeds Bradford, Southampton and Stansted charging the top rate of £7 to park for a few minutes. In contrast, there are no drop-off fees at nine of the 10 busiest airports across the EU.

London Heathrow, Edinburgh, Birmingham and Liverpool all raised their prices to £6 for between 10 and 20 minutes, while Cardiff airport introduced a fee; £3 for 10 minutes. Meanwhile, London Luton and Manchester airports are the most expensive on a costper-minute basis, with drivers paying £5 to stop for five minutes.

UK RETAIL SALES UP DURING HOT WEATHER

Retail sales rebounded in June as the hot weather boosted fuel and supermarket sales, according to official data. Sales volumes were up by 0.9% in the month, the Office for National Statistics (ONS) said.

People bought more drinks at supermarkets and summer clothes, while fuel sales were up as consumers “ventured out and about in the sunshine”, the ONS said.

The rise comes after sales fell by 2.8% in May, which was more than the ONS had previously estimated. After May’s drop, a rebound in June had been expected, but the increase was lower than many economists had forecast.

NATIONAL NEWS

RAIL FARES GO UP BY TWICE THE RATE OF INFLATION PROFITS UP FOR ROLLS-ROYCE

Rolls-Royce has reported a 50% rise in half-year profi ts as strong demand for its jet engines and power generators for AI datacentres solidified its turnaround efforts.

The British jet-engine maker said underlying operating profi ts climbed to £1.7bn in the first six months of 2025, from £1.1bn during the same period last year, in an earnings update that pushed the company’s shares to a fresh all-time high, and helped take the FTSE 100 share index to a new peak.

The strong half-year results meant the manufacturer, whose main operations are in Derby, was able to raise its profi t forecast for the year from a range of £2.7bn-£2.9bn to £3.1bn-£3.2bn.

Rail fares across Great Britain have risen by 5.1% in a year, with cheaper advance fares increasing by almost double the rate of inflation, the latest official data shows. Campaigners said passengers were being priced off the railway after the rise in the price of tickets surpassed the government cap

on regulated fares, which account for about half of rail journeys. According to figures from the Office of Rail and Road (ORR) for the financial year ending in March 2025, unregulated long-distance advance fares went up by 5.9% and advance fares on trains in south-east England rose by almost 10%.

❛❛ I’ve just taught my kids about taxes by eating 38% of their ice cream. ❜❜

Conan O’Brien

TOP BANKER CALLS OUT OTHER BANKS

The Chief Executive of Standard Chartered Bank has condemned rival banks that have dropped their climate commitments amid mounting political pressure.

Bill Winters criticised banks that had jumped on the climate bandwagon when it was “fashionable”, but had

since rolled back on their green ambitions or gone quiet on the subject.

“Shame on them,” he fumed. His comments came weeks after HSBC became the first UK-headquartered bank to leave the global Net-Zero Banking Alliance (NZBA).

LATE PAYERS TO SUFFER PENALTIES

The Government has warned businesses who persistently delay payments to their suppliers that it is “time to pay up” as the government prepares to impose fines and penalties on repeat offenders. The Business Secretary, Jonathan Reynolds, said

❛❛ “All you need is love. But a little chocolate now and then doesn’t hurt. ❜❜

Charles M Schulz

CAR MAKER BEATS TARIFF DEADLINE

Aston Martin scrambled to deliver three months’ worth of cars to dealers in the US within 24 hours as it rushed to qualify for lower tariffs that came into effect on June 30th. By invoicing the whole quarter’s cars on that same day, it avoided having to report a potential sales slump. The operation may not have matched the drama of the James Bond films that have long featured the brand, but it “was quite exciting, to put it mildly”, said Adrian Hallmark, Aston Martin’s chief executive. Donald Trump’s imposed a 25% tariff on April 3rd on top of an existing 2.5% levy.

that the changes will slash a cost to the economy that has escalated to £11bn a year.

The planned changes will include handing the Small Business Commissioner powers to impose fines,

potentially worth millions of pounds. Established in 2016 to tackle late payments, the watchdog will also be able to carry out spot checks, verify claims and impose deadlines to clear a backlog of disputes.

MOST COUNTRIES NOT FULFILLING RENEWABLE ENERGY PROMISES

Most global governments have failed to act on the 2023 UN pledge to triple the world’s renewable energy capacity by the end of the decade, according to climate analysts.

The failure to act means that, on current forecasts, the world will fall far short of its clean energy goals, leading to a continued reliance on fossil fuels

MICROSOFT NOW VALUED AT $4TN

The S&P 500 and Nasdaq climbed to new record highs on Thursday, as Microsoft’s blockbuster earnings propelled the tech giant past the $4 trillion milestone and fueled investor confidence in Big Tech’s hefty investments in artificial intelligence. Microsoft became the second publicly traded company after Nvidia to surpass $4 trillion in market valuation, following a blockbuster earnings report.

Meta Platforms also climbed 12.1% to an all-time high in early trading, after the social media giant forecast third-quarter revenue well above estimates, thanks to AI boosting its core advertising business.

that is incompatible with the target of limiting global heating to below 1.5ºC.

A report by the climate thinktank Ember found that only 22 countries, most within the EU, have increased their renewable energy ambitions since more than 130 signed up to the renewables pact at the UN’s Cop28 climate talks in Dubai almost two years ago.

BUSINESS TRAVEL COSTS TO STABILISE

The roller coaster of business travel pricing, a direct consequence of the pandemic and its lingering effects, seems to be evening out over the next year and a half, suggests the “2025 Global Business Travel Forecast” from business travel experts, CWT and GBTA. The report anticipates relatively minimal swings in airfare, lodging, and ground transport expenses through 2026. The baseline projections hinge on the assumption of continued, albeit softened, global growth. As a caveat, a more pessimistic, recession-driven scenario, however, paints a picture of potentially volatile price fluctuations.

RIVAL PLANS SUBMITTED FOR HEATHROW EXPANSION

Hotel tycoon Surinder Arora has announced he is submitting a Heathrow expansion plan which rivals a proposal from the airport’s owners.

The billionaire’s Arora Group said

the “primary benefit” of the plan it submitted to the government was a shorter new runway, which would avoid the costly and disruptive need to divert the M25 motorway.

Building a 2,800-metre (9,200 ft) third runway instead of the full-

length 3,500-metre (11,500 ft) runway planned by the airport would result in “reduced risk” and avoid “spiralling cost”, the company said. The airport declined to comment on the Arora Group’s proposal.

“SMALL

CLAIMS COURT BACKLOG LEAVING BUSINESSES IN ‘LIMBO’”

Businesses across Sussex are being left in limbo due to delays of up to a year-and-a-half for their small claims cases to be heard, according to a solicitor from law firm Mayo Wynne Baxter.

Data from the Ministry of Justice shows that small claims court waiting times in Sussex have surged by as much as 36% in the first quarter of 2025 compared to the same period last year.

In Horsham, claimants are now 18 months for their cases to be heard. In Lewes, the average delay is around 16 months, while claimants in Worthing, Hastings and Brighton face waits ranging from 12 and 14 months respectively.

Cameron McCoig, litigation solicitor at Mayo Wynne Baxter, said: “Anyone involved in small claims litigation will have no doubt experienced these delays first-hand. Last-minute cancellations after waiting months for a hearing are also far too common. Any contact with a court now takes place through a central call hub where the clerk knows little, if anything, about the case.

“An estimate of 12-18 months to see a claim to conclusion is, in my view, realistic. However, the inevitable increase in both the costs and emotional impact of what is already a stressful experience. Many claimants feel left in limbo, stuck waiting for justice with no clear end in sight. For some, these factors could be enough to deter them from pursuing a claim at all.

“Numerous small and medium-sized businesses rely on the small claims court process for recovery of unpaid bills, so

delays also have a negative impact on the wider economy. Non-paying defendants can ‘play the system’ to extend credit terms, which puts further pressure on those trying to stay afloat.”

The Ministry of Justice attributes the delays partly to the lingering effects of the COVID-19 pandemic but has acknowledged the need for systemic reform. In response, it has committed to recruiting a thousand new judges and tribunal panel members by the end of 2025, and expanding remote hearings to help clear the backlog.

Additionally, it has mandated free mediation for money claims under £10,000 to resolve disputes more quickly and reserve court time for more complex cases.

Cameron said: “While the delays may, in part, be attributed to the backlog caused by the pandemic, five years on, there is – worryingly – little sign of improvement. After all, the system was already in poor health before the COVID-19 pandemic.

“The Ministry of Justice’s promotion of alternative dispute resolution schemes, along with its plans to recruit more judges and tribunal members, are extremely welcome. However, any court threat is currently diluted. While alternative dispute resolution methods can help, many parties are being forced down that route simply because the court system is no longer functioning efficiently.

“Nonetheless, the legal industry must hope that increased judicial recruitment will help reduce the strain on the courts and improve the experience for all users.”

How to protect your family’s financial future

Protecting your family from financial difficulties isn’t just about having money to provide for the long term. It’s also about ensuring your loved ones are provided for should the worst happen.

When it comes to financial protection, the options can seem overwhelming. However, consulting a financial adviser can help you choose the right cover for your personal circumstances.

Life insurance

Life insurance pays out a lump sum on death, which could be used to pay off the mortgage and provide a cash buffer. The cost of the cover will depend on factors like your age and health.

If you have children or an outstanding mortgage, you should consider a life insurance policy. There are several different types of policy to choose from: whole of life insurance, level term insurance, and decreasing term insurance. An adviser can help you decide on the right one for you.

Income protection

Income protection can provide a tax-free income if you are unable to work because of an accident or illness.

You can choose when the payments start, such as six or 12 months, with longer deferral periods resulting in lower premiums.

Income protection can be particularly valuable for the selfemployed who do not have any cover through an employer.

You can choose from short-term cover to pay an income over one or two years and long-term cover to run until retirement, or when the policy ends, whichever is sooner.

Critical illness

Critical illness cover pays out a lump sum on diagnosis of critical illnesses covered by the policy, such as heart attack, stroke and cancer. The sum could be used to pay off debts, cover outgoings such as school fees, or to adapt living arrangements.

You might want to consider this cover if you don’t have enough savings to cover you if you were to become seriously ill, or you don’t have an employee benefits package.

Family income benefit

Instead of paying out a single lump sum, this policy provides a regular, tax-free income for a set period, such as 20 years. It’s considered a relatively inexpensive form of life cover.

Private medical insurance

Private medical insurance (PMI) will pay for the cost of private healthcare and could enable you to see a specialist more quickly than under the NHS. If you don’t have PMI through work, you can pay monthly or annual premiums for a policy.

I live and work local to you. I would be delighted to help you and your family achieve financial clarity and stability.

Paul Cannons Director, Wealth Manager

E: paul.cannons@brewin.co.uk T: 01892 739 580

RBC Brewin Dolphin 16 Lonsdale Gardens, Tunbridge Wells TN1 1NU

W: brewin.co.uk/royal-tunbridge-wells

The value of investments, and any income from them, can fall and you may get back less than you invested. This does not constitute tax or legal advice. Tax treatment depends on the individual circumstances of each client and may be subject to change in the future. You should always check the tax implications with an accountant or tax specialist. Investment values may increase or decrease as a result of currency fluctuations. Information is provided only as an example and is not a recommendation to pursue a particular strategy.

Authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority.

By Andrew Griggs, Senior Partner and Head of International, Kreston Reeves

The sustainable business RESILIENCE AS STRATEGY

Resilience has become a permanent feature of business life. Over the past five years, businesses have navigated a steady stream of disruption, from the pandemic to supply chain issues, labour shortages, inflation and regulation.

But this is no longer simply a story of reacting under pressure. Something more fundamental is emerging: resilience is becoming embedded in how businesses operate.

COST, CONTROL AND CONFIDENCE

Clarity through control

In recent client conversations, I’ve seen a shift. Businesses are no longer waiting for the next shock. They’ve built the systems, habits and mindset to manage uncertainty as standard. Resilience is no longer a stopgap; it is increasingly becoming the model by which businesses operate.

This change is creating space for longer-term thinking and more deliberate action. Rather than aiming to return to stability, businesses are planning with agility built in from the outset.

The pressure on costs remains high. Wages, input prices, and energy bills continue to squeeze margins, and for many businesses, those pressures aren’t expected to ease anytime soon. However, what has become clear in recent discussions is how the response has evolved. It’s less about short-term cuts and more about reviewing the fundamentals.

Pricing is under scrutiny, especially where costs have shifted significantly over the past 12–18 months. Some are revisiting contracts. Others are stepping back and asking whether their model still works under sustained pressure.

measured. They are not waiting to react. They’re planning forward, with more clarity than they’ve had in a while.

That includes tightening financial reporting, improving forecasting and putting more structure around where money is going. In some cases, that’s linked to external conversations, with lenders, for instance. But in many cases, it’s internal. Businesses want better oversight, better decision-making and a clearer sense of control.

TECHNOLOGY AND RISK: RESILIENCE IN INFRASTRUCTURE

Building digital oversight

The latest ICAEW Business Confidence Monitor shows that overall business confidence dipped back into negative territory in early 2025. But the picture on the ground feels more complex. I am speaking to businesses that are cautious, yes, but they’re also more

❛❛ Businesses are no longer waiting for the next shock. They’ve built the systems, habits and mindset to manage uncertainty as standard. ❜❜

Technology continues to move quickly. More businesses are adopting AI tools and digital platforms to manage their finances, including marketing, recruitment, customer service, and back-office operations. In many cases, these tools are helping to create capacity. However, they are also prompting questions, particularly regarding oversight, risk, and unintended consequences.

As digital processes become more embedded, many businesses are starting to review the systems and controls that sit around them. This includes looking again at access rights, decision-making

business STRATEGY

structures, and what risks might emerge as automation increases. These reviews are often in the early stages, but they’re becoming more frequent, both in client conversations and in our own internal reflections at Kreston Reeves.

The Government’s Cyber Security and Resilience Bill has sharpened awareness around digital risk. But most of the momentum I’m seeing isn’t being driven by compliance. It’s coming from businesses that want to make sure their reputation is maintained, and systems are resilient as digital tools become more embedded in how they operate.

One concern that’s coming up more often is the experience of the client or customer at the end of the process. While automation can improve internal efficiency, it can also add friction or remove the human judgement that matters in service-based environments. That’s something businesses will need to weigh carefully, particularly in areas where trust and relationships are core to how they deliver value.

GOVERNANCE THAT SUPPORTS ACTION

Adapting to structural change Governance isn’t usually the first thing people think about when building resilience. However, it comes up more than you might expect in recent conversations, particularly where businesses are trying to move quickly or make more confident decisions under pressure.

Often, it’s not about major changes. It’s small but important things: clearer board reporting, more defined roles,

or better access to operational data. In smaller businesses, this can be the difference between decisions that flow and ones that stall or get made in isolation.

Companies House reforms are also raising awareness around control and compliance. But the businesses I speak to aren’t just responding to external change. They’re looking inward and asking whether their structures still fi t how they work today, and whether the right people are asking the right questions.

In many cases, governance also supports continuity. When key roles are concentrated in one or two people — as they often are in smaller businesses — it’s easy for decisions to bottleneck, or for knowledge to stay stuck. That’s rarely intentional. But it becomes a risk if someone steps back or if the business needs to scale quickly.

❛❛ As digital processes become more embedded, many businesses are starting to review the systems and controls that sit around them. ❜❜

FINANCE

A few small adjustments can make all the difference: clearer delegation, better access to reporting, and more defined decision pathways. These don’t add red tape. They create the space to act faster and with more confidence.

PEOPLE AND CAPABILITY

Leadership and flexibility

The labour market remains tight. I’m hearing from many businesses that recruitment and talent acquisition continue to be difficult. Even where hiring is possible, talent retention is often the bigger challenge.

According to the Office for National Statistics report, ‘Business insights and impact on the UK economy: June 5th 2025’, one in three businesses with 10 or more employees are facing recruitment difficulties. Of those, nearly half say the issue is a lack of qualified applicants. That reflects what I’m hearing. It’s not just about finding people; it’s about finding the right fi t.

cern around digital capability, particularly in areas like AI and data literacy, which are becoming more important across a wide range of roles.

Leadership also plays a part in this. Some clients are taking a more deliberate approach to succession and skills development, not just for senior teams but across their wider workforce. Others are looking more seriously at flexibility, not as a trend, but as a practical tool for attraction and retention.

The businesses that navigate this best are those that think ahead. Not just about who they need now, but what kind of capability they will need next.

Resilience as the new routine

Resilience used to be something businesses turned to in a crisis. Now it’s become part of the everyday, more than a bolt-on, and instead, as a way of thinking, planning and making decisions under pressure.

❛❛ Resilience isn’t the end goal. It is, however, the framework that’s helping many businesses move forward with more confidence. ❜❜

HRD Connect also reports that 90% of SMEs expect talent gaps to persist throughout 2025. The biggest gaps are at entry level and in specialist roles. There is also a growing focus on adaptability, not just technical skills, but the ability to learn, collaborate and respond to change. There is also increasing con-

That doesn’t mean the challenges have eased. For most businesses I speak to, the pressures are still there, and in many cases, they’re structural. But there’s also a shift. More businesses are working with greater clarity. They’ve taken what they learned from the last few years and used it to make their operations stronger, not just more reactive.

Resilience isn’t the end goal. It is, however, the framework that’s helping many

businesses move forward with more confidence, even when the conditions remain tough.

Five actions to embed strategic resilience

• Reassess pricing and cost structures to reflect sustained pressure

• Build governance that supports faster, more confident decisions

• Review digital tools and risks as part of your operating infrastructure

• Invest in leadership and capability as a form of long-term resilience

• Strengthen financial reporting and forecasting to support agility

If your business is revisiting its financial model, reporting processes or governance structures in response to ongoing pressures, these are not abstract discussions. They are happening now, in real time.

We work with business owners to strengthen fi nancial resilience, improve oversight, and bring more structure to decision-making.

If you would like to explore what that could look like for your business or some guidance in this area, please contact Andrew Griggs, Senior Partner and Head of International:

Call: +44 (0)33 0124 1399

Email: enquiries@krestonreeves.com

Visit: www.krestonreeves.com

Allica identifies £8.1bn funding gap to SMEs in the South East

New research from business bank Allica Bank has revealed that a gap of £8.1 billion in lending to South East SMEs (not including London) has emerged over the past 30 years.

