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UK business leaders understand the value of implementing new technology, but they don’t know how to measure it, according to new research from Deloitte. In a new report, Measuring Value from Digital Transformation, 1,600 global business and technology leaders across six different industries were surveyed about their technology investment strategies. It found that three-quarters of UK respondents (74% vs 68% globally) believe that digital transformation - the adoption and implementation of new technologies - is the single most important investment they can make for their organisation. Data analytics (90%), cloud data centres (73%), and artificial intelligence (AI) and machine learning (68%) are the technologies which generate the most value back to an organisation. However, the research also revealed that UK organisations are finding it harder to generate value and return on investment from their technology investments compared to global peers. Across the 12 different technologies examined, there is on average an eight percentage-point gap in value created by UK organisations using technologies compared to the global average. Mark Lillie, global technology strategy & transformation leader at Deloitte, commented: “Technology leaders are under pressure to deliver value and growth for their business. However, implementing and creating value from new technologies, whether that’s a cloud system or a generative AI tool, can face many potential pitfalls. While it is acknowledged that these digital capabilities are vital for an organisation’s long-term strategy, competitiveness and commercial success, their perceived complexity and costliness means that these projects often fall at the first hurdle.” Barriers To New Tech And Growth Potential Despite having high ambitions, 30% of UK respondents said that their organisation lacked a digital transformation strategy “to a large extent.” Dependency on legacy systems (37%), difficulty securing funding (33%), insufficient data (31%) and inadequate cross-departmental communication or silos (31%) are perceived to be key barriers to creating value from digital transformation projects. Across every category, the barriers were more pronounced for UK respondents compared to the global average. Lillie added: “Many UK organisations are now bearing the burden of not updating their tech, with those relying on legacy systems and code struggling to connect old technology with new. At the same time, technology leaders are struggling to secure the funding and investment they need from executives and boards to enact the changes they need to make." “Any technology investment needs to look at productivity not just as a cost-cutting measure but also as a way to unlock long-term growth opportunities. Through clear communication of easy-to-understand KPIs, business leaders will be better-equipped to make informed and impactful investment decisions and, crucially, maximise growth and productivity value.” Monetisation And Assessment Timelines Deloitte’s report also revealed some of the key challenges facing leaders trying to monetise the digital technology that they have implemented. Nearly four-in-ten respondents (38%) cited disruption of the traditional business model as the biggest challenge to monetisation. This was followed by the inability to benchmark against peers to know how much to invest (29%) and protecting intellectual property and regulatory barriers (both 27%). Lucinda Clements, UK lead partner for technology strategy and transformation at Deloitte, commented: “Investment in new and innovative technologies can create future value throughout an organisation – even in areas where it was not necessarily intended or expected." “By using a more comprehensive framework of KPIs, spanning a number of measures including financial performance, growth, customer impact and workforce metrics, technology leaders can reveal the full value of any investment into the latest technologies– much of which is likely not currently being captured by existing measurements.” When it comes to value assessment, UK organisations tend to think more short-term than their global counterparts. More than three-quarters of UK respondents assess the value gained from digital transformation within just a year (77%), twelve percentage points higher than the global average (65%). At the same time, 19% of UK respondents assess the value gained within two to three years, compared to 31% globally. Clements added: “For business leaders to fully realise the return on investment for using innovative technology or implementing a new IT system, they must consider the long-term implications. The results of true digital transformation are worth the wait.”