The research highlights how the ‘Big Six’ high-street banks have pulled back from SME lending in recent decades, leading to a lending gap for the UK as a whole of £65 billion. It has left the country with the lowest business investment rate in the G7.

For the 402,690 SME businesses in the South East (not in London), that £8.1 billion is vital cash that could otherwise be directed toward investment, growth and productivity at a time when the UK is crying out for investment.

The £65 billion SME credit gap was worked out by comparing the current level of SME lending to historic lending trends and comparable global economies. The report calculated that, as a result of banks pulling back from SME lending, a gap of approximately £65 billion in the stock of SME credit has emerged.

The research also highlights how, in response to a tougher lending environment, the percentage of SMEs applying for external finance has fallen markedly from 65% in the late 1980s to just 25% between 2022 and 2024. Likewise, SME loan rejections have risen from between 5%-10% three decades ago to 40% today.

The lack of SME lending is sucking £8.1 billion of productive credit out of the South East’s economy, equivalent to around 0.01% of the region’s GDP.

Allica Bank is calling for greater support for regional businesses. It is aiming to begin closing the lending gap with a target to lend £1 billion to established SMEs this year alone. The leading business bank –

and one of the UK’s fastest growing companies and fintechs – is also boosting its relationship management team, tripling the number of relationship managers it has in the UK this year who can help local businesses find finance.

In the South East region this includes Tom Easton, Wahid Nawaz, Sylvia Obadaki, Greg Roake, Taylor Hart and Tina Opie, along with Tim O’Donovan, Dermot Jordan, Rolly Bakshi, Ricky Kapoor, Ian Teeney and Adrian Eady in Greater London.

In a further boost to the region’s underfunded businesses, Allica is also aiming to turn around loan applications within just five days, recognising the importance of speed and certainty for business owners when they want to plan for the future. The fintech bank has invested heavily in its technology to enable it to provide answers to businesses quickly.

Commenting, Tom Easton, Allica Bank’s Relationship Manager for the South East said: “The South East is home to

Easton, Allica Bank’s Relationship Manager for the South East

some fantastic businesses and a business community that wants to invest, grow and innovate. All too often, however, business owners struggle to find the finance they need to do so.

“Recent decades have seen many banks focus lending only on businesses with

significant assets and property, or shy away from supporting some sectors altogether. Our data reveals that three decades ago only 5-10% of SME loans were rejected – a figure that stands at 40% today. This shows a banking sector failing to keep pace with a changing economy and this is having real knockon effects for the South East’s economy, and the country as a whole.

“A big contributor to this is the antiquated technology many big banks have, and the lack of real human support they offer established SME businesses in the South East. Relationship managers like myself can help business owners identify opportunities to borrow, can help them make a strong application and can champion that business within the bank. At Allica, we combine that relationship-based approach with smart technology that keeps things moving fast.

“As somebody who works with businesses across the South East every day and sees the creativity and dynamism waiting to be unleashed, I’m excited to be part of the team aiming to close that SME lending gap. The Big Six banks have undervalued, underfunded and ‘levelled down’ the regional economy for too long, we’re aiming to remedy that.”

www.allica.bank

METHODOLOGY

The £65 billion SME lending gap is based on long-term trends showing how much small business lending in the UK has fallen behind where it would be if historic patterns had continued. This figure was identified in research by Allica Bank in its ‘Rebooting SME Finance to Unlock Growth’ report, published in April 2025. It was calculated using Bank of England data and crosschecked against previous studies from organisations such as the British Business Bank and UK Finance.

To estimate how this national shortfall affects different parts of the country, we’ve used data from UK Finance, which shows the total value of SME lending currently outstanding in each region, broken down by postcode.

We’ve then applied a simple assumption: that each region’s share of the total national lending would also reflect its share of the total £65 billion gap.

Tom

Honouring excellence, uniting professionals and celebrating success

FINALISTS ANNOUNCED

SEPTEMBER 24TH 2025

JUDGING BEGINS FOR THE COUNTY’S TOP BUSINESS AWARDS

The Surrey Business Awards, held in proud partnership with Surrey Chambers of Commerce, have once again attracted the very best of the region’s business community. As the most prestigious celebration of business excellence in the county, these awards shine a spotlight on innovation, resilience and outstanding achievement across every sector. The entry deadline has now officially closed and the competition is fierce. Dozens of remarkable businesses have put themselves forward. Now it’s over to the judges.

Our esteemed panel of industry experts and business leaders is currently reviewing each submission in detail, identifying those who stand out for their impact, creativity and success. With such a high calibre of entries, the task is no easy one.

SAVE THE DATE | NOVEMBER 12TH 2025

The winners will be revealed at a spectacular awards ceremony on November 12th at G Live in Guildford. This exclusive evening promises to be a true celebration of Surrey’s vibrant business community, bringing together the region’s most inspiring companies and leaders for a night of recognition, connection and celebration. Join the waiting list - surrey@platinummediagroup.co.uk

By Oliver Jackson, DMH Stallard

DIRECTORS DISQUALIFICATION: Bounce-back loans –HMRC strikes back

THE IMPACT OF COVID-19 LOAN ABUSE

Having dropped off in the immediate aftermath of the COVID-19 pandemic, the number of directors facing disqualification is on the rise. In 2024/25, 1,037 directors were disqualified. Of particular significance has been the increase in disqualifications for COVID loan abuse, notably abuse of the bounce-back loan scheme. Over the last two years, approximately 70% of disqualifications have been due to COVID-19 loan abuse. Looking ahead, the introduction of new offences through the Finance Act 2024 and the Economic Crime and Corporate Transparency Act 2023 (“ECCTA”) are likely to expand the disqualification regime.

WHAT IS DISQUALIFICATION?

The Insolvency Service brings proceedings for the disqualification of directors after a company has gone into liquidation. If disqualified, a director will, amongst other things, be banned from acting as a director, as well as from being involved in the formation or management of a company.

Directors can be disqualified for periods ranging from two to 15 years. Longer periods of 11 to 15 years will be sought in more serious cases of misconduct, including fraud.

❛❛ Abuse of the bounce-back loan regime has been treated as fraud by the Insolvency Service ❜❜

BOUNCE-BACK LOANS AND DISQUALIFICATION

Abuse of the bounce-back loan regime has been treated as fraud by the Insolvency Service, even when the director has made an innocent error, such as an incorrect estimation of turnover in a loan application form. Consequently, the Insolvency Service often seeks disqualification periods of over 10 years. Disqualification for COVID loan abuse has contributed to an increase in the average period of disqualification from five to six years pre-COVID to over eight years.

The main instances of bounce-back loan abuse cited have been:

1. Where a loan has not been taken out for a legitimate business pur-

pose and/or has been taken out by a dormant company, and where, for example, the monies were paid out to the director or a third party; or

2. Where the company’s turnover is overstated to obtain the full £50,000 loan.

RECENT EXTENSIONS TO THE DISQUALIFICATION REGIME

The Finance Act 2024 has extended the disqualification regime to any person who is, or has been, a director, shadow director or manager of a company that promotes tax avoidance schemes. It is expected that this measure will result in a significant increase in tax-related disqualification. In addition, the new ECCTA (not yet fully in force) has created criminal sanctions to combat fraud, which is expected to expand the scope for disqualification. A new offence of

❛❛ The government, via the Insolvency Service, is pursuing a policy of recovering bounce back loans using “compensation orders. ❜❜

failing to prevent fraud is due to come into effect on September 1st 2025.

DISQUALIFICATION AND COMPENSATION ORDERS

Whilst liquidators will rarely bring a claim against the director(s) for the repayment of a bounce-back loan, the government, via the Insolvency Service, is pursuing a policy of recovering bounce-back loans using “compensation orders”.

Compensation orders are separate proceedings which can be brought by the Insolvency Service after a director has been disqualified. The proceedings must be brought within two years of disqualification. To be subject to a compensation order, the director must, by their conduct, have caused loss to one or more creditors.

ADVICE FOR DIRECTORS FACING DISQUALIFICATION PROCEEDINGS

It is usually possible for directors to negotiate a reduced period of disqualification by accepting an out-of-court “disqualifica-

tion undertaking”. Equally, there may be mitigating factors. If “bounce-back loan fraud” is alleged, mitigating factors might include:

• An innocent error in the completion of the bounce-back loan application;

• The fact that the loan was used for a proper purpose, notwithstanding errors made on the application form;

• Steps taken by the director to repay the bounce-back loan.

Although the repayment of a bounceback loan does not guarantee that the disqualification proceedings will be withdrawn, it significantly reduces the case for disqualification.

Finally, even if a director is disqualified, section 17 of the Company Directors Disqualification Act 1986 provides a mechanism for

a disqualified director to apply to the court for permission to act as a director or to carry out certain management functions.

Permission under section 17 is tightly controlled by the courts, and whether it will be granted will depend on such things as the seriousness of the original offence(s) and whether the company relies on the disqualified individual acting as a director or manager of the business. It can also be easier to get leave of the court if the permission sought is for the disqualified director to act in a limited role or for a limited period.

The key for directors who are facing potential disqualification is to seek the right advice as early as possible.

If you have any questions about the above or would like to discuss directors’ duties or directors’ disqualification more generally, please contact DMH Stallard on enquiries@dmhstallard.com

Corporate Commentary

Mergers & Acquisitions can be transformative, creating new opportunities, expanding market share and driving strategic growth. Yet not every potential deal reaches the finish line.

This monthly series dives into the most common dealbreakers and dealmakers in the M&A Market. This month, we focus on the impact of imperfct share buybacks.

Helen Mead Partner – Corporate, Surrey

M&A DEALMAKERS AND DEALBREAKERS Share buybacks in M&A – friend or foe?

Share buybacks remain a popular route to implement a shareholder exit or distribute surplus cash. However, when done incorrectly, they can cause issues, especially during an M&A setting.

SHARE BUYBACKS HAVE A HIGH BAR

A share buyback – where a private company purchases shares in itself – is only allowed under the Companies Act if a number of key criteria are met:

• Available distributable reserves must exceed the price paid, evidenced by distributable profi ts in the management accounts.

• Distributable profi ts are different to cash, which must also be available, as the consideration must be paid in full at the time of the buyback.

• Articles of association must not prohibit buybacks.

• Terms must be agreed with the selling shareholder and documented in a written agreement.

• Shareholder approval via a resolution is required.

• Shares must be fully paid.

• Stamp duty (0.5%) is payable.

• Companies House must be updated.

Some criteria are easy to meet, but

failure of one of these can cause future problems.

IMPLICATIONS OF IMPERFECT SHARE BUYBACKS ON M&A

Failure to meet the criteria can void the buyback, and although the shareholder may have received payment, they will still legally own the shares. This often emerges during due diligence at a later date in a sale and can seriously impact that event. Usually, there is a delay while the buyback is corrected. The seller may be owed dividends despite having

❛❛ If you are contemplating a buyback then you should seek legal advice. ❜❜

“sold” their shares. A failed buyback may also raise concerns about corporate governance, leading to price reductions or buyer withdrawal from a transaction.

HOW TO RECTIFY THE BUYBACK

An ineffective buyback cannot be fixed by a ratifying shareholder resolution. The only options are:

• Repeat the buyback, which means tracking down the original seller and alerting them to the fact that there is an issue. Naturally, many clients going through a sale process do not wish to do this, or can’t, particularly if the buyback was part of an acrimonious exit, if they have lost touch, or died. It may also mean the original seller would need to be told about the M&A transaction, giving them a position of leverage and negotiation.

• An application to the Companies Court - a specialist court within the Chancery Division of the High Court of Justice of England and Wales. This can be expensive and take six – eight weeks.

If you are contemplating a buyback then you should seek legal advice to make sure the formalities of the Companies Act are met. If a past buyback is questionable, act early as it’s best not to be doing so under the pressure of a transaction or the scrutiny of a buyer.

ANDREW FLINTOFF THE MERCURIAL FREDDIE

ANDREW FLINTOFF

This summer marks the 20th anniversary of one of the most exciting and nation-gripping sporting encounters this country has ever seen. It wasn’t one night; the UK held its breath for nine weeks as England took on Australia for the Ashes.

It was the best England side for nearly two decades, and the first one in all that time capable of challenging the all-conquering Aussies. As the two old foes went toe-totoe, one man stood head-and-shoulders above for the conquering hosts.

Literally. Topping out at 6’4”, Andrew ‘Freddie’ Flintoff tormented the visitors with bat and ball, and was named player of the series. And what a series in which to win that particular accolade. It also won him the BBC Sports Personality of thr Year Award. But it hasn’t always been plain sailing for Preston’s prodigal son, says Alan Wares

There is a tendency, especially among the most unthinking in society, to believe that high, even astronomical salaries can cover all ills and ailments – physical and emotional – among sports stars.

“Oh, I’d put up with that for the money he’s on…”. “What are they complaining about? They’re loaded.” is the kind of talk from the basement-dwelling troll who has neither the talent, aptitude, nor salary to offer their own experiential take on the matter. In fact, like most social commentators (‘citizen journalists’, award-winning sports writer Paul Hayward dismisses them as) who only get as far as using their own dirty laundry –literal and figurative – for research, the further they are from the status being discussed, the louder the honking from that basement.

Andrew ‘Freddie’ Flintoff made a documentary five years ago for the BBC on his hidden addiction to bulimia, the eating disorder he – not unlike many

❛❛ A person with an addiction is never in control; that’s exactly what an addiction is. ❜❜

self-unaware addicts – felt he could take control of at any time. But a person with an addiction is never in control; that’s exactly what an addiction is.

He lifted the lid on a mental illness that could have affected his entire career. Instead, throughout his entire time on the field, he chose to keep it to himself while he was playing. He was ready to go public, or at least confide in the inner sanctum of that most sacred of places - the dressing room. Just at that moment, the England team’s dietician came clean that many athletes she had advised indulged in bulimic activities – “Something I don’t think we’ll find in here, shall we?” That caustic remark drove Flintoff’s issues further underground.

Flintoff’s issues started when, at the age of 19, he’d broken into the England junior teams, and he found himself at a bulky 130 kilos. While he could still function as a sportsman, the likes of The Sun, not exactly an upstanding moral arbiter, nor a paragon of virtue with any concept of self-awareness, decided to label him ‘Fat Freddie’ or ‘Fatty Flintoff’. Just because they felt they could. Any emotional repercussions are never in their remit.

From there, he always felt that weight, fitness, and size were his problems—and his alone. He tackled this by what he felt to be the only method of bulimia - binge eating followed by regurgitation.

While he had a stellar career in cricket, he retired well before he probably should have. At 6’4”, there would always have been issues with his joints - in a person with such a frame, whose sport demands peak physical excellence, especially on the joints, it’s not surprising. However, he retired from top-class cricket at the age of 31, a sport where excellence can still be achieved well into the late 30s.

The documentary lifted the lid on many prevailing social attitudes. A pivotal moment occurred later on, when it was suggested that if he managed his weight regimen professionally and adequately, he might have been able to continue beyond his 32nd year.

MENTAL HEALTH IN SPORTS

A vicious press and media, often comprised of individuals with little or no experience of the pressures of elite sport, can be brutal. As someone who has attended press conferences at Premier League matches, I can attest to how often questions are so poorly framed,

usually based around a predetermined notion or agenda, and the respondent is expected to answer the most absurd or irrelevant questions. Many questions like this are asked by up-and-coming writers trying to make a name for themselves by being a bit edgy or controversial, forgetting the fact that the reply isn’t about them. It’s about the sportsperson they’ve arbitrarily decided to round on.

Mental health issues rarely stray too far from the surface in virtually all top sports stars. Whether it’s a player competing on their own or in a team, con -

BULIMIA AND OTHER EATING DISORDERS

Bulimia nervosa, also known simply as bulimia, is an eating disorder characterised by binge eating (eating large quantities of food in a short period of time, often feeling out of control) followed by compensatory behaviours, such as self-induced vomiting or fasting, to prevent weight gain.

Other efforts to lose weight may include the use of diuretics, laxatives, stimulants, water fasting, or excessive exercise. Most people with bulimia are at a normal weight and have a higher risk for other mental disorders, such as depression, anxiety, borderline personality disorder, bipolar disorder, and problems with drugs or alcohol. There is also a higher risk of suicide and self-harm.

fidence is a significant component of sports excellence – and confidence can be such a fragile beast. Instances that happen, as in the paragraph above, don’t help. A player or coach is expected to deal with criticism (and fair criticism is a legitimate approach in sport), but it becomes singularly unfair if that which is being levelled at them either isn’t within their realm, or worse, simply isn’t true.

It’s that unfairness which some writers choose to judge any given sportsperson, with no though often considered for the (at times, devastating) consequences. For some in the press, it’s a game to try and take the top people down for little more reason than ‘they can’.

In Flintoff’s case, they rounded on a fairly shy, unassuming teenager, and chose

❛❛ For some in the press, it’s a game to try and take the top people down for little more reason than ‘they can’. ❜❜

Flintoff bowling for England, Melbourne Cricket Ground, 2006

❛❛ Cricket is a sport that has taken longer than others to catch up on mental health issues ❜❜

to fat-shame him. Classy. Cricket is one of the rare sports that combines individual talent with a team ethic. It all depends on whether you’re batting or bowling. Out in the middle can be a lonely place, especially if you’re not on form. As a result, it has now been recognised as one where mental health, especially depression, in the form of suicide, is becoming more common. It is, after all, the UK’s biggest killer of men under 50.

Depression is often at the root of this issue, and cricket is a sport that has taken longer than others to catch up on mental health issues. Famously, David Bairstow, who had played four Test matches for England, and whose son Jonny currently plays for England, was found in his garage in 1998, albeit the Coroner recorded an open verdict.

More recently, in August 2024, former England batsman Graham Thorpe, who had played 100 Test matches, took his own life at Esher railway station. His family publicly revealed his cause of death and mental health struggles a week after his death, with the intention of raising awareness.

POST-CRICKET

Not long after Flintoff retired in 2009, he was straight into his next career. His onfield charisma also percolated off the field. In March 2010, Flintoff became a team captain on the Sky One television sports panel show A League of Their Own, hosted by James Corden. He also had a stint as a commentator for Sky Sports’ coverage of world darts. He also hosted a radio show on BBC Radio Five Live on Monday nights.

Flintoff also produced a documentary entitled Freddie Flintoff: Hidden Side of Sport, about his and other sports stars’

suffering from clinical depression. This was first aired on the BBC in January 2012. This was his first foray into revealing this side of elite athleticism, and by no means his last. The 202 BBC documentary, and other appearances since, have shown that he wishes to dive deeper; although having seen

them, one cannot help but feel that he is still holding back on a deeper, darker malaise.

After this, Flintoff was often on British and Australian TV screens, including being a contestant in the first Australian version of I’m a Celebrity...Get Me Out of Here! 2015, held in the Kruger National Park in South Africa.

In October 2018, it was announced that Flintoff would

Flintoff with wife Rachael, whom he married in 2005. They have four children

be the new host of Top Gear  alongside Paddy McGuinness and Chris Harris. Filming for the 27th series of the BBC Two show began in early 2019 and first aired in June 2019. On February 11th, it was reported that Flintoff had crashed into a market stall in Mansfield while filming for the show.

On September 10th 2019, Flintoff crashed a second time while riding a head-first trike at 124 mph during one of the car show’s signature competitions. He was not injured and resumed filming afterwards.

Flintoff was involved in a third crash when filming on December 13th 2022, at the Dunsfold Park Aerodrome, after which he was airlifted to hospital. In October 2023, press reports confirmed that BBC Studios had reached a £9 million financial settlement to compensate Flintoff for the injuries he had sustained.

death.” He recalled being in “agony” for between half an hour and 40 minutes until an air ambulance arrived and he was taken to hospital.

Surgeon Jahrad Haq, who treated Flintoff, told the documentary the injuries were “very complex” - a mixture of hard and soft tissue injuries, broken teeth, lost teeth and elements of the upper jaw bone that were also fractured and displaced. He “lost a significant portion of his upper lip - the skin and some of the underlying muscle - and also his lower lip,” he said.

Reflecting on the recovery, Flintoff said, ”This sounds awful. Part of me wishes I’d been killed. Part of me thinks I wish I’d died,” he added. “I didn’t want to kill myself. I don’t want to mistake the two things. I wasn’t wishing, but thinking that this would have been so much easier. Now I try to take the attitude, you know what, the sun will come up tomorrow, and then my kids will still hug me, and I’m probably in a better place now.”

Flintoff was later offered a new role, coaching England Lions - the development squad underneath the England Men’s cricket team. It is a role he said he is “loving”. His wife Rachael told the documentary that his return to the sport was crucial on the road to recovery.

❛❛ When Andrew needed it most, cricket was there for him. I do think cricket saved him. It gave him a reason for being, again. ❜❜

Speaking in another documentary, ‘Flintoff’, made by Disney+ and released in April 2025, he states that he remembers everything about it. “I thought I was dead, because I was conscious but I couldn’t see anything,” he recalled. “I was thinking, is that it? Is that it? You know what I mean? Just black for the rest of my days? My hat came over my eyes - so I pulled my hat up and I thought, no, I’m not, I’m on the Top Gear track, this is not heaven.”

Flintoff then looked down to see blood and said his “biggest fear” was that he no longer had a face left. “I thought my face had come off. I was frightened to

“When Andrew needed it most, cricket was there for him,” she said. “It sounds a bit weird saying it, a bit over the top to say, but I do think cricket saved him. It gave him a reason for being, again.”

Flintoff flat-batting a six at Edgaston during ‘that’ Ashes series in 2005

What every England and Australia cricketer has pined for since 1877 – the Ashes urn. Flintoff was the Player of the Series in 2005

Flintoff out in the middle, Sydney, 2005

By Sacha Bolourchi, Partner, Property Team, Mayo Wynne Baxter

Commonhold: Is it time to rethink property ownership?

In a country where leasehold has long dominated multi-unit property ownership, commonhold represents a radical shift in how homes can be owned and managed in England and Wales. Yet, more than two decades since its introduction in 2002, commonhold remains almost invisible in the housing landscape.

With growing dissatisfaction over leasehold practices, ranging from high service charges to opaque ground rent agreements, commonhold is receiving renewed political, legal, and industry attention. As government-led reforms

continue to reshape residential property law, the question is no longer ‘what is commonhold?’, but ‘why isn’t it more common?’

WHAT IS COMMONHOLD?

Commonhold is a form of property ownership that allows people to own their individual flat or ‘unit’ freehold, while jointly owning and managing the shared parts of the building (such as the lobby, roof, and garden) through a commonhold association.

This model is widely used internationally, particularly in regions such as

Australia and North America. In England and Wales, it was introduced by the Commonhold and Leasehold Reform Act 2002 as an alternative to traditional leasehold, but uptake has been minimal.

HOW COMMONHOLD WORKS

Each flat or unit in a commonhold development is owned outright on a freehold basis, not subject to time-limited leases. At the same time, all unit owners automatically become members of a commonhold association, a limited company that owns and manages the building’s shared spaces and fabric.

Key features:

• No ground rent

• No lease expiry

• One vote per unit owner in association decisions

• Transparent budgeting and service charges

• Equal rights and obligations among owners

❛❛ With growing dissatisfaction over leasehold practices, commonhold is receiving renewed political, legal, and industry attention.

Leasehold vs. Commonhold: a comparison

Leasehold:

- Fixed-term (e.g. 125 years);

- Ground rent is often payable;

- Management by freeholder;

- Restricted alteration rights; and - Leases diminish in value.

Commonhold:

- Freehold tenure;

- No ground rent

- Management by owners;

- Permitted alterations; and - Perpetual ownership.

WHY HASN’T COMMONHOLD TAKEN OFF?

Developer incentives - Developers prefer leasehold for its recurring income potential. A change to commonhold would result in a loss of ground rent income and the potential to sell their reversionary interests.

Lender reluctance – Whilst lender attitudes are improving, some mortgage providers are still unfamiliar with commonhold, especially for post-conversion fl ats. As a result, buyers may face reduced mortgage availability or slower approval times, which can impact their resale potential.

RECENT DEVELOPMENTS AND REFORM PROPOSALS

In 2021, the government established the Commonhold Council, aiming to revive the model. The Law Commission has proposed reforms, including simplifying the conversion process, standardising documents, and promoting commonhold as the default tenure.

would be converted to commonhold and their lease phased out.

• Equity loan: non-participating leaseholders will be required to do so, and the Government will fund the upfront cost to pay for the conversion and will be paid back when the property is sold.

❛❛ In March 2025, the government’s White Paper laid the foundation for a reformed, more widely adopted commonhold model. ❜❜

Legal complexity - Converting leasehold to commonhold requires unanimous consent, which in practice may be extremely diffi cult, particularly in large or mixed-use developments. One dissenting owner or an absent landlord can block the entire process. In addition, the conversion process would involve terminating all leases, setting up a commonhold association and creating a new commonhold community statement, requiring the coordination of leaseholders, solicitors, freeholders, managing agents and lenders.

Lack of public awareness - Commonhold is rarely marketed, and as a result, there is a lack of precedent. This creates uncertainty, which can deter buyers.

In March 2025, the government’s White Paper laid the foundation for a reformed, more widely adopted commonhold model. Major possible proposals include:

• Making commonhold the default tenure for new flats and banning new leasehold sales.

• Strengthening governance via mandatory:-

• Reserve funds for future maintenance; and

• Public liability insurance.

• Mandatory leasebacks: leaseholders who do not participate in the change to commonhold can continue as leaseholders. However, over time, they

MARKET IMPLICATIONS

For developers: Less longterm revenue from ground rents.

For property lawyers: The need for training and documentation updates.

For lenders: New assessment criteria.

For homeowners: More security and democratic control.

CONCLUSION

While commonhold can offer long-term benefi ts, such as perpetual ownership, transparency, and democratic control, there are practical, legal, and fi nancial hurdles. Future reforms, especially around conversion mechanics and lender assurances, are essential to make it a truly viable alternative to leasehold. Sacha Bolourchi, Partner, Property Team sbolourchi@mayowynnebaxter.co.uk

How should businesses react failure to prevent fraud guidance?

By Lauren Bowkett, Senior Associate in Business Crime at JMW Solicitors

The Economic Crime and Corporate Transparency Act 2023 introduces a new corporate offence: failure to prevent fraud. This legislation is part of the government's broader strategy to combat economic crime and reinforce corporate responsibility. Business owners need to understand the implications of this offence, the required compliance measures, and how to adapt their operational practices effectively.

WHEN DOES THIS COME INTO EFFECT?

The offence of failure to prevent fraud will come into effect on September 1st 2025, and earlier this year, the government published guidance to assist large companies in preparing for the legislative changes. The guidance, which outlines six key principles, provides a flexible framework to assist businesses in preventing fraud by anyone associated with them. Following the publication of the guidance, companies will have a nine-month window to develop and embed fraud prevention procedures, along with their current risk management frameworks and address any gaps in their systems and processes.

GOVERNMENT EXPECTATIONS

The government has provided general guidance on compliance, but it expects different sectors to create tailored measures that align with their unique risk profiles. This approach recognises that fraud risks vary significantly across industries, and a financial services firm, for example, will need to address different challenges from a retail business.

UNDERSTANDING THE OFFENCE

The failure to prevent fraud offence applies to organisations where an associated person commits a ‘base fraud offence’, intending to benefit the organisation. A list of the base fraud offences is outlined in the legislation. An 'associated person' includes employees, agents, subsidiaries, or any individual acting on behalf of the company. However, this list is not exhaustive, and anyone who performs services for or on behalf of the company can fall within the definition.

To be prosecuted, there must also be a link to the UK, also described as a UK nexus. It does not matter where in the world the business is based; if a UKbased employee has undertaken the offence, then the company can be prosecuted.

Only large organisations can be prosecuted for the offence. A 'large organisation' must meet at least two of the following criteria:

• More than 250 employees

• Turnover exceeding £36 million

• Balance sheet total exceeding £18 million

However, SMEs are strongly encouraged to adopt robust fraud prevention measures, as this remains advisable as a matter of good practice. SMEs can still suffer severe reputational and financial damage from fraud, so preventive strategies are valuable across the board.

❛❛ The Economic Crime and Corporate Transparency Act 2023 introduces a new corporate offence: failure to prevent fraud. ❜❜

FRAUD PREVENTION MEASURES

The government’s guidance outlines six key principles that organisations should follow to demonstrate that they have taken reasonable steps to prevent fraud. These principles are not prescriptive; instead, they offer a flexible framework that can be adapted to different sizes and types of businesses.

Risk Assessments

Conducting regular, thorough assessments of potential fraud risks specific to the business is essential. This involves identifying vulnerabilities in business operations and understanding how fraud could occur.

Proportional Procedures

The measures put in place should align with the company’s size, nature, and complexity. Smaller organisations might implement more straightforward controls, such as rigorous invoice checks, while larger corporations may develop more comprehensive anti-fraud systems involving multiple levels of oversight.

Top-Level Commitment

Senior management must demonstrate a strong commitment to preventing fraud. This could include appointing a senior executive to oversee fraud prevention measures or making public statements that reinforce the company’s stance against fraud.

Due Diligence

Conducting due diligence checks on associated persons helps mitigate risks. This involves vetting third-party service providers, contractors, and even potential employees to ensure they do not pose a fraud risk.

Communication and Training

Communicating anti-fraud policies effectively and supporting them with regular training sessions is crucial. Employees should be aware of how to iden -

react to the guidance?

tify and report potential fraud. Training should cover practical examples and warning signs relevant to the business sector, to help employees apply the guidance effectively in their roles.

Monitoring and Review

Implementing a system for regular monitoring and review of anti-fraud measures allows procedures to remain effective and evolve with changing risks. This system can include audits, feedback mechanisms, and updates based on new fraud techniques or business changes.

PRACTICAL STEPS FOR IMPLEMENTATION

Business owners should start reviewing their anti-fraud strategy that clearly defines objectives, responsibilities, and

❛❛ The introduction of the failure to prevent fraud offence carries significant implications for business owners. ❜❜

processes. This strategy should outline how the company plans to meet its legal requirements to prevent fraud. It should also place employees at the centre of the failure to prevent fraud measures.

Employees play a key role in preventing fraud, and business owners should encourage a culture where employees feel comfortable reporting suspicious activity without fear of retaliation.

Utilising fraud detection software and automated compliance tools can also strengthen an organisation’s ability to monitor and detect fraudulent activity. Technology can assist in analysing large volumes of data for anomalies and issuing alerts when potential fraud is detected.

IMPLICATIONS FOR BUSINESS OWNERS

The introduction of the failure to prevent fraud offence carries significant implications for business owners. If an associated person commits fraud, and the company cannot prove it had reasonable procedures in place, it could face prosecution. This may result in fines, reputational damage, and a loss of business confidence. Therefore, establishing robust fraud prevention

measures is not only a compliance requirement but also a strategic one.

Implementing these measures may require changes in company policies, processes, and the allocation of resources. Business owners should anticipate costs related to training, technology investment, and compliance consultancy. These expenditures should be seen as a long-term investment in safeguarding the organisation’s financial health and legal compliance.

With the enforcement date set for September 1st 2025, business owners have little time left to align their operations with the new requirements and should look at this as a matter of urgency. By adhering to the government’s guidance, companies can not only prevent fraud but also demonstrate their commitment to ethical practices and foster a culture of transparency and integrity.

One of these Citizenship by Investment programmes may be just what you need. By Tess de Klerk

The gloomy weather and the Rachel Reeves raids getting too much? You’re not the only one eyeing the horizon for something warmer, freer, and a little more joyful. If the current climateeconomic, political or literal - has you

wondering whether there’s a better way to live, you’re in luck. Some of the Caribbean’s most beautiful islands offer a legal, secure path to a second citizenship through well-established investment programmes. And they’re

far more accessible than you might imagine.

Whether it’s the desire to hedge against uncertainty, or simply the call of turquoise seas and white-sand beaches, four destinations stand out for those considering a blue-skies chapter: Antigua & Barbuda, St. Lucia, Grenada and finally St. Kitts & Nevis.

❛❛ Tempted yet? ❜❜

LUCIA

Dreaming of a life in the

❛❛ Whether it’s the desire to hedge of turquoise seas and white-sand

If your vision of paradise includes dramatic volcanic landscapes less footfall than of its neighbours, Lucia might be your match. CBI programme is one of the region’s effi cient, with straightforward processing no requirement to visit or reside on the island. English-speaking and stable, it has strong links to both Europe and the US. The programme recognises dual citizenship and allows inclusion of a spouse, children under 31, siblings under and parents over 55.

the sun?

With its tropical climate, welcoming culture and famously abundant beaches, Antigua and Barbuda is ideal for those dreaming of an active yet relaxed lifestyle. A member of the Commonwealth with strong links to both North America and Europe, it provides excellent air connectivity and a relatively low cost of entry into the CBI world. There are no residency requirements, and the programme allows wide family eligibility, including adult children up to 31, their spouses and children, parents and grandparents over 55 and unmarried siblings.

Investment options (choose one):

• US$230,000 donation to the National Development Fund (non-refundable)

• US$260,000 donation to the University of the West Indies (non-refundable)

• US$300,000 investment in government-approved real estate, held for a minimum of fi ve years

• US$1.5 million direct business investment as an individual, or a joint US$5 million investment with a minimum USD 400,000 contribution per applicant

hedge against uncertainty, or simply the call white-sand beaches, four destinations stand out... ❜❜

paradramatic landscapes and than some neighbours, St. match. Its most processing and island. strong air programme inclusion under 18

Investment options (choose one):

• US$240,000 donation to the National Economic Fund for the main applicant and up to three dependents (non-refundable)

• US$250,000 investment in an approved enterprise, plus administration fees

• US$300,000 investment in approved real estate, held for a minimum of fi ve years

• US$300,000 in government bonds and US$50,000 in administrative fees, with bonds held for fi ve years

GRENADA ST KITTS & NEVIS

language

Often called the Spice Island, Grenada’s lush terrain, friendly population and stable government make it a natural draw. It’s a member of the Commonwealth with English as the offi cial language and a common law legal system. Grenadian citizenship allows the inclusion of children up to 30, siblings over 18, parents and grandparents. Dual citizenship is permitted, and there are no stay requirements.

legal system. Grenadian citizenship allows the inclusion

Grenada is also the only Caribbean CBI country with an E-2 treaty with the United States, allowing citizens to apply for a US E-2 Investor Visa. This non-immigrant visa enables investment and residence in the US.

Investment options (choose one):

• US$235,000 donation to the National Transformation Fund (non-refundable, includes a family of up to four)

• US$270,000 investment in government-approved real estate and US$50,000 additional contribution, held for at least fi ve years

As the oldest CBI programme in the world (established in 1984), St. Kitts & Nevis offers a solid and well-respected route to second citizenship. This dual-island country offers a peaceful lifestyle, a diverse culture with African, British and French infl uences and strong air links to Europe and North America. Citizenship is lifelong and can be passed on to future generations. The country permits dual citizenship and imposes no residency requirements. Visa-free travel extends to over 150 destinations, and the programme allows inclusion of a spouse, children under 26 and parents over 55, with dependents allowed to be added after citizenship is granted.

Investment options (choose one):

• US$250,000 donation to the Sustainable Island State Contribution for the main applicant and up to three dependents (non-refundable)

• US$250,000 donation to an Approved Public Benefi t Project (non-refundable)

• US$325,000 investment in a government-approved condominium or US$600,000 for a private home, held for at least seven years

❛❛ It looks beautifully proportioned, well-designed, and, of course, its German engineering means it will run forever ❜❜

BMW i5 M60 Touring

BMW’s new EV estate has arrived on my drive and it is quite a beast.

By Maarten Hoffmann, Motoring Editor

It looks beautifully proportioned, well-designed, and, of course, its German engineering means it will run forever, and it will be built like a Panzer tank. The reason I have personally not driven anything but a German car for the past 20 years is that they are simply the best-built cars on the market.

The two electric motors offer a total of

593bhp and provide four-wheel drive. The M60 comes with the M Sport Pro pack, including adaptive suspension, adjustable damping, a heads-up display and uprated brakes, as going fast dictates excellent brakes are needed to stop it, of course. The M Sport also lowers the ride height by 5mm and sharpens up the steering. BMW, of course, does brakes very well. As I recall, on my

first drive in the M4 Competition a few years back, when the brakes were hit hard, it felt like the seatbelt left marks across my chest, and I was worried about the car behind me, which was unlikely to have such remarkable brakes.