The Honours of Scotland – the oldest crown jewels in Britain and among the oldest in Europe – have collectively returned to display at Edinburgh Castle after undergoing the most significant conservation work in their history. The Honours, which consist of the Crown, Sceptre, and Sword of State, have held profound historical significance in Scotland for centuries. They were first used together at the coronation of Mary, Queen of Scots, in 1543, and the Crown and Sceptre were presented to King Charles III at the National Service of Thanksgiving and Dedication at St Giles’ Cathedral in Edinburgh earlier this year. Using a delicate touch and fine instruments, experts from Historic Environment Scotland (HES) cleaned the Honours to reduce tarnish and remove build-up of dust and grease. Though the Honours are made of enduring materials, their age and historic use has made them very fragile, and much of the cleaning process took place under a microscope to monitor any potential changes in their condition. The project took place over several months, with individual items taken off display at scheduled points as part of the programme. Reed Hudson, Senior Metals Conservator at HES who led the conservation work, said: “The Honours of Scotland are unique among the HES Collections, and we want to ensure they always look their best when visitors come from near and far to see them. We undertake regular cleaning and condition checking of the Honours, but this project marks the first time they have undergone such significant conservation work in their long history." “It’s very rare that conservators can focus on just one project in this way and being able to spend this much time with the Honours has been a once in a lifetime experience. It has allowed me to really enjoy small details that I might have missed otherwise, like the figures of the saints engraved on the blade of the sword, or the beautiful floral motifs incorporated into the designs of the sceptre and scabbard." "We are continually developing our methods of analysis and care to ensure that we are safeguarding our national treasures in the best possible way. This project has allowed us to learn more about the Honours and their history, and we hope to share our findings in the new year. Luckily, visitors don't need to wait that long to see the Honours again as they are now back on display together!" Whilst conserving the Honours, the team also conducted analysis through a range of techniques, including X-radiography, portable X-Ray Fluorescence, and optical microscopy. This scientific analysis has revealed some intriguing new details about the Crown, showing that several gem settings on the Crown have been affixed with different kinds of pins throughout its long life. X-radiography will help identify the metals of which these pins were made, which will aid in the understanding of when these repairs took place. The conserved Honours have also been digitally scanned to ensure that online documentation of these important objects is as comprehensive as possible. This dedicated work has been undertaken to ensure the Honours can continue to play an active role in Scottish ceremonial events for many years to come and can continue to charm visitors, who can book their tickets to Edinburgh Castle to view the Honours of Scotland now.

One of England’s most spectacular winter wildlife events is underway with the births of the first grey seal pups at Blakeney National Nature Reserve on the north Norfolk coast, cared for by the National Trust. Rangers at the conservation charity have high hopes for another successful pupping season for the colony, which has grown dramatically over the past 25 years to become the largest in England. The latest estimates show around 4,500 pups being born every year. It is a far cry from the early 2000s when the colony was still becoming established. In 2001, just 25 seal pup births were recorded; it is anticipated that 180 times that number will be born between now and mid-January. A Wildlife Success Story The success of the colony is believed to be due to the abundance of fish for the grey seals to feed on in the North Sea, low levels of disturbance and mortality during the pups’ key first few weeks of life, and a lack of natural predators. National Trust rangers and volunteers continue to play a key part in supporting the seals by maintaining a regular presence on the 4-mile-long shingle spit, which helps prevent disturbance and gives them the opportunity to share information with visitors. The National Trust works year-round to ensure Blakeney Point offers a hospitable environment for the seals. These efforts are supported by local volunteers whose contribution includes helping with a beach clean prior to pupping season; clearing up washed-up plastics and other waste cleared from a 2-mile stretch of Blakeney Point in September. This year rangers will be able to keep an extra close watch on how the grey seals are doing, using a remote monitoring camera that will provide a continuous live video feed from the heart of the colony. Duncan Halpin, Ranger for the National Trust on the north Norfolk coast said: “The grey seal colony is in the early stages of becoming established for this year and we are looking forward to following the progress of the colony, and its new pups, this winter." “Over the coming months, Blakeney Point will be carpeted in grey seals, as something in the region of 4,500 cow seals come ashore to have their pups." “It’s a breathtaking sight and is testimony to the potential of our marine life to thrive when the right conditions, and protection from disturbance, are in place.” Keeping Track Of England’s Largest Grey Seal Colony As the numbers of grey seals at Blakeney Point have grown, the task of monitoring the size of the colony has become more complex. Efforts to count the seals on the ground have become increasingly impractical. This is not only due to the sheer numbers of seals, but also because of the very real dangers of getting too close to these wild animals - with fully-grown bulls weighing around 230 kg. Instead, the size of the colony will be estimated from aerial photographs, taken at different points during the pupping season, by marine biologists from the Sea Mammal Research Unit (SMRU) at the University of St Andrews. This data is triangulated with observations on the ground, to arrive at a reliable estimate of the number of pups born. Dr Debbie Russell, Deputy Director of the Sea Mammal Research Unit, comments: “The UK hosts almost half of the world’s grey seals. Working with the National Trust, SMRU can estimate the number of pups born at Blakeney Point which feeds into our UK estimates." “Critically, these numbers also feed into a project aiming to understand why grey seals are increasing so rapidly in Southeast England while harbour seals have declined by around 25% in the last five years.” How To View Seals At Blakeney Point The best way to view the grey seal colony at Blakeney Point is by boat, with one of the seal boat tour operators that are based at Morston Quay. However, it’s recommended you book ahead this winter to ensure your place on the boats. It is possible to view the colony by walking from Cley beach. Visitors are advised that this is a 6-mile round trip, much of it on shingle, and a protective cordon will limit how close you can get to the main seal colony. For the best experience on foot, wrap up well and bring a pair of binoculars. It is not possible to walk to the colony from other locations. To prevent disturbance to the seals and their pups, visitors with dogs are no longer permitted to walk the full length of Blakeney Point during pupping season. See www.nationaltrust.org.uk/blakeney for more information on how to see the seals and for full details on the restrictions in place during pupping season.