You also benefi t from BMW’s upgraded 22kW AC charging, for quicker top-ups at home, some exterior and headlight tweaks, 20-inch alloys, M Sport brakes with red callipers, a lip spoiler, plus electric front seats, a Bowers & Wilkins sound system and four-zone climate control.

It’s quite a size at 5060mm long and 1900mm wide. That matters little when

Touring

you climb inside, as it is really well-appointed. The interior is gorgeous and snuggles you into the driving seat in such a way that you are really not keen to get out.

Got a love the boost paddle tucked in behind the steering wheel, which delivers a dollop of max power for ten seconds. The overall acceleration is superb and breathtaking if you're not ready for it. Going fast is one thing, but what about cornering - yup, it’s got that too and in spades, with massive grip available that defies logic at times, but this amount of grip leaves all competitors in the dust. At 2,380kg, this is a heavy car, but you would nev -

❛❛ The interior is gorgeous and snuggles you into the driving seat in such a way that you are really not keen to get out. ❜❜

MOTORING

er know it, and that is a physics masterclass. The boot is a good size with plenty of room for adults in the rear seats and with everything laid flat, a very decent space for all the gubbins. The steering is smooth and accurate, and has that BMW weight to the wheel, which I find very appealing, and all with little body roll, thanks to the lower centre of gravity.

Inside, all is well. The BMW steering wheels are the best in the business, in my opinion, with just the right grip size for normal-sized hands. With that slightly flat bottom for ease of entry, all controls are fairly intuitive, and of course, we have the ubiquitous Tesla-esque massive screen across the dash. We have the usual minutes it takes each time you start it up in turning off annoying things such as lane assist and traffic sign warn -

ings that, infuriatingly, revert to on each time you turn the car off. One day, some manufacturer will realise these safety items are driving us all mad and will remove some of them on the basis that we are not all blithering idiots - we can stay in lane and we can read the road signs!

❛❛ Is this the best BMW EV on the market? Yes, it is. A very impressive car and a feat of engineering. ❜❜

The range was pretty good at an average of 260 miles per charge, which is a tad shy of the stated range of 315.

Charging is also pretty good with 1080% charge in about 30 minutes using a fast 205kW DC charger.

As most such cars would be leased, the benefit-in-kind (BIK) rate is an astonishing 2%. With finance, after the 10% deposit, it will cost you approximately £1,200 per month. This might seem quite high, but you always get what you pay for in this world, and this is a lot of car for the money, and one you might be keen to keep for many, many years; therefore, the quite harsh depreciation would be of little consequence.

Is this the best BMW EV on the market? Yes, it is. A very impressive car and a feat of engineering.

TECH STUFF

Model tested: i5 M60 Touring

Power: 593 bhp

Speed: 0-62 3.8 secs

Top: 143 mph

Range: 315 miles

Price from: £99,090

As tested: £113,765

By Paul Bates, Managing Director, Cleankill Pest Control

Holiday souvenirs might not be the only things you bring home

Schools are out for summer! This may be daunting news for many who have to keep their little ones occupied for six weeks. But it does mean you can finally go on that family holiday you’ve been thinking about all year.

This year, make sure you don’t bring back any unwanted souvenirs in your luggage. Here are some to look out for:

Bed bugs

These tiny insects are notorious for hitchhiking in luggage as they can hide in your clothes. Bedbugs are small, oval-shaped, brown insects that feed on blood. You may not notice them crawling into your suitcase or clothing but, once they get into your home, they can spread quickly.

Cockroaches

your summer dress - it could make a tasty treat for an ant. What can you do to prevent these pests from coming home with you?

become a problem, give us a call today: 020 8668 5477

Cleankill is a long-standing member of the British Pest Control Association (BPCA). It is the only pest control company in England to achieve the Gold Investors in People status for a third time.

❛❛ This year, make sure you don’t bring back any unwanted souvenirs in your luggage. ❜❜

• Inspect your accommodation before unpacking (focusing on the mattress and soft furnishings).

All Cleankill’s staff are highly trained and offer an exceptionally fast and efficient level of service. The company is proud of being approved to ISO9001 and ISO14001, while Cleankill’s certification as an Altius Elite Vendor places it among a select group of service providers in the country.

These robust pests are attracted to warmth and potential food sources like body oils or sweat. Cockroaches are flat, oval-shaped with long antennae and can survive for months without food. Dirty clothes are especially attractive to cockroaches; they may even lay eggs in the fabric.

Ants

The reason these small but strong insects are attracted to our luggage is due to the presence of food crumbs or sugary residue. Ants have a distinct body shape with a narrow “waist”. If you’ve spilt anything on your clothesmaybe you’ve enjoyed the sangria a bit too much and managed to get some on

• Keep your luggage off the bed and floor and use the luggage racks provided by the hotel.

• Keep dirty clothes separate and in a plastic bag.

• Don’t leave your suitcase open

• Consider using plastic bags around your suitcase to prevent bedbugs from getting inside.

• When returning home, unpack in a safe area away from your bedroom, such as a garage or bathroom, where bedbugs are less likely to thrive.

• Wash and tumble dry your clothes; the hotter the better.

If you do bring back some unwanted souvenirs this summer and they

Cleankill is also fully accredited to the Safecontractor, Constructionline and Achilles Health and Safety schemes and aims to be recognised as a market leader for innovation and new pest control techniques.

Award-winning Cleankill Pest Control specialises in providing commercial and residential pest control services across London, Surrey, Kent, Sussex, Hampshire, Bucks, Bristol and the rest of the country. For further information, go to www.cleankill. co.uk or call 0800 056 5477

Now available to test drive at smart of Epsom.

Sometimes a trip is about the journey, sometimes the destination. Who you’re bringing, what you’re packing, where you’re headed: every day is different. So you need a car as flexible as you are.

With a maximum range of 273 miles for the #1 (WLTP)* and 283 miles for the #3 (WLTP)** and with a less-than-30-minute charging time^, you’ll always be quickly and confidently on your way back home, or off to your next adventure.

News

4 Upfront: The top international news stories involving women in business

8 In the Right Direction: Good news stories from around the world

Regulars

6 The Alex Bailey Column Stepping into your own space. Go and claim it, it’s yours

10 The City Girl Column

Words of wisdom: the advice from her contemporaries that Pippa Moyle has found encouraging

PLATINUM

THE BIG INTERVIEW

Sarah Willingham

Sarah, along with her husband, are scaling new heights, having recently acquired the Brighton i360.

Here, she speaks exclusively with

12 The Laura Hearn Column

Is anybody listening? Laura voices her concern that many people hear but don’t really listen

Features

20 Climate adaptation

AXA Climate has recently published a paper to help companies take action on climate change

24 Getting caught out at work

Are office romances really such a problem in the workplace?

26 Spotlight

Focusing on two women – Vashikeh Clarke and Mary Kemp – who should be acknowledged more than they currently are

28 Harnessing the self-fulfilling prophecy

Mary Taylor on a simple strategy for exponential performance gains

Business

30 Sharing smart

The possible risks of business professionals over-sharing on social media

The percentage of senior roles held by women globally, up from 32.4% in 2023 33.5%

Success doesn’t come from what you do occasionally. It comes from what you do consistently.”

–

Marie Forleo, entrepreneur, writer and philanthropist

Wellbeing

32 Migraines

Low cost ways to cut back on migraine absence

34 The biohackers’ favourite NAD+ – is it all it’s cracked up to be?

Further Reading

36 Careers in Tech

Christina Lovelock is the author of ‘Careers in Tech, Data and Digital’. Plus four more books on the same topic

Travel

38 Tess de Klerk reveals some of the worst aspects of the otherwise noble activity of eco-tourism

Wine & Dine

42 Terra, the restaurant that is part of Tottington Manor, near Henfield

Girl Torque

44 Fiona Shafer, MD of MDHUB, road tests the ‘nice, normal’ e:Ny1

Maarten Hoff mann

EDITOR’S NOTE

Welcome to your August edition of Dynamic

In this month’s Big Story, Maarten chats with the new owner of Brighton’s i360, Sarah Willingham. If anyone can turn it around, it is Sarah whose scrappiness has seen her forge a remarkable career. We are excited to see her bring her magic to Brighton’s most visible landmark.

Laura and Alex share their hard-won wisdom in their respective columns while Pippa has gathered sage advice from inspiring women across the board.

We focus our Spotlight on Vashikeh Clarke, MD of Star Property Group as well as Mary Kemp, founder of AI Potential and Greenwich Momentum. They were both winners at the Dynamic Awards this year and we want to share their stories with you, in case you sadly missed out on our night of celebration.

My personal favourite feature this month is Harnessing the Self-fulfilling Prophecy by psychologist Mary Taylor. She reminds us of the power of beliefs - and where to start addressing these to help people reach their potential. Our regular features include advice by Dr Aragono in Wellbeing and my very tasty review of Terra at Tottington Manor in Wine & Dine.

Plus - welcome back to Girl Torque, Fiona Shafer. We missed you!

Editor, Dynamic Magazine tess@platinummediagroup.co.uk

CONTACTS

PUBLISHER: Maarten Hoffmann maarten@platinummediagroup.co.uk

EDITOR: Tess de Klerk tess@platinummediagroup.co.uk

MOTORING EDITOR: Fiona Shafer fionaas@platinummediagroup.co.uk

COMMERCIAL DIRECTOR: Lesley Alcock lesley@platinummediagroup.co.uk

EVENTS DIRECTOR: Fiona Graves fiona@platinummediagroup.co.uk

HEAD OF DESIGN / SUB EDITOR: Alan Wares alan@platinummediagroup.co.uk

SPONSORS SOUGHT

Sponsors are being sought to help support Co-Women, an inclusive community supporting Sussex-based professional women through networking, events and peer support. It believes in authentic connection, purposeful business and creating spaces that feel joyful, empowering and safe. It states that, with sponsors’ help, it can deliver more targeted business support courses and workshops; keep its podcast alive, giving women a platform to share their voices and stories; offer mental health drop-in sessions for members who need emotional support as much as strategy; improve its tech and branding infrastructure, so its message is clearer, louder, and reaches the women who need us most

Go to: www.co-women.org/sponsor

HEALTH MINISTER STEPS INTO DRUG CONTROVERSY

Health Secretary, Wes Streeting, has told ITV News he is considering an enhanced screening programme after an investigation into links between cancer cases and the drug Stilbestrol, also known as DES. The ITV News investigation, as highlighted in a recent Dynamic article, reveals the drug was still being prescribed to mothers nearly a decade after being supposedly banned. It also highlights a lack of evidence that regulatory authorities issued warnings to GPs. DES was prescribed to an estimated 300,000 women from 1939 until the late 1970s to prevent miscarriage and stop breast milk production.

WOMEN’S BUSINESS CLUB FOUNDER TO STEP DOWN

Angela De Souza, Founder and longstanding CEO of Women’s Business Club – founded in 2013, which has supported thousands of women through its national and international events – has announced her decision

to step down at the end of 2025, marking a major milestone in the organisation’s history. After more than a decade of leading and growing the global network for women in business, De Souza is handing over the reins and guiding the company through a bold new phase: a transition to a co-operative business model, giving members the opportunity to become co-owners and active stakeholders in the future of the Club.

UPFRONT

THE LATEST BULLETINS FROM AROUND THE WORLD

RECORD VIEWING FIGURES FOR LIONESSES

The Lionesses’ historic victory in the Women’s Euros final on July 27th pulled in more than 16m viewers, making it the UK’s most watched television moment of 2025. A peak live audience of 12.2m viewers watched England beat world champions Spain on penalties across BBC One and iPlayer.  Viewership of the final in

“When life brings big winds of change that almost blow you over, close your eyes, hang on tight, and believe.”

– Lisa Lieberman Wang

Basel, Switzerland peaked at 11.6m on BBC One. ITV also broadcast the match live, attracting a peak audience of just over 4m, according to Broadcast Sport. Both the BBC and ITV coverage peaked at around 7:45pm when England clinched victory.

... BUT TOURNAMENT MAKES A LOSS

Meanwhile, UEFA, the tournament organiser, is expected to make a loss of between €20-€25m, despite 29 out of the 31 matches being sold out and record viewing figures. This is in comparison to the men’s tournament, giving the organisation a huge €1.2bn profit in 2024. The loss can be directly attributed to the 156% rise in prize

money on offer to the participating countries compared to the previous tournament, else the tournament would have been in the black. Despite the loss, UEFA is delighted, stating that it considers the loss to be “an investment”, especially with the direction of travel of the women’s game.

INVESTING IN WOMEN REPORT

The Department for Business and Trade recently published its annual Investing in Women Code report on July 10th. Its main findings are:

• The proportion of women-led businesses, business acounts held by females and the total number of loan applications by women-led businesses have remained stable.

• For loan approval rates, the data continues to show similar levels of success for women-led businesses compared with their

male counterparts.

• The average loan sought by women-led businesses was twothirds of that sought by men-led businesses and just over a third of that sought by mixed-genderowned businesses.

• While securing debt finance remains more challenging for women-led businesses, industry signatories continue to develop and implement activities to support women-led businesses

ALTERNATIVE BUY-TO-RENT SCHEME LAUNCHED IN WEST SUSSEX

East Grinstead-based entrepreneur Sheila Smith has set up a company called BeHomed as an alternative to existing government-backed rent-to-buy or housing association schemes.

She said: “I want to shift the narrative away from ‘greedy landlords’ to ‘mutual opportunity’ by connecting those looking to exit the rental market with aspiring homeowners blocked by deposit requirements or mortgage restrictions.

Sheila explained that the scheme operates by BeHomed purchasing a property at market value and then agreeing on a fixed future price for the tenant to buy it in five years. Typically, she says, this price factors in average UK house price growth of around 4% per year. For example, a home bought for £200,000 today would be offered to the tenant for £243,330 in five years.

MORE WOMEN IN TECH REQUIRED ACROSS EUROPE TO FILL SKILLS GAP

The EU is expected to face a tech talent gap of 1.4 million to 3.9 million people by 2027. If it could double the share of women in the tech workforce to approximately 45%, or an estimated 3.9 million additional women by 2027, it could close this talent gap and benefit from a GDP increase of between €260 billion and €600 billion.

These are conclusions in a report by consultancy McKinsey on International Women’s moonDay that is celebrated annually on June 23rd.

“European leaders looking to build competitive advantage and growth by addressing their technology gap should consider one fact: women occupy only 22% of all tech roles across European companies.”

❛ ❛

“When life gives you lemons, squirt someone in the eye.”

– Cathy Guisewite

BANK OF ENGLAND DEPUTY GOVERNOR WANTS MORE WOMEN IN ECONOMICS

“Economics has an image problem”, says Clare Lombardelli, a deputy governor at the Bank of England.

With few children from poorer backgrounds studying the subject and only a small proportion of women pursuing it to undergraduate level, the profession is heavily weighted towards men from well-to-do backgrounds.

Lombardelli is on a mission to have more women like herself to have the opportunity to study the subject at their local state school, to alter a gender balance stuck for more than a decade at seven to three in favour of male pupils.

PRINCE

ALBERT II OF MONACO WELCOMES FIRST SUMMIT OF WOMEN ENTREPRENEURS

The Méridien Beach Plaza convention centre in Monaco recently hosted the first European Summit of Women Entrepreneurs. The AFCEM –the Monegasque branch of the FCEM (Femmes Chefs d’Entreprises du Monde – Worldwide Female Business Leaders) – welcomed 16 national delegations from all over Europe and beyond.

“Faced with the major upheavals that Europe is experiencing, geopolitical tensions, the acceleration of digital technology, the ecological transition and the fragmentation of the economic market, it is more than ever necessary to build robust alliances and create bridges between our organisations, our projects and our entrepreneurial cultures,” said Johanna Houdrouge, AFCEM President, in her opening speech.

Alex Bailey Column

The COMPANY OF THE YEAR 2022

MWe are delighted to have Alex Bailey contributing to Dynamic. Co-Founder, with 20+ years of expertise in HR leadership, organisational change. She specialises in cultural evolution, delivering impactful programmes globally while speaking

STEPPING INTO YOUR SPACE

By Alex Bailey

y research in 2023 into female board leaders revealed that many women get to middle management roles and get stuck, coinciding with critical life events that often clump together in our 40s / early 50s (menopause, caring for teens/ parents/elderly pets, health issues and setbacks) and sadly miss the boat of opportunity or opt out of the career progression pathway.

The women I’ve spoken to at this point are often burnt out and exhausted, giving up and putting others first, struggling with self-care. The women business owners I know have more grit than I’ve seen in anyone, override many warning signs and don’t see the burnout until it’s right there. Clinical burnout is not pretty and is career-ending.

Whilst there are a plethora of factors influencing this, I try to unravel it and explore some of the ways it could be prevented, as previously shared by: armouring, finding your voice, valuing intuition, expanding our web of support, etc. Something I’ve noticed is that women, and people in general, often don’t step into their own space very well. I think there’s something we could consciously do about this that may be another supportive structure to the long-term business and personal success many leaders pursue.

I think about the physical space we occupy as an example analogy: I sit next to the lovely Josie and Ant in my team, and our desks are connected. We are so polite, we never bump chairs or if we accidentally find our key fob or water bottle has sneaked on the edge of their desk, we apologise

Dynamic. She is a Global CEO and leadership, psychology, coaching, and evolution, leadership,and performance, at international events.

for over-spilling. But normally, we use the immediate space in front of our screens and stick to it. We don’t use the whole of our space and certainly not the edges.

I think we do this in our roles, too. We don’t use and work to the edges in all our knowledge, skills and strengths to best effect, and tend to default to those easiest, most used and proven, hence the “defaultness”.

But if this is how we behave physically, does it play out the same way in our increasingly more compassionate, empathetic ways of working? Do we limit ourselves to a smaller space than is available for fear of overstepping and upsetting others? And how might that impact our opportunity over time? Particularly for rapid career progression.

Dream bigger. I still have my original five-year business plan that I wrote before I started Bailey & French, and on reflection, my five-year revenue targets were shockingly unambitious. Not because I didn’t believe in myself, but because I simply didn’t dream big enough, and it limited me. Never again!

Continually communicating to others the space you occupy to really own it is also critical. New descriptors on our LinkedIn profiles are a great example; I felt so nervous about others’ judgments that I took years to call myself a keynote speaker. Now, I’m frustrated that I allowed myself to be held back by others who really weren’t thinking about me whatsoever.

“Mel Robbins’ constant advice to, ‘just do it,’ as per the Nike campaign, seems to be the nudge that so many are looking for at this exact point in time.”

Thinking about it does nothing; act now. Whether you like it or not, the Let Them theory by Mel Robbins has been phenomenally successful this year, and Mel’s constant advice to, ‘just do it,’ as per the Nike campaign, seems to be the nudge that so many are looking for at this exact point in time.

If we could fully step into our space, how can we best do that?

Label it and share: Transitions and evolutions are key opportunities to label our new space and indicate to others how we will take on new responsibilities, realise ambitions and take ownership and accountability. Being able to share this when onboarding into a new role or when promoted is a key foundation we should ask for and not wait for our manager to remember. Our managers interviewed us and know, but often forget that no one else has a clue why we have been brought in!

We appear to be so concerned about other people, with empathy and worry of judgment on overdrive, perhaps driven by such massive exposure online to potential humiliation/ cancelling, that we paralyse ourselves. Stepping up into the space that is available is easy once you let go of the worry. We can simply try on the persona, the behaviours, the attitude and importantly, the mindset of the person we want to be. And there is nothing in our way of doing that - right now.

Ask again, nothing is dead in the water until it’s dead in the water. Whilst there are always going to be barriers in our way for anything we want to do (my motto: nothing worth doing is easy), giving up at the first hurdle is such a waste of energy. I have learned that continually knocking and asking repeatedly can actually be endearing; people recognise that it means something, that we don’t want to give up, that we are striving for more. So, even when there’s a ‘no,’ I encourage you to just ask again. There’s always something changing, which means there might be a yes tomorrow.

Are you stepping into the whole of the space you could own?

Alex Bailey styled by Gresham Blake

Email: Alex@baileyandfrench.com www.baileyandfrench.com Insta @alexbaileybackstage Follow me on LinkedIn: www.linkedin.com/in/ alex-bailey-26562b2/

“It is not easy being a mother. If it were easy, fathers would do it.”

Dorothy Zbornak, The Golden Girls

‘FOSSIL FUELS

ARE RUNNING OUT OF

ROAD’

UN chief António Guterres declared fossil fuels are “flailing and failing”, as data showed 92.5% of new electricity in 2024 came from renewables. He highlighted falling renewable costs, calling clean energy “smart economics”. A report by IRENA found 91% of new renewable projects were cheaper than fossil alternatives. Guterres warned nations still backing fossil fuels risk economic harm. Despite this momentum, global emissions hit record highs, underlining the urgency. Guterres said renewables ensure energy security, unlike oil and gas, which triggered global price spikes and crises in 2022.

IN THE RIGHT DIRECTION

CITIZENS WIN LANDMARK CASE OVER EXXONMOBIL

The US Supreme Court has rejected ExxonMobil’s attempt to overturn a $14.25m fine for breaching pollution laws at its Texas refinery. The record civil penalty followed a lawsuit by Environment Texas and the Sierra Club under the Clean Air Act. Exxon argued

the groups had no standing, but the court disagreed. Campaigners hailed the decision as a major victory for public enforcement of environmental laws. “This sets a strong precedent and empowers citizens to challenge illegal pollution by large corporations,” said Environment Texas director Luke Metzger.

SWEDEN ENDS CAGED HEN FARMING WITHOUT A BAN

No hens are kept in cages in Sweden anymore, thanks to a campaign by Project 1882–despite no legal ban. The group used advocacy, corporate pressure, and public awareness to end the practice. CEO Benny Andersson called it a win for animals and activists, but warned that

without legal protection, cages could return. He urged lawmakers to pass a formal ban to safeguard progress.

Sweden’s move sets a powerful example for the EU, showing that societal change can be achieved even in the absence of regulation.

DANES MAY GET COPYRIGHT OVER THEIR FACES

Denmark is proposing a law granting individuals copyright over their own faces and voices to combat AI deepfakes. If passed, sharing fake images, videos or audio based on real people would become illegal. Platforms failing to remove such content could face heavy fines. Satire and parody would be exempt. Culture Minister Jakob Engel-Schmidt said current laws fail to protect against AI misuse, and everyone should have control over their likeness. The move comes amid rising concerns about deepfakes and their role in spreading disinformation online.

The UK Biobank has completed the world’s biggest body imaging project, scanning 100,000 volunteers over a

WORLD’S LARGEST BODY SCAN PROJECT FINISHES

decade. The images, matched with detailed health, lifestyle and genetic data, are revolutionising research into diseases like cancer, dementia and heart conditions. Already, over 1,300 scientific papers have been published using the data. Professor Sir Rory Collins said the scale of the project allows scientists to identify previously invisible disease

GEN ALPHA LOGS OFF FOR REAL-WORLD FUN

A study by GWI reveals 12–15-year-olds are taking more screen breaks, with 40% now unplugging from tech – up from 22% in 2022. Gen Alpha appears to be rediscovering offline experiences, choosing cinema over streaming and board games over devices. Toy wish lists are also on the rise. Based on surveys in 18 countries, the report highlights a “recalibration” rather than full rejection of screens. Researchers suggest that, raised on tech, this generation is now leading a shift towards balancing digital and real-life activities, making offline fun fashionable again.

patterns, helping to improve diagnostics and patient care globally through early and more accurate health interventions.

BABIES BORN FREE FROM DEADLY DISEASE

British scientists have helped babies be born free from mitochondrial disease using a groundbreaking IVF method involving DNA from three people. The technique merges eggs from the mother and a donor, along with the father’s sperm, to prevent passing on the genetic disorder. Eight babies have been born through the process at Newcastle Fertility Centre. One mother described it as a gift of hope after years of uncertainty. Professor Doug Turnbull said the success offers fresh hope to more women at risk of passing on this incurable condition.

❛ ❛

If somebody offers you an amazing opportunity but you are not sure you can do it, say yes. Then you can learn to do it later.”

Sir

Richard Branson

GLOBAL

GLOBAL CHILD LABOUR DECLINE WELCOMED

Child labour has dropped by 22 million since 2020, with hazardous child work down by 25 million, according to the International Labour Organisation. The report says this marks a return to

progress after increases from 2016 to 2020. While encouraging, 138 million children – 59 million girls and 78 million boys – are still engaged in labour worldwide. The findings stress the need for

continued global action. Campaigners welcomed the news but highlighted the scale of remaining challenges to eliminate exploitative child labour in all forms across different regions.

City Girl Network founder Pippa Moyle reveals the bon mots from her peers that have stood her in good stead

WORDS OF WISDOM

The greatest privilege of my career is to be surrounded by inspiring women. I meet them every day, at events, on email, over coffee. They share words of wisdom that I absorb like a sponge, feeding my internal board committee that’s steering my resilience, agility and leadership.

“Act like you know everything and you’ll learn nothing; act like you know nothing and you’ll learn everything.” I used to think I had to know more than I did: an exhausting expectation. Being humbled changed that. I’ve begun to drop the ego and embrace curiosity. I seek out passionate, experienced people, ask questions, and keep learning. I respect those who ask questions. Admitting what I don’t know has become my greatest strength, creating space for growth, connection, and collaboration.

Rosie Baggs, ND Experiences

‘Always be yourself. Be brave in your decisions and treat everyone with respect. If you lead with kindness instead of just focusing on getting ahead, you’ll make real friends and lasting connections. In the end, it’s those relationships and mutual respect that really matter.’

Alison Jones Partner at Kreston Reeves

This month, I wanted to shine a light on seven Sussex women who have made a profound impact on how I work, live and lead. I’ve asked them to share the best advice that they’ve ever been given to help you fuel your internal board committees, too.

“Know your values and stand on business unapologetically.”

Like a tree, your values are the trunk that keeps you grounded and self-assured; allowing you to move with intention and alignment like root flares! And if you ‘lose’ your way, your values bleed into everything you do, so you will always find your way back home to start again, bigger and better than ever.

Kaia Allen-Bevan, YouthTheGap CIC and Edge of Difference

“Like a tree, your values are the trunk that keeps you grounded and selfassured”

“Everyone here is a man in a dark suit. You’re already Mo Kanjilal, Edge of Difference  After always feeling different growing up, I followed a career into the tech world where I stood out again. I tried to fit in, thinking that’s what success required. someone said that. I stopped to blend in and started owning

“In order to adapt to one’s surroundings and the different people that we have to deal with in our day to day lives, you need to be like a chameleon- forever changing our colours and positions.”

Fiona Anderson

WISDOM

This was shared with me by my first female line manager when I started working at RBS. She was a real mentor and supported me in my early career with the bank. It’s always resonated with me as I have had to be very adaptive to different scenarios and people I have had to deal with on a day to day basis. Being a chameleon has served me very well in my life and her words will always stay with me.

“Whatever you are not changing, you are choosing. Read that again.”

This quote punched me in the gut. It made me realise how often I was tolerating things that weren’t serving me in work, love, and life. It sparked the decision to stop settling and start building the brand and life I actually wanted. Now, every time I feel

stuck, I come back to it and I ask myself: What am I choosing that no longer works? And I take action to change it. That’s how growth begins! I use this quote on all my coaching clients and it shakes them into action too. You have a choice, choose wisely.

Clay, Connected Brighton and Compass Club

different, own it.”  thinking required. Then stopped trying owning being different. And it’s worked. People remember me over any business name. Don’t follow the crowd. Own your difference. It’s your superpower.

“Know when to hold your nerve and when to act.”

That was the best advice I received early in my medical training, and it’s shaped every procedure, every leadership decision, and every moment of doubt since. Whether navigating a critical incision or nurturing a fragile dream, the principle is the same: stay present, stay prepared, and lead with purpose. In IVF, as in leadership, timing, precision, and creating the right environment are everything. Lasting, positive change doesn’t come from noise or pressure - it rises from the quiet certainty of knowing when and how to act.

Dr

Carole Gilling-Smith, Agora Clinic

Pippa Moyle CEO + Founder

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Lyndsey

Laura Hearn is a former BBC journalist, now storytelling consultant and founder of Flip It - a podcast and platform helping people and businesses use storytelling as a tool for clarity, connection and change. This month, for Dynamic, she raises concern about how people sometimes hear without really listening...

“As I got older, I began to notice how rare true listening really is. School makes a song and dance about teaching us to speak, write and read, but listening not so much ”

IS ANYONE

By Laura Hearn

“When people talk, listen completely. Don’t be thinking what you’re going to say. Most people never listen. Nor do they observe.”

Hemingway’s words echoed in my mind last week, when I found myself sitting alone in a busy London cafe. Instead of getting out my laptop, I ordered a rather expensive tea and did something I hadn’t done for a long time. I indulged in some people watching… and people listening.

In a little over 60 minutes, I observed a couple arguing (he had forgotten that it was their anniversary), watched a group of university students discuss the finer - or messierdetails of the night before, and listened to what looked like two hotshot city guys negotiating over some kind of business deal. I sat next to a couple who barely said a word to each other as they both scrolled through their phones whilst nursing two large mugs of coffee.

Each interaction, whilst different in context, echoed a distinct similarity - a lack of accurate and intentional listening. I witnessed frustration, shifts in body language and ultimately disconnection.

As I listened and observed those around me in this somewhat bustling cafe, I found myself being transported back to my childhood. I was often called shy, quiet, and sometimes moody. The first two I’d agree with even today, but the latter not so much. What was mistaken for being sullen or withdrawn was actually me listening. Not just to the words, but to the way the words were spoken and the way they changed the energy of the room. Perhaps it was shaped partly by growing up in a house where I struggled to be heard and understood. For many reasons, there was a lot of ‘noise’ and my default was to retreat, to hide in the shadows, listen and observe.

As I got older, I began to notice how rare true listening really is. School makes a song and dance about teaching us to speak, write and read, but listening not so much. Listening is something I have taught myself, because in my experience, the only way to learn how to listen better is to know what it feels like not to be heard. Not being listened to doesn’t feel very good, as if you are an irritation, a burden, a waste of someone’s time. Whereas when you feel listened to, you feel as though you are the only person in the room, and it bonds you with another in a way that you weren’t and couldn’t have been before.

ANYONE LISTENING?

To truly listen to another is not about nodding, asking smart questions, or waiting your turn to talk. It’s much simplerand harder. It’s about presence. Receiving what’s being said without trying to control, shape or respond to it. It’s about how you leave someone feeling long after you have left one another. Hearing happens. Listening is a choice.

And listening shaped my path into journalism. I was drawn to people and stories, and I was constantly asking “why?”. To this day, I am surprised that so few of us dare to question the status quo. But above all, I was drawn to what happens when someone truly feels heard. The insights, the discovery, the understanding and the sense of connection that comes when you genuinely listen. To listen well is to understand what someone really means. It’s to be fully present with them, where there is no judgement or attempt to fix.

Listening is an art form that needs to be nurtured and cherished, because I truly believe it is the gateway to our personal and professional fulfilment. Over the years, I have had the privilege of meeting and interviewing countless individuals from all walks of life - each one has taught me a valuable lesson in how to be a better listener. Here’s what I’ve learned:

6. Silence is incredibly powerful. Don’t be so quick to fill it. Don’t worry about trying to solve or offer advice. All you need to do is acknowledge. We need to find our own way through the noise, and the only way to do that is to embrace silence.

Being a journalist has taught me to be a better listener. There were times in my early career when I was so focused on formulating my next question or trying to extract the right answer that I missed the very heart of the story. I made too many assumptions and judgments without waiting for the truth to present itself. Over time, I learned to slow down and not rush my subject. To dial up the quality of my attention, to meet everyone with the same lens of compassion and curiosity, regardless.

“When people talk, listen completely. Don’t be thinking what you’re going to say. Most people never listen. Nor do they observe.”

Listening is our most primitive and valuable tool to understand the world and each other, and when we are constantly being pursued for attention, it is a skill that we need to sharpen. But it is just that, a skill. We can all learn how to be better listeners by tuning into how we feel when we are listened to and when we aren’t.

1. Look for what’s not said. What someone leaves out is as important, if not more so, than what they say. Words can serve as a mask for emotions that are hard to acknowledge.

2. Get to know your audience. Step outside of your world and into another. Leave your own story at the door and get to know someone else’s. Pay attention and try to understand what drives them, what their dreams are and what keeps them up at night.

3. Listen to understand, not to respond. Too often, we are busy analysing and crafting our answers before the other person has even finished their sentence. Don’t be in so much of a hurry that you leave little or no space for them to speak.

4. Find the commonality, not the difference. Despite what you may have been told or led to believe, when you give someone else a little piece of your own heart, you will be rewarded with a far bigger piece in return.

5. The way you deliver your words directly affects the way they are heard. It’s often less about what you say, but the way you say it. Your tone, speed and context can have a huge impact on the way your message is received.

The next time you find yourself in conversation, perhaps surrender your agenda and show up as your most human self; notice what changes. The person who truly listens is rewarded with a connection that transforms both themselves and others through the simple act of being fully present.

My hour of simply sitting, observing and listening was exactly the reminder I needed to dial down my own internal noise. And although the temptation to check my emails or respond to WhatsApp messages was never far away, I resisted and in turn left feeling calmer and consequently more connected with my fellow humans.

To listen fully is to throw your drafted questions and already-written script in the bin and commit to the other person, because to offer our undivided presence through the art of listening is to offer ourselves and each other the most generous gift we have.

You can listen to Laura’s podcast, Flip It, wherever you get your podcasts, and you can connect with her at www.flipitglobal.com

SARAH WILLINGHAM

Brighton-based Sarah Willingham was part of the Dragon’s Den panel in 2015, is a serial investor, and is now the proud owner of the Brighton i360, under her Nightcap brand.

It has been a fascinating journey, not least whilst on the board of Pizza Express, she saw the opportunity to create one of the largest and most successful chains of Indian restaurants in the UK. Unfortunately, the Pizza Express Directors did not agree, so with steely determination, she went it alone, raised all the finance and created the Bombay Bicycle Club, which succeeded as she projected.

In the same year, she and her husband, Michael Toxvaerd, successfully co-founded and floated NeutraHealth plc, a nutraceutical business, on the London Stock Exchange.

In 2021, Sarah launched and listed Nightcap plc, to take advantage of the unique opportunity present in the market to acquire and grow drinks-led businesses that can thrive in the post-COVID era. The London Cocktail Club was their first acquisition, and the group now boasts 44 venues across the UK; 45 with the addition of the iconic i360.

WILLINGHAM

Sarah has received various accolades, including The Times’ 35 Most Successful Women under 35, Business Weekly’s Young Entrepreneur of the Year, and the Courvoisier Top 500. In 2016, Sarah was named one of the Sunday Times’ 500 Most Influential People in Britain and more recently business leader. She also holds three business degrees, including an MBA from the Cranfield School of Management, where she serves as an advisory board member.

Maarten Hoffmann sat down with Sarah for a fascinating chat about life, business and the i360.

MAARTEN HOFFMANN: Lovely to meet you, Sarah. Congratulations on your purchase – or saviour, shall we call it – of the i360. Where did your business life start?

SARAH WILLINGHAM : Lovely to finally meet you. At the age of 13, I started working in restaurants whilst still at school, although I am not academic at all. However, I somehow managed to get various degrees, so perhaps I was better at academia than I thought. I guess my business life started in my late 20s when I was running the international side at Pizza Express and was rather frustrated that the international expansion side of things was not greatly valued.

I shared an office with David Page, who was the CEO and Chair. He went on to launch businesses such as Franco Manca and Fulham Shore. He is a very smart guy, and having shared an office with him for a year, I must have driven him mad asking hundreds of questions and learning how his business really worked. I wanted to learn everything.

“I realised that if I was ever going to have a big family, I needed control of my diary –and needed to make money.”

Back in those days, this was not core business, and international expansion actually devalued your business, unlike today, of course. I really wanted to have a big family - it was always a dream to have a big family, but how to do that with the hours I was working was a total mystery. I was working every hour possible and travelling all over the world most weeks. Rather than leave, they convinced me to become Head of Special Projects.

At the end of that year, I realised that I really understood it finally; things that are critical to being an entrepreneur, how they structured the business, both legally and financially. I understood why they listed on the stock market, how they structured their debt, and how they managed their shareholders, among other things. It clicked, and I finally understood. I then realised that if I was ever going to have a big family, I needed control of my diary – and needed to make money.

So I went to the Board and said that I think we should do to Indian food what we have done to pizzas. There was no Deliveroo or any home delivery service back then, but the Brits have a taste for Indian food, and I recognised there was a great opportunity to create a brand synonymous with quality and consistency. Their reaction was, ‘But we do pizza, what on earth are you talking about?’ So I decided to break away and do it myself, using everything I had learnt from David.

MH: That’s quite a ballsy thing to do. Did you have the funding?

SW: I had no funding. I went off for a year to do the MBA. I planned to purchase the Bombay Bicycle Club. I’m not a starter; I prefer to take a business that someone else has launched, add my own magic, and then invest in the infrastructure to replicate it.

At the eleventh hour, having signed the agreement, I got a call to say I had been outbid. I was so shocked. I was also quite inexperienced and couldn’t quite believe it had happened. Then I was even more shocked when I found out that the other bidder was none other than David Page, from whom I had learnt so much. He had left Pizza Express and launched out on his own –much like I had done – and created the Clapham House Group and purchased the Gourmet Burger Kitchen.

He wanted the Bicycle Club, too.

Sarah, with husband Michael Toxvaerd

Despite the inevitable impostor syndrome (after all, I was just little Sarah from Stoke), and having done nothing in business at that point, I was confident that I had the team and knowledge to do this, and regardless, I would do it with another brand if I couldn’t have the Bombay Bicycle Club.

After much deliberation, and a few sleepless nights, I joined forces with David. I became part of the Clapham House Group, which ultimately led to the creation of the UK’s largest chain of Indian restaurants. In 2007, I sold my Bicycle Club shares and all my stock in the Clapham House Group. Having met my husband by then, we decided to start our family whilst looking for something to do that would not totally control my diary. We now have four beautiful children.

“I am not sure I have ever met anyone who doesn’t have it. It shouldn’t be seen as such a negative thing and why are we trying to erase it?”

MH: Going back to your mention of impostor syndrome, that’s quite a buzzword for Dynamic Magazine, and we are determined to help in erasing it. Was it a big deal for you?

SW: Oh yes. Isn’t it for everyone?

I am not sure I have ever met anyone who doesn’t have it. It shouldn’t be seen as such a negative thing and why are we trying to erase it? When you’re outside of your comfort zone it means you are progressing and progress is good. Being underestimated became my superpower when I was younger, and I thrived on it.

Whilst at Pizza Express, we acquired the Soho restaurant Kettners, and I was the lead person in the acquisition team, and I was a few minutes late for a meeting. Their legal team was down one side of the table, with my team on the other side. There was one empty seat – mine.

As I walked in, one of their lawyers looked up and said, “Thank God, mine’s a white with one sugar.” As the only woman in the room, I was expected to make the coffee, but bear in mind, this was the 90s.

So I put my bag down and asked if anyone else would like a coffee, and no one else did; they said nothing, all looking slightly ashen. So I made the coffee and put it in front of him, sat in my seat and said, “Shall we start the meeting?” I watched the colour drain from his face as he looked up for the first time and realisation dawned.

He completely underestimated me, and that’s when I realised that this was my superpower – being underestimated. I walked away with the deal. Young, female and a bit more lip gloss; therefore, underestimate me at your leisure. Rather than getting upset about it, I use it to my advantage, and it worked every time.

MH: So, coming onto Nightcap, why did you buy the i360?

SW: It was certainly not the plan. It came across my desk that it was going into administration just before Christmas, and Michael, who deals with acquisitions, said, “Look, the i360 is going into administration.” I was not keen as I live in Brighton and I love my anonymity. It felt a bit too close to my doorstep. We were then travelling in Vietnam when I saw it had gone bust and thought surely Merlin or the Pier Group or someone would pick it up.

“How can you visit Brighton without going up the i360?”

When we returned to the UK, Michael said that I really needed to look at this, and when I saw the numbers, I was shocked to see that they had never fully activated the hospitality side of the business. The actual tower works and it’s really cool, but what about the 22,000 sq. ft of hospitality around it? Why has no one activated it?

“He completely underestimated me, and that’s when I realised that this was my superpower –being underestimated. Rather than getting upset about it, I use it to my advantage, and it worked every time.”

It needs to attract the local community and the tourists and be the hub at the centre of the prom. But it was carrying a huge debt, and with that in place, it was totally unviable. We, the Brighton taxpayers, had paid for it, and the news came out that if no buyer could be found, it was to be dismantled. That would be the most obvious major failure in the city’s history, I think. I couldn’t let that happen. I also realised that it had to go to a local who actually gave a damn about it and the future of the city.

The only way it had a future was if the debt was dropped. The council listened and duly dropped it, and that allowed me to buy it for £150,000. Of course, it will take a lot more money to get it back to scratch, but the complex, technical work of building the tower is done.

The other bits, the hospitality, the bars, the restaurant were the easy bits for me, but the pod itself was in a bad state. It has cost a fortune to refurbish it, with glass panes being shipped in from Europe at an eye-watering cost, but it now

New owners, new logo

looks great and is working well. We already have a good number of tourists using it. After all, how can you visit Brighton without going up the i360?

“I

am delighted to say that we have agreed to sponsor the Outstanding Brightonian of the Year category at Platinum’s Brighton & Hove Business Awards”

All our efforts are now focused on the food and beverage (F&B) offering, and we are refurbishing everything. The Terrace is the best place to have a sundowner with an unrivalled position, and on the corner, we are opening a fabulous beach bar Drift just before Pride.

MH: What about the meeting and conference space and those awful, brutalist concrete walls?

SW: We’ve made lots of changes - the bare concrete walls that I know you hate are gone, and with the enhanced view, surely there is no better space for meetings, events and conferences. Additionally, with the F&B offerings being significantly improved, I believe we will greatly enhance the entire area, making it more attractive to both locals and tourists. Moreover, we will make the attraction work for our city and give us something to be really proud of.

We are working tirelessly to transform everything, making it more attractive, enhancing the offering, and creating a place where everyone wants to be. We know we have three main areas of income – the pod, the hospitality and the corporate business. We have to achieve success in all three to make it viable, and we will. I am not blind to the fact that we have to make everything we can in the summer months when tourists are everywhere and not lose too much in the winter months. The meeting and conference spaces are the answer to that.

All we hope for is the community’s support in helping us save the i360.

MH: I can assure you, Sarah, that most people will support you, understand the huge task you have ahead, and that nothing that has gone before is your fault. As far as Platinum is concerned, we will support you in every way we can. In fact, we have already made a booking with you for later in the year, in partnership with the University of Brighton’s Help to Grow programme, and are also booking a Platinum Club event. I am sure there will be more to follow.

SW: That’s great news! I hope we will receive support from all quarters. I am delighted to say that we have agreed to

sponsor the Outstanding Brightonian of the Year category at Platinum’s Brighton & Hove Business Awards, so that we can get involved with the city and support at every opportunity.

MH: Great to meet you, Sarah, and thanks for your time.

Pod up, abseil down

Climate publishes a white paper

ADAPTATION: paper to help companies take action

AXA Climate and the Climate School have released a white paper designed to help UK organisations understand the critical challenges of climate adaptation - along with the practical tools and strategies needed to prepare and respond effectively.

This publication builds on the adaptation training course launched two years ago by the Climate School and provides an updated framework for organisations ready to move from awareness to action. Mitigation and adaptation are two complementary facets of climate action: it is essential to reduce emissions and limit global warming, but also to adapt to the consequences already unfolding. The task companies face today is to deploy a clear and realistic adaptation strategy aligned with scientific trajectories, while remaining ambitious in mitigation efforts. In short: to do everything they can to avoid the unmanageable and, at the same time, manage the inevitable.

A GROWING EXPOSURE ACROSS ALL SECTORS

By 2100, global temperatures are expected to rise by 2.2°C to 3.4°C if current trends continue, which is well above the 1.5°C to 2°C target of the Paris Agreement. Companies are on the front line, as extreme weather events increasingly disrupt every link in their value chain, from physical infrastructure and operations to financial performance and human resources. All sectors are affected: tourism, energy, finance, and even those perceived as less exposed, such as IT services.

A GEOGRAPHIC LENS TO UNDERSTAND RISK

AXA Climate’s white paper encourages organisations to rethink how they approach climate risk – viewing it first and foremost as a geographical challenge. Businesses must assess their vulnerabilities and identify all areas where they need to implement their adaptation strategy. This requires strong governance at every level of the organisation, with structured dialogue between departments and across different locations.

The white paper provides a clear methodology to support this: From analysing past events, their intensity, duration and impact, to incorporating long-term climate projections. Because the lifespan of a business activity often extends

“By 2100, global temperatures are expected to rise by 2.2°C to 3.4°C if current trends continue, which is well above the 1.5°C to 2°C target of the Paris Agreement”

“The increase in extreme weather episodes in recent years marks the beginning of a growing awareness among companies, which we must support and develop.

beyond 30 years, short-term forecasts are no longer sufficient. Risks must then be prioritised based on their criticality for the organisation. Once the diagnosis is established, companies can begin identifying realistic adaptation actions. These should be designed in consultation with those directly affected, and evaluated not only from an economic perspective, but also through organisational, technical and regulatory lenses. This step is key to avoiding the risk of maladaptation.

OPERATIONAL AND NATURE-BASED SOLUTIONS ARE ALREADY UNDERWAY

Diagnosing risks and implementing tangible adaptation solutions is no longer a theoretical exercise. Large companies, such as Michelin and Suez, are already working at the site level to address their vulnerabilities. Nature-based solutions are also emerging as a core strategy. These involve protecting, managing and restoring natural ecosystems in ways that benefit both biodiversity and human well-being. Examples include the creation of rain gardens to increase soil permeability and reduce flooding, or incorporating vegetation into infrastructure to limit heat exposure.

A COMPREHENSIVE AND EXPERT-LED LEARNING EXPERIENCE

The white paper “Managing the inevitable, How can we meet the challenge of Climate Adaptation” answers the core questions companies are asking: What are the most common impacts by sector? Which roles are most exposed to climate risk?

The resources are enriched by expert insights from professionals such as Arnaud Vanon, an expert in risk management; Bertrand Pigeat, Group Audit Director & Risk Manager at Michelin; Huu-An Pham, Director of Business Consulting and an expert in climate adaptation at AXA Climate; and Estelle Rouhaud, Adaptation Project Manager at Suez Consulting.

“The increase in extreme weather episodes in recent years marks the beginning of a growing awareness among companies, which we must support and develop. The path of adaptation is the most robust way to deal with the irreversibility of global warming - it takes into account the imperative

+ABOUT AXA CLIMATE

AXA Climate, a subsidiary of the AXA Group specialising in climate change adaptation and transition, works within sectors such as agrifood, industry, finance and the public sector. It offers parametric insurance products, consulting services, over 40 hours of online training and a series of digital climate projection tools. Drawing on science and data, AXA Climate supports businesses and public players in tackling major environmental challenges and enabling them to adopt concrete adaptation and mitigation strategies specific to their territories and realities.

For more information: climate.axa or @AXA Climate on LinkedIn

of risk reduction, the maintenance of activities and the hope of a pathway to a regenerative model,” explains Huu-An Pham, Director of Business Consulting at AXA Climate.

“In the United Kingdom, we’ve seen adaptation rise on the corporate agenda last year: which scenario to choose, where to adapt first, and how to avoid maladaptation. For companies, the challenge involves combining a global, strategic vision with a nuanced understanding of local issues. This requires the involvement of a wide range of profiles, including HR, site managers, and others. Our white paper meets that need,” adds Olivia Partington, UK Business Development Lead, AXA Climate.

Download the full report here: axaclimateschool.com/wp-content/uploads/2025/06/ AxaClimate_LivreBlanc_A4_Web_EN.pdf

Forget the drama is playing

The kiss-cam moment at a Coldplay concert might have gone viral, but the real drama isn’t playing out in arenas – it’s unfolding quietly in office kitchens and Zoom meetings across the UK.

According to research by The Global Payroll Association, one in three UK office workers has admitted to dating a colleague. Even more striking, recent studies suggest that a staggering 85% of affairs begin in the workplace. While office romances are hardly new, they’re taking on fresh complexity in an era of blurred work-life boundaries, hybrid teams, and heightened cultural sensitivity.

At fi rst glance, workplace relationships might seem like a private matter. After all, people spend an enormous amount of time at work, forging connections over deadlines, coffee runs, and after-work drinks. But beneath the surface, these relationships can carry significant risks – from harassment claims and favouritism to fractured team dynamics and declining morale.

Senior Director of Instant Offices, Demis Bril, explains: “Th is isn’t just about preventing scandal. It’s about building workplace cultures rooted in trust, inclusion, and professionalism.”

So how can businesses embrace the reality of workplace relationships while safeguarding culture and compliance?

1. Create clear relationship disclosure policies

Romantic relationships between colleagues aren’t inherently problematic, but when they’re poorly managed – especially across hierarchies – they can lead to real consequences. Whether it’s

Coldplay concert – the real playing out in your office

a perception of favouritism or an actual conflict of interest, these dynamics can erode team trust and create tension.

Bril advises that companies introduce transparent policies outlining how workplace relationships should be disclosed to the HR department. “It’s important employees know when and how to report a relationship, what steps will be taken to protect confidentiality, and how any resulting team changes will be managed,” he says.

Clarity helps normalise transparency and prevents secrecy from undermining morale.

2. Prioritise psychological safety

When relationships – or rumours of them – start circulating, the ripple effects can spread quickly. Unspoken dynamics and secret affairs can leave other team members feeling uncomfortable or uncertain, especially if promotions or perks seem unevenly distributed.

More alarmingly, if a workplace relationship breaks down or was never consensual to begin with, the consequences can escalate into legal territory. Harassment claims are a real risk, particularly if one party feels pressured, trapped, or victimised.

With online searches for “harassment” in the workplace up 20% in the UK this week alone, employers can’t afford to ignore this. Training sessions on what constitutes inappropriate behaviour, how to raise concerns safely, and the company’s zero-tolerance stance should be mandatory, regardless of an employee’s level or seniority.

3. Update boundaries for hybrid and remote teams

It’s not just in-person connections that spark romance anymore. In a post-pandemic world, digital closeness can sometimes blur boundaries just as much, if not more, than physical proximity. Informal chats on Teams, emoji-laced banter in Slack, or late-night video calls can quietly evolve into something more.

HR leaders should ensure their codes of conduct reflect the new reality of hybrid and remote work. This includes clear expectations around digital professionalism and respectful communication, even when employees are working from their kitchen tables.

“It’s important not to demonise romance altogether. In many cases, workplace couples thrive personally and professionally.”

4. Support connection – without compromising culture

It’s important not to demonise romance altogether. In many cases, workplace couples thrive personally and professionally. But mishandled relationships can damage reputations, impact productivity, and lead to costly exits, both financially and culturally.

High-profile examples have demonstrated that what begins as a personal matter can quickly escalate into a public crisis. Just ask the CEO of Astronomer, who made headlines for a workplace affair that led to a PR fallout.

“Workplace relationships don’t have to be scandalous,” says Bril. “But they must be managed with foresight, integrity, and fairness.”

Workplace romances are here to stay Workplace romances are here to stay. But how organisations navigate them in 2025 will define more than just HR policies – it will shape their values, culture, and ability to build trust.

The aim isn’t to shame attraction or human connection. It’s to ensure that every relationship at work – romantic or not–is grounded in mutual respect, openness, and professionalism.

Because if the Coldplay kiss-cam saga taught us anything, it’s that what happens off the clock can still go viral – and affect what happens on it.

In our exclusive Spotlight feature, we highlight women who are doing good things in their community. They’re not always seen but we think they should be.

SP OTLIGH T

Vashikeh Clarke

Vashikeh is the Managing Director of Star Property Group, and won the Dynamic Award for Property Professional of the Year

From a young age, I was immersed in property, helping my mum manage her small portfolio. Though I initially pursued a creative career in the fashion industry, studying at the London College of Fashion and even showcasing my work at the Natural History Museum, life steered me back to property when my mother became ill.

That turning point ignited my career in property management. I started at Ellmans and rose through the ranks, followed by a demanding yet formative role at Baron Homes, which included property management, emergency housing, and developments. I later joined Jonathan Rolls, where I tackled complex landlord and tenant issues, including one involving a CIC tenant that ultimately introduced me to the Star Property Group.

Starting in the property team, I quickly found myself working across departments and was soon appointed Managing Director. It is a role I am incredibly proud to hold, especially since I had only been with the company for two years beforehand.

PROPERTY PROFESSIONAL OF THE YEAR 2025

One of my proudest achievements was championing an improved maternity policy at Star, a cause close to my heart that highlighted the importance of inclusive leadership in an industry that still lacks gender parity at the top.

“Whether mentoring my team or breaking the mould in boardrooms where I am often the only woman, I aim to lead by example.”

Star Property Group has grown exponentially, evolving from buy-to-lets into a £150 million portfolio with investments in six countries. We have built a network of in-house companies, including Star Investments & Management, Star Events and Star Community Housing. Each of these plays a vital role in supporting our growth and delivering ambitious projects, from luxury villas and high-end fl ats to a wedding venue and homes for those in need.

There have been challenges, particularly stepping into a leadership role during a time of internal transition. Still, these experiences have deepened my understanding of the business and strengthened my ability to lead.

Above all, I am proud of the culture we are building –supportive, driven and community-focused. Whether mentoring my team or breaking the mould in boardrooms where I am often the only woman, I aim to lead by example and create space for others to rise too.

www.star-property.co.uk

Mary Kemp’s entrepreneurial spark ignited early. Growing up in New Zealand, she sold beaded shirts and salt dough toys on the school bus. “I always wanted to carve my own path while helping others,” she says. “Creative problem-solving and asking questions are my speciality.”

That mindset shaped her career. With a nursing background as a foundation, she moved into pharmaceutical sales, then marketing, eventually co-leading a strategy and marketing agency with major clients like Tinder, Spotify, Laurent Perrier, and Meta–all built on trust and long-term relationships.

Then came 2023. As generative AI hit the mainstream, Mary faced a turning point. “I realised the old world was dying,” she says. It was both terrifying and galvanising. She and her husband, Gareth, pivoted to launch AI Potential–a bold new venture that has now evolved into Greenwich Momentum.

Mary Kemp

Mary Kemp is the founder of AI Potential and Greenwich Momentum, helping businesses navigate the AI revolution with confidence and humanity at its core.

WOMEN IN TECH AWARD 2025

calls “surreal and affirming.”

“I’m often the only woman in the room,” she says. “That used to feed my imposter syndrome. Now it fuels my voice.” Late-night chats with ChatGPT helped her confront and dismantle limiting beliefs. “It wasn’t a magic wand, but it helped me finally see myself clearly.”

Her challenge now? Ensuring enterprise clients don’t steer them away from their original mission. “We’re determined not to leave smaller businesses behind,” she says. “AI literacy, responsible use, and compliance should be for everyone–not just the boardroom.”

“Mary’s vision is ambitious: to make AI Potential and Greenwich Momentum the go-to platforms for responsible AI”

Outside the tech world, Mary finds adrenaline and joy as a racing marshal at Brands Hatch. “It connects me to my Kiwi roots and love of sport,” she says. Brighton is now home–chosen for its creative, entrepreneurial energy.

Backed by pre-seed funding, a world-class board, and five seasoned founders, Greenwich Momentum is an AI platform that merges training, autonomous agents, workflows, compliance, and strategy. “AI is no longer a future concern. It’s a right-now capability,” Mary says. The platform helps companies move from exploration to real implementation with dashboards and live audit trails.

Mary’s mission is clear: make AI accessible to all businesses, support women and marginalised groups in tech, and show that AI is about human connection–not just algorithms. Her clarity of purpose earned her the Woman in Tech title at the Dynamic Business Awards–an honour she

What fuels her are the quiet breakthroughs: when someone says her talk changed how they see AI, or when women in her workshops speak with new confidence. “People keep telling me I need to share this,” she says. “So I am.”

Mary’s vision is ambitious: to make AI Potential and Greenwich Momentum the go-to platforms for responsible AI, empower thousands of businesses, and help shape a more inclusive tech future.

Her advice to entrepreneurs? “Don’t sit on the sidelines. AI isn’t just for tech giants anymore. The playing field is levelling. Now’s the time to step up, experiment, and lead.”

www.aipotential.ai

By Mary Taylor, CEO at Mary Taylor and Associates

HARNESSING THE SELFFULFILLING PROPHECY

A simple strategy for exponential performance gains

A‘bread-and-butter’ challenge for companies is how to get the best from their staff. For employees themselves, the goal is no different; most people want to perform at their best and achieve their career aspirations.

There are, of course, numerous ways to try to go about this – some more demanding and more successful than others. Utilising the ‘self-fulfilling prophecy’ can be an inexpensive, ‘fast-track’ route to exponentially improving employee performance – yet it is frequently overlooked.

In essence, the self-fulfilling prophecy refers to the phenomenon that a person’s beliefs, expectations or predictions (positive or negative) about themselves influence their behaviour in such a way that the expectation or belief comes true.

For example, if someone believes they are a great communicator, they are more likely to deliver a keynote in a clear, calm, and confident manner, resulting in a well-received speech.

“The self-fulfilling prophecy refers to the phenomenon that a person’s beliefs, expectations or predictions about themselves influence their behaviour”

The self-fulfilling prophecy is also self-perpetuating – in our example, when the speech is well-received, it confirms and strengthens that person’s original belief, increasing their performance even further on subsequent, similar occasions.

But how powerful is belief? Is it the original belief that produces the results, or simply that the belief results from facts, and those facts produce the results?

Here is just one example of the effect of belief. At a sports event in California, several people reported having food poisoning. The examining doctor deduced that the source was a machine at the venue. To warn others, this was announced over the public-address system.

People began to faint and vomit. Even those who did not consume from the machine, but were near it, complained of the same symptoms. Shortly afterwards, it was confirmed and announced that the machine was not the source of the illness – those who had used the machine miraculously suddenly recovered.

When beliefs can produce such physical responses, it is no surprise that they can also profoundly alter our behaviour. So, how best to harness this phenomenon in the corporate world? The key is to change people’s beliefs about what they are good at – doing so changes their behaviour and consequently their performance.

Everyone has beliefs about themselves, which can be broadly categorised into beliefs about what they are ‘great at’, ‘average at’ and ‘bad at’. The reality is, of course, far more nuanced. However, this broad categorisation is sufficient to make significant progress.

For a ‘quick win’, it is best to avoid tackling the category of ‘bad at’ – these beliefs are hard to shift, and attempts to do so are frequently unsuccessful.

The category of ‘great at’ is one where improvements can be made – but these tend to be incremental. In addition, strengthening this type of belief tends to happen automatically (the self-perpetuating phenomenon).

+ABOUT MARY TAYLOR

Mary Taylor has worked with top executives in many globally recognised brands, including Apple, Cartier, Ferrari, Dior, Pfizer, Prada and Sony, and has a unique understanding of the challenges of corporate life at the top.

Mary’s extraordinary academic and professional background includes working in maximum-security prisons and as a corporate lawyer for a top global law firm. She is also a qualified psychologist.

their boss that their contribution in a meeting was clearly communicated and well-received, they will internalise that and it will sow the seed.

Second, the person needs to be given further opportunities to demonstrate the same ability – people need to believe that they can repeat the performance, not that it was a lucky oneoff. Step one encourages them to try again, where otherwise they may not.

Third, the person needs to receive positive feedback every time they perform well, at least initially. This reinforces their belief that they indeed possess this skill objectively.

“Let’s be clear - this is not about creating false beliefs in people about their abilities.”

The category where we can achieve disproportionately large results is that of ‘average at’. So how do we change a person’s beliefs about their ‘average at’ skills and abilities?

The best approach is to take a skill or attribute that the person believes they are ‘average at’, but for which you see they have greater potential. Shifting this type of belief requires three steps.

First, a catalyst, ideally positive feedback from credible others – to use our example again, if a person is told by

Let’s be clear - this is not about creating false beliefs in people about their abilities. It is about taking genuine instances where someone performed ‘great at’ something that they don’t consider themselves to be more than ‘average at’ in general.

By recognising the specific ‘great at’ episode, you can encourage the person to see that they can be great in general at this skill, give them the courage to demonstrate further instances of this, and ultimately shift their belief in their ability.

By shifting their belief, you initiate the self-fulfilling (and consequent self-perpetuating) phenomenon, which can achieve significant increases in their performance across multiple areas.

In practical terms, this needn’t be a difficult or costly intervention for companies. If you consistently show that you expect good performances, give positive feedback every time someone performs ‘great at’ something outside their usual skill set and frequently give people the opportunity to shine in new areas, you can radically shift the performance and outcomes of all those within your organisation.

SHARING SMART: The hidden dangers for professionals of oversharing on social media

In today’s hyper-connected world, social media is a powerful platform – essential for building personal brands, promoting businesses, and connecting with audiences. For professionals, especially entrepreneurs and leaders, visibility online isn’t just helpful – it’s often a strategic necessity.

But with that visibility comes vulnerability. Oversharing –posting too much personal, sensitive, or real-time information – can create risks that go far beyond a few awkward comments. From privacy breaches to reputational damage, even well-intentioned posts can have unintended consequences.

Th is is particularly relevant for women in business, who often navigate a unique balancing act: being visible without being exposed, authentic without being overly personal, and strong without being scrutinised.

OVERSHARING: WHERE IT STARTS AND WHY IT MATTERS

The pressure to be “relatable” online can push many professionals to share more than they should. Maybe it’s live-posting from a work trip, sharing family updates, venting about a tough day, or posting unfi ltered reflections in the name of transparency.

“The pressure to be “relatable” online can push many professionals to share more than they should.”

The problem? What feels genuine in the moment can create security gaps or shape perceptions in ways you can’t control. Social media doesn’t forget – and unfortunately, not everyone in your audience has good intentions.

Increased online visibility can attract attention – both welcome and unwelcome. Cyberstalking, identity theft, and targeted harassment remain very real risks, particularly for public-facing professionals. While these issues affect everyone, research consistently shows that women – especially those in leadership roles – often face higher levels of scrutiny and digital abuse.

WHAT NOT TO SHARE: COMMON PITFALLS

You don’t need to disappear from social media to stay safe –you just need to be more strategic. Here are some common

types of information to think twice about before sharing:

• Real-time locations – Avoid announcing where you are right now, especially if you’re alone or at a private address. Share once you’ve left the location.

• Family and home details – Photos of children, partners, or your home’s exterior can be used to identify or locate you.

• Financial milestones – Celebrating success is fine, but sharing exact income or contract details can invite scams or judgment.

• Emotional struggles – Being authentic is valuable, but deeply personal content about burnout or distress may be misinterpreted or undermine your professional image.

• Workplace frustrations – Never post about clients, colleagues, or internal confl icts. Even vague references can backfi re or breach confidentiality.

SHARING SMART: STAYING SAFE WITHOUT GOING SILENT

The goal isn’t to limit your presence – it’s to ensure that your presence works for you, not against you. Here’s how to post with purpose and confidence:

1. Set boundaries

Before you post, ask: Is this valuable? Could it be misunderstood or misused? Having your own posting policy will help you stay consistent.

2. Curate your narrative

Stick to content that aligns with your values and goals – thought leadership, lessons learned, successes, insights. You can be personable without being personal.

3. Review privacy settings

Regularly check who can view your content. Use platform tools like close friends lists, private groups, or restricted audiences to manage your exposure.

4. Delay sensitive posts

If you want to post something personal or location-based, wait until after the event or experience has passed. Th is protects your safety and gives time for reflection.

5. Educate your team

If others help manage your content, ensure they understand

SMART:

“Being mindful of how your content might be interpreted isn’t self-censorship – it’s strategic communication.”

what’s off-limits. Clear communication prevents accidental breaches.

6. Monitor your digital footprint

Search your name online every few months to see what’s visible. Remove or update anything that no longer represents you well.

WHEN VISIBILITY BECOMES A RISK

Most oversharing isn’t malicious – it comes from a desire to connect, inspire, or show leadership through vulnerability. But without boundaries, that vulnerability can become exposure.

Women in leadership continue to face disproportionate criticism. What might be praised as “open” or “authentic” for one person could be framed as “emotional” or “unprofessional” for another. Being mindful of how your content might be interpreted isn’t self-censorship – it’s strategic communication.

CHOOSE POWER OVER EXPOSURE

Social media thrives on visibility, but you have the right to decide how much of yourself you share. When done intentionally, sharing can be powerful. But oversharing can dilute your message, damage your credibility, or jeopardise your safety.

Not every story needs to be shared in real-time. Sometimes the most powerful move is knowing when to pause, edit, or withhold altogether.

Being online is part of modern leadership – but being intentional online is part of smart leadership. Stay visible. Stay professional. Stay protected.

SMART SOCIAL CHECKLIST: QUICK HABITS TO STAY SAFE ONLINE

• Enable two-factor authentication

• Turn off real-time location sharing

• Audit your followers and connections regularly

• Avoid posting identifying details (home, plates, children)

• Delay sharing travel or event posts

• Pause before posting emotionally

Low-cost ways to cut migraine absence

By Dr Guiseppe Aragona

Migraines aren’t glorified headaches that dedicated employees should power through. They’re complex neurological episodes that can make bright lights feel like daggers and ordinary office sounds unbearable. Yet many employers still treat them as minor inconveniences.

While one employee battles crippling head pain in a darkened room, deadlines slip, workloads shift, and productivity tanks. Too often, workplaces approach migraines the wrong way–believing they need pricey wellness schemes or major office redesigns. In truth, the most effective solutions are often inexpensive and simple to implement. Small environmental tweaks and policy changes can dramatically cut migraine-related absences.

Whether you manage a traditional office, a hybrid team, or a remote workforce, practical steps can help employees stay productive and reduce the impact of migraines, all while creating a more comfortable environment for everyone.

THE REAL COST OF “POWERING THROUGH”

The old “just a headache, take a paracetamol and crack on” mentality is not just outdated–it’s expensive. UK businesses lose nearly £9bn a year to migraines. That’s largely due to “presenteeism,” where staff work despite being unwell, which can result in poor performance.

Trying to push through symptoms like nausea, visual disturbances, and brain fog is hardly effective. Companies that have tackled this issue head-on have seen real benefits, from improved staff retention to reduced sick days. Ignoring it, on the other hand, is both unkind and fi nancially short-sighted.

HIDDEN MIGRAINE TRIGGERS IN THE OFFICE

Many workplaces harbour migraine triggers without realising. Noise is a major culprit. Open-plan offices, constant chatter, and device notifications can overwhelm sensitive employees. An easy fi x? Create quiet zones with “library rules” and offer

earplugs or noise-cancelling headphones–lowcost, high-impact solutions.

Lighting is another issue. Flickering fluorescent tubes are notorious triggers. Switch to LED bulbs, use inexpensive fi lters, or remove harsh overhead lighting near affected desks. Allow staff to adjust screen brightness, and don’t question someone wearing sunglasses indoors–it may be the only way they can work.

Smells also play a part. Strong air fresheners, cleaning chemicals, aftershave, or yesterday’s reheated lunch can be triggering. Introduce a fragrance-free policy. It’s free and spares everyone discomfort.

“Most migraine-friendly workplace changes are either free or very lowcost. Small changes could result in fewer sick days, improved staff retention, and a happier team.”

FLEXIBILITY: YOUR STRONGEST (FREE) TOOL Migraines strike unpredictably. They might appear at 5am or in the middle of a key meeting. Offering flexible hours and remote work gives employees a chance to manage attacks without losing entire workdays.

Working from home can be a game-changer. No commute, fewer triggers, and the ability to control their environment let many people stay productive when they might otherwise be forced to call in sick.

When migraines require medication, access and early treatment are crucial. Drugs like Sumatriptan help when taken quickly–something easier to achieve when staff aren’t pressured to “soldier on” until they collapse.

CREATE A CALM SPACE

If space allows, consider setting up a chill-out room. It doesn’t need to be elaborate–just a quiet, dimly lit area with comfy seating. Stock it with a few basics like an ice wrap, peppermint oil, a

triptan blister pack, or a heat 20-minute rest can stop a migraine

Th is small investment in shows your commitment and term absences.

BREAK THE BAD HABITS

Workplaces often glorify overworking ping breaks–perfect conditions

Encourage screen breaks and out guilt. Make it clear these ing, but essential for maintaining

Ensure drinking water is readily dration is a common trigger. encouragement to bring refi tle but support everyone’s light snacks on hand too; ar crashes benefits everyone, migraines.

CHANGE THE CULTURE, FURNITURE

One of the most signifi nancial–it’s stigma. Many condition, fearing judgement age. Th is leads to inadequate symptoms, and increased overall

Tackle this head-on with sources from The Migraine Migraine Centre can be used sions. Train line managers ately and compassionately. Th migraine disclosure isn’t “Can another hour?”

THE BOTTOM LINE

Most migraine-friendly workplace either free or very low-cost. policies, lighting adjustments, ness training can go a long changes could result in fewer staff retention, and a happier

You can’t afford to ignore migraines, don’t need a massive budget

Support your people, ditch and you’ll improve both employee business performance. Everyone

heat pad. Even a short migraine in its tracks. employee well-being and helps reduce long-

HABITS overworking and skipconditions for migraines. and quick stretches withthese aren’t signs of slackmaintaining performance.

readily available–dehytrigger. A water cooler and refi llable bottles cost liteveryone’s health. Keep a few too; avoiding blood sugeveryone, not just those with

CULTURE, NOT JUST THE

significant barriers isn’t fiMany employees hide their judgement or career daminadequate treatment, worsened overall disruption.

education. Free reTrust or the National used for awareness sesto respond appropriThe right response to a “Can you power through

workplace changes are low-cost. Flexible hours, scent adjustments, and simple awarelong way. These small fewer sick days, improved happier team.

migraines, but you also budget to make a difference. ditch outdated attitudes, employee well-being and Everyone wins.

NAD+ THE BIOHACKERS’ FAVOURITE

Is it all it’s cracked up to be?

By Jasmin Jetchev

From Silicon Valley to Shoreditch, biohackers are buzzing about one molecule: NAD+. Short for nicotinamide adenine dinucleotide, NAD+ is said to be a miracle compound promising sharper minds, youthful skin, and even longer life.

It’s become a favourite of the wellness influencers, with intravenous infusions, injections, and supplements selling well. But does this trendy coenzyme live up to the hype? Or is it just expensive hype?

rhythm regulation. Perhaps most notably, it activates enzymes called sirtuins, which have been linked to ageing, infl ammation, and metabolism.

“NAD+ is a coenzyme found in every living cell. It’s critical to energy production, helping convert nutrients into ATP, the cell’s primary energy currency.”

Let’s separate the science from the sales pitch.

WHAT IS NAD+?

NAD+ is a coenzyme found in every living cell. It’s critical to energy production, helping convert nutrients into ATP, the cell’s primary energy currency. But it doesn’t stop there. NAD+ is also a key player in DNA repair, cell signalling, immune function, and circadian

In short, NAD+ is essential for keeping our cells functioning properly. However, here’s the problem: our levels of NAD+ decline with age. By middle age, your NAD+ levels could be half of what they were in your twenties. Th is decline has been associated with a range of age-related issues, from fatigue and cognitive decline to cardiovascular disease.

BIOHACKERS LOVE IT

To biohackers–self-optimisers using science and self-experimentation to enhance performance–NAD+ is like rocket fuel. Boosting it, they believe, could unlock more energy, better focus, improved mood, and even a longer, healthier life.

Some popular methods to increase NAD+ levels include:

• Nicotinamide riboside (NR) and nicotinamide mononucleotide (NMN) supplements

• Intravenous (IV) NAD+ drips, available in many wellness clinics

• Intramuscular (IM) NAD� injections – a quicker, more affordable alternative to IVs

• Intermittent fasting and exercise, which naturally boost NAD+ production

Prominent figures, such as Harvard geneticist Dr David Sinclair, have helped fuel interest, claiming that NAD+ boosters like NMN may slow biological ageing.

THE LATEST FAVOURITEINTRAMUSCULAR INJECTIONS

While IV infusions have long been the gold standard in elite wellness circles, intramuscular (IM) NAD+ injections are quickly becoming popular. These injections deliver NAD+ directly into the muscle tissue, where it is gradually absorbed into the bloodstream.

WHAT THE SCIENCE SAYS

Advantages of IM NAD+ injections include:

• Faster administration (typically two to five minutes versus a one to two-hour IV drip)

• Lower cost – a fraction of IV therapy prices

• Convenience – often administered in clinics or even at home

Users report similar benefits to IV therapy: improved mental clarity, mood, energy, and sleep. While formal research is still lacking, anecdotal reports and practitioner testimonials suggest IM injections may be an effective alternative.

In animal studies, NAD+ precursors have demonstrated impressive results, including improved metabolism, cognitive function, and life span. Mice given the precursors NR or NMN often appear younger, more active, and resistant to age-related decline.

In humans, the picture is less clear, though promising. Small studies have shown improvements in insulin sensitivity, muscle function, and markers of infl ammation. One 2022 trial in Nature Ageing found that NR supplementation in older adults improved specific markers of physical performance. Another study suggested NMN could boost muscle strength and mitochondrial function. However, these trials are still in the early stages, with modest sample sizes and short durations. There is no conclusive evidence yet that NAD+ supplementation slows ageing or extends lifespan in humans.

RISKS AND COSTS

Generally, NAD+ precursors and injections are considered safe, with few reported side effects. Some people experience nausea, flushing, or soreness at the injection site. However, long-term safety data are lacking, particularly for high-dose or injectable forms.

“If you’re curious and can afford it, trying it may be worthwhile. However, remember that it’s not a shortcut to health.”

SHOULD I BUY NAD+ ONLINE?

Cost is another consideration. High-quality NMN supplements can exceed £100 per month, and clinic-administered injections or IVs often range from £150 to over £500 per session. More affordable options online may come at the cost of quality, or worse, safety.

A quick online search reveals just how accessible NAD+ has become. Whether it’s NMN capsules, liposomal NAD+ sprays, or injectable kits, a wide range of NAD products are available to order on the internet, often without a prescription. Some websites even offer IM and IV NAD+ kits for self-administration, delivered to your door. But this raises red fl ags. Quality control varies significantly between suppliers, and the purity, stability, and safety of these compounds are not guaranteed. Injectable NAD�+ products, in particular, should always be sourced from a reputable pharmacy and administered under medical supervision. Improper injection techniques or contaminated products can lead to serious complications.

As with many wellness trends, regulatory oversight has not kept pace with demand, especially in the grey area of online “biohacking” business.

THE VERDICT

NAD+ is not pseudoscience. It plays a vital role in human biology, and restoring its levels might help improve health and resilience with age. The science is encouraging, and the enthusiasm is understandable. But so far, the hype outpaces the hard evidence, particularly when it comes to long-term anti-ageing effects in humans.

If you’re curious and can afford it, trying a high-quality NMN supplement or professionally administered IM injection may be worthwhile, especially if you’re feeling chronically fatigued or over 40. However, remember that it’s not a shortcut to health. Stick to the basics fi rst - sleep, movement, nutrition, and stress managementbefore diving into the injectable frontier of biohacking. So, is NAD+all it’s cracked up to be? Not yet–but it is one to watch.

FURTHER READING…

MYTH-BUSTING

TECH CAREERS: WHY A JOB IN TECH IS NOT JUST CODING AND SOFTWARE

Christina Lovelock is a digital leader, coach and author. She is active in the professional community, regularly speaking at events and conferences and champions entry level roles. She is the author of the two books including her latest release Careers in Tech, Data and Digital. Connect on Linkedin – christina-lovelock

People who work in tech are not all hackers in hoodies. We don’t all love gadgets and gaming and most of us do not write code. There are a wide variety of roles in tech, but most people outside the tech sector believe that the main “tech job” is being a software developer. This is not surprising; many of the efforts to encourage more people into tech focus on this skill set, including coding clubs and developer boot camps.

While this is great, and we certainly want more people to have the opportunity to learn these skills, it is not the only way to have a successful career in tech, digital and data. Only around 10% of tech professionals have a computer

THE AI-FICATION OF JOBS: PREPARING OURSELVES FOR THE FUTURE OF WORK

by Huy Nguyen Trieu CFTE (2024)

Authored by Huy Nguyen Trieu, Cofounder of CFTE and former Associate Fellow at Oxford Said Business School, The AI-fication of Jobs explores how AI is rapidly transforming the workforce. Using innovation models from tech giants, it outlines three job futures: empowered professionals, mass displacement, and creative disruptors. Aimed at policymakers, leaders, and curious readers, the book urges thoughtful engagement to shape a future where AI benefits all–highlighting that today’s actions will define outcomes for millions.

science or IT related degree, yet most people consider this to be the main route into tech! In fact, people from a range of backgrounds who have studied different subjects to different levels are able to succeed in tech.

An emphasis on good design and a human-centred approach to technology, means that professionals with skills and qualifications in arts, humanities and psychology are well suited to roles like user experience, digital marketing and service design. People who have studied analytical subjects like maths, sciences and business have transferable skills to a range of analysis roles needed in tech including data analyst, business analyst and test analyst.

THE

DEVOPS CAREER HANDBOOK

By John Knight & Nate Swenson O’Reilly Media (2023)

This guide provides clear, structured advice for those pursuing or progressing within a DevOps career. It covers technical competencies, certifications, tools, and methodologies essential in the field, along with practical support for writing CVs, preparing for interviews, and understanding workplace expectations. The authors also highlight pathways into DevOps from related fields such as software engineering or systems administration. It is particularly well-suited to early and mid-career professionals aiming to succeed in modern, agile technology environments.

Software development is only one piece of the tech jigsaw. Other disciplines are needed to understand business needs, manage delivery, monitor operations and protect systems. Software developers work with a wide range of colleagues, and there are 100s of different roles in tech.

You don’t have to have a degree to work in tech. There are over 30 ‘digital route’ apprenticeship standards, which relate to exciting and emerging roles, including cyber security, machine learning, digital forensics and more. Apprenticeships and other entry level roles mean it is possible to start or move into tech at any point in your career and increasing numbers of people are making this transition.

CAREERS:

THE GRAPHIC GUIDE TO PLANNING YOUR FUTURE

Dorling Kindersley (2023)

A visually rich and accessible guide aimed at students and career changers, this updated edition explores over 400 career paths, with significant focus on technology, data, and digital roles. The book outlines job descriptions, required qualifications, and future trends for roles such as data analyst, cyber security specialist, UX designer, and more. It’s particularly helpful for readers seeking inspiration and clarity on emerging digital professions, making it a useful tool for informed and future-proofed career planning.

The tech sector moves quickly; new technologies emerge, and new roles and disciplines appear. To stay relevant, everyone in tech needs to have a continuous learning mindset, and a commitment to ongoing personal and professional development.

Many tech leaders agree, the fundamental skills needed by tech professionals are communication, collaboration, empathy and emotional intelligence. In other words, great human skills.

HOW TO BECOME A DATA ANALYST:

MY LOW-COST, NO CODE ROADMAP FOR BREAKING INTO TECH by Annie Nelson Wiley (2024)

Data analyst and analytics consultant Annie Nelson walks you through how she took the reins and made a dramatic career change to unlock new levels of career fulfilment. Here, she talks about the adaptability, curiosity, and persistence you’ll need to break free from the 9-5 grind and how data analytics, with its wide variety of skills, roles, and options, is the perfect field for people looking to refresh their careers. She offers practical and approachable data portfolio-building advice to help you create one that’s manageable for an entry-level professional but will still catch the eye of employers and clients.

WHEN THE Eco-tourism’s

“Eco-tourism, travel’s facing

GREEN GLOW FADES

“Eco-tourism, once held up as travel’s ethical salvation, is facing a reckoning.”

Eco-tourism’s dark side

By Tess de Klerk

It was the kind of place that looked fantastic in a brochure. A wooden deck perched above the Lowveld scrub, lanterns fl ickered, and impalas grazed, just beyond the fence line. The lodge marketed itself as sustainable, down to the salvaged stone soap trays and solar-powered outdoor showers.

But as I watched the evening’s game drive leaving – three diesel vehicles, 12 guests, one reluctant lion on the receiving end – I couldn’t shake a feeling that something didn’t quite add up.

Eco-tourism, once held up as travel’s ethical salvation, is facing a reckoning. Marketed as a way to explore responsiblyprotecting nature, uplifting communities, and softening our carbon footprints - it has, in many cases, lost its footing. The intention is noble. The reality? Often, more complicated.

When eco-tourism works, it is super. I’ve seen it in community-run reserves in Namibia and South Africa, where wildlife protection funds schools and clinics. In parts of Thailand, villagers host travellers in homestays that celebrate local heritage without staging it. However, increasingly, these shining examples are buried under a deluge of watered-down, performative attempts at “green” travel.

Too often, eco-tourism is little more than a rebrand. Lodges boasting “authentic cultural experiences” reduce traditions to dance performances for guests. Operators claim to support conservation, yet drive diesel vehicles into protected habitats seven times daily for better sightings.

Meanwhile, local people are hired but not heard. Shut out of ownership, governance, and meaningful decision-making. In Peru, I’ve walked Inca trails eroded by unsustainable foot traffic, the very stones crumbling beneath the weight of well-meaning visitors. In Costa Rica’s once-silent mangroves, drones now buzz overhead while

paddleboards slice through habitats. These are places marketed as pristine, but they’re becoming playgrounds for the carbon-conscious traveller, dressed up as sustainability.

Even wildlife changes under the strain. In some parks, elephants are drawn towards roads, having been conditioned by years of exposure. Birds flee from the low hum of tour drones. Predators alter their patterns to avoid daily intrusions. These disruptions, subtle but persistent, can unravel delicate ecological balances.

And here’s the part we don’t like to admit: even with the best intentions, we as travellers are part of the problem. That’s not a call to guilt - it’s a call to awareness.

At its heart, the eco-tourism movement still holds transformative potential. When done right, it can

“At its heart, the eco-tourism, when done right, can serve as a model for travel that enriches rather than extracts.”

serve as a model for travel that enriches rather than extracts. It can create livelihoods that depend on preservation, not exploitation. But this potential will only be realised if we acknowledge the failings, demand better standards, and prioritise genuine partnerships with the people and places we seek to visit.

The promise of eco-tourism was never meant to be a marketing gimmick–it was a call for responsible stewardship of the Earth’s most precious places. That promise still matters. But to restore trust in green travel, we must move beyond appearances and hold both ourselves and the industry accountable to the values we claim to uphold.

There are organisations and certifications that try to hold the line–such as the Global Ecotourism Network, Fair Trade Tourism, and the Rainforest Alliance–but even then, vigilance is key. Talk to people. Read long-form reviews. Choose operators who are transparent, who publish their impact reports, and who work in partnership with locals, not just in proximity.

As travellers, we must also shift our expectations. Not everything needs to be Instagrammable. Not every moment needs a scheduled spectacle. It’s okay if your stay means compost toilets and cold showers now and then. It’s even better if it means staying fewer nights but going deeper, choosing places where your visit genuinely contributes to something larger than yourself. Look for humility.

The best eco-lodges I’ve visited don’t shout about their sustainability credentials - they live them quietly. They compost behind the scenes, they pay fairly without fanfare, and they don’t promise lion sightings on cue. They may not offer pillow menus or ultra-fast Wi-Fi, but they offer something far rarer: authenticity without appropriation, conservation without spectacle.

Back on that bushveld deck, as the jeeps disappeared into the dust, I thought again about the question we don’t ask enough: “Who is this experience really for?”

“The best eco-lodges I’ve visited don’t shout about their sustainability credentialsthey live them quietly.”

True eco-tourism isn’t about how green it looks–it’s about who it empowers, who it protects, and what it leaves behind when we’re gone. There is still real, hopeful work being done out there. We just have to look a little harder, travel a little more consciously, and demand better - not just of the industry, but of ourselves.

Does

The well-worn Inca Trail. Perhaps a little too well worn

being here make us part of the the problem or the solution?

Terra Tottington Manor, nr Henfield

By Tess de Klerk

Tucked into the gentle folds of the South Downs near Henfield, Terra at Tottington Manor is the kind of place that draws you in slowly. Run by a passionate family and helmed in the kitchen by Chris Hilton, this AA Rosette restaurant doesn’t shout for attention. It simply, confidently, delivers.

The journey there is part of the pleasure: winding lanes flanked by fields and hedgerows, a landscape so softly pastoral it could lull even the most frazzled soul. Then, the manor appears–handsome but unpretentious, serene against the backdrop of the South Downs. On a Sunday like ours, under a sky that had the good grace to stay blue, the whole scene felt quietly luxurious, deeply grounded.

Terra offers a good choice of places to sit and savour. Inside, it’s all rustic beams and warm, polished finishes–inviting and relaxed. Outside, the terrace and garden beckon, with views that roll lazily into the countryside. We chose to sit on the terrace, where the sunshine filtered through gently and the breeze had that unmistakable countryside smell.

Sunday roast is a time-honoured British ritual, and here, it’s treated with the respect and finesse it deserves. My choice was the Bolney roast pork belly, a glorious cut with crackling that gave way to tender, yielding meat. Maarten went for the roast sirloin of beef, rosy in the middle and rich in flavour.

“The journey there is part of the pleasure: winding lanes flanked by fields and hedgerows, a landscape so softly pastoral it could lull even the most frazzled soul”

Both came with an abundant, almost artistic arrangement of honey-roasted carrots and parsnips, silky butternut purée, tangy red cabbage, gloriously crisp duckfat potatoes, Yorkshire puddings, and the kind of gravy that could anchor a meal all on its own. A personal triumph: a homemade gluten-free Yorkshire that didn’t fall short on either texture or taste. It’s a small detail, but one that speaks volumes.

Desserts, shared between us, leaned toward decadence without losing balance. The chocolate and tropical fruit layer cake was plush and lush, a clever interplay of richness and brightness. Lemon meringue pie arrived with fresh berries, its citrus notes cutting beautifully through the sweetness. No surprise that we scraped our plates clean, lingering a little longer over the final forkfuls than we needed to.

There’s a graciousness to the service that’s hard to manufacture. It’s the product of care, experience, and a genuine love for what they do. Staff moved easily between tables, attentive without hovering, always ready with a suggestion or simply a smile. It’s this ease that makes Terra feel not just like a restaurant, but like a home you wish were yours.

promise, and the Terra Tasting Room–with its seven-course tasting menu and clever wine pairings–is high on the list for next time. There’s also daily Afternoon Tea and five private dining spaces for everything from quiet gatherings to joyous celebrations.

“One leisurely Sunday lunch was enough to make me book a stay. There’s a pull to the place that’s hard to resist.”

In fact, one leisurely Sunday lunch was enough to make me book a stay. There’s a pull to the place that’s hard to resist. The serene fields, the food, and the friendly grace of the whole experience lingered. I’ll soon be sampling Tottington’s hospitality, a la carte or tasting menu and write all about it – it’s a tough life, but someone must do it.

Though we came for the roast, the breadth of Terra’s offerings hints at return visits. The a la carte menu is full of

Terra Restaurant, Tottington Manor, Edburton Road, Henfield, West Sussex BN5 9LJ www.tottingtonmanor.co.uk

Honda e:Ny1, anyone?

By Fiona Shafer, Dynamic Motoring Editor Managing Director of MD HUB

Apet peeve of mine when reviewing cars is when the car name is unpronounceable. I do wonder quite what was going on in Honda’s marketing department at the time of their latest electric incarnation.

The good news is that I decided to rename it, for ease of reference, to the “Anyone“ Advance – a play on e:Ny1 – maybe because, having driven it, I think it may well indeed appeal to the masses. It’s a very comfortable, agile and quiet EV, perfect for City life.

The not-so-good news for Honda is that this car has been launched in one of the toughest competitive markets for its class. It has arrived on the scene with some rather good and less expensive competition, including the Renault Scenic – E Tech, the Volvo EX30, the MG-S5 EV, the Kia EV3, and the Skoda Enyaq. Sadly, it feels like it is running to catch up with its rivals before it has left the garage, which is a shame.

I deliberately planned a long weekend journey to

Oxfordshire to test the car on motorways, in traffic congestion, charging facilities and to check in on my ‘range anxiety.’ Had I conquered it, or would it rear its unwanted head?

My lovely friend Richard accompanied me. He is someone who likes cars and has a fi ne, discerning and critical mind – always researching everything to within an inch of its life before purchasing. I was very interested in his feedback, not least as he is not yet

“There is something about this e:NY1 and it is likely the best and simplest electric car I have driven to date.”

entirely convinced by owning an electric car.

Having downloaded the Zapmap app, which identifies charging locations, the e:NY1 transported us very smoothly in Eco mode in the most awful traffic, there and back. When I had the chance to put my foot down, it did a respectable 0-60 mph in around 7.6 seconds. With a top speed of 99 mph, you are not going to be breaking the sound barrier anytime soon.

The Honda has a high-capacity 68.8 kWh battery, which adds 10–80% charge in approximately 45 minutes, and

anyone?

TECH STUFF

Model tested: Honda e:Ny1 Advance

Power: 204 bhp

Speed: 0-62 - 7.6 seconds

Top: 99 mph

Range: 256 miles

Price from: £41,920

up to 60 miles in 11 minutes with a 100kW charger, which is great, provided you can find one. When we did, it was rather a palaver with very unintuitive technology, so much so that I saw a man swear at the charge station and throw the charging cable at it in frustration. I had to phone the helpline - not to report the angry man - but to ask how to operate my charging session. When asked what location point I was at, I read the code out and was told I was in Exeter in Devon, which was strange as I was most definitely in Oxfordshire. They admitted there was a system problem…

Richard and I both agreed that the ‘range anxiety’ remains a problem. If you have any nod towards anxiety in your soul, we both feel you should think extremely carefully before buying an electric car. Even if you are the most expert planner in the world and lead an unhurried life with a home charger, circumstances beyond your control, like traffic delays, poor infrastructure, and life events, mean that you always have to be on your guard when it comes to charging.

However, there is something about this e:NY1 and it is likely the best and simplest electric car I have driven to date. As Richard rightly commented, it feels like being in a “very nice, normal car but one that runs on

YAY +

7.5 /10

• It is very easy to drive and, by all accounts, a vast improvement on Honda’s less-than-successful Honda e.

• Stand out design from its competitors.

• Good leg room and high-up driving position.

• Builds speed gradually when starting to 10 mph to stop motion sickness

NAY –

• Slow charging speed if you can’t find a fast charging point.

• The Sat Nav is lacking. Albania seemed to be the default when it did not recognise several postcodes.

• The charging point is located at the front of the car behind a grille and a rotating panel, which is a little disconcerting as it is easy to forget to close both the panel and the charging caps over the sockets and drive off, once you have disconnected the charger.

• Price - £42,895 – it is expensive compared to the competition.

• Range 256 miles but tested in Eco mode at @190 miles