History was made this week as education business Coracle was presented on Monday with its King’s Award for Enterprise for promoting opportunity at a special ceremony at HMP Warren Hill prison in Suffolk. Founder and CEO James Tweed received the award from His Majesty’s Lord Lieutenant of Suffolk, Clare, Countess of Euston. “We could have done this ceremony in a swanky hotel in London but that wouldn’t have been right. We absolutely had to receive this award in a prison in front of the people who actually use our devices for learning and education,” said Tweed. When Tweed organised the event, with the support of Warren Hill governor Dave Nicholson, he didn’t know it would be a world first. However, this was confirmed by the Lord Lieutenant. “This is the first time an award like this has been presented inside a prison since the Queen’s Awards were first introduced,” said the Lord Lieutenant. “We are all very excited to be making an important piece of history today and where better to do that than here at Warren Hill in Suffolk, and in celebration of the huge success of James Tweed, and his exceptional team at Coracle.” The Lord Lieutenant hailed the ‘pioneering work’ of Coracle, which now operates in 86 prisons in the UK, roughly 75 percent of the prison estate. Coracle has 2500 devices in use but founder James Tweed wants to significantly increase this number. “Everyone who leaves prison should do so equipped with the right digital skills,” said the Lord Lieutenant, “Along with the self belief that they can reconnect with supportive communities and be in control of their lives. This offers hope and opportunity to ex offenders and makes such a positive impact on society as a whole." “The potential benefits of this technology reach far beyond prison to all those who are isolated from learning, often deprived communities that can be helped to thrive and to flourish. As you often say, James, digital literacy is a right for everyone. This is ultimately about second chances and the belief that every person counts.” Among those in attendance were men currently serving sentences at the jail who are also using Coracle’s laptops to study and complete courses from providers such as the Open University and the Prisoners' Education Trust. James Tweed thanked the learners and the support his company receives from across the prison service and from those in government. “Coracle works, and can only work, when it is in collaboration with the people who are before me right now,” said Tweed, “The prison education teams, prison staff Governors, our supporters in government, in particular those from HMPPS, the Ministry of Justice and, of course, the men and women who use Coracle and see it as a way to change their lives for the better.”

Sainsbury’s is donating one million fresh meals to support families in need this winter to mark the launch of a new partnership with FareShare, the UK's biggest charity tackling food waste to support social good. More than one million meals will be supplied by two of Sainsbury’s fresh food suppliers, Greencore and Cranswick, and distributed to families and those in need through FareShare over the winter period. The donation marks the start of FareShare’s Alliance Manufacturing programme which will see Sainsbury’s and the food industry working together to utilise surplus and donated resources of any kind - food, packaging, labour and capacity - to produce more nutritious food to help people in need. The partnership is part of the new Coronation Food Project launched by His Majesty King Charles which aims to address the growing issue of food insecurity in the UK. The one million meals donation builds on Sainsbury’s existing efforts to address food poverty this Christmas, including continuing to redistribute surplus food from its stores through Neighbourly. The retailer is also aiming to raise £3 million for Comic Relief as part of its Nourish the Nation programme, with fundraising activity including donations from the sale of festive sandwiches and selected Christmas decorations, cards and wrap. Simon Roberts, Chief Executive Officer at Sainsbury’s, said: “We believe good food should be for all, but we know the reality for many communities across the UK is they need support more now than ever with access to food." “We will support as many people and families as we can who are facing the anxiety of not knowing how, or when, they’ll next put food on the table. Working together with two of our key suppliers, Cranswick and Greencore, we will donate more than a million meals this winter." “We will be extending the work we already do with Fareshare and the Felix Project in redistributing surplus food from our stores.  Working in partnership with suppliers, we will find new ways to unlock more surplus food upstream in our supply chains and in manufacturing and production that can be repurposed for people who really need it. We’re fully committed to being part of the Coronation Food Project and this important industry-wide collaboration to make a real difference, increasing access to good food for everybody.” George Wright, CEO of FareShare, said: “We are thrilled to have the King’s support for FareShare and our work to tackle the environmental damage of food waste and turn it into a social good. I'm also delighted at the incredible support from the retailers and manufacturers who have adopted our new model to tackle waste of all kinds, and they are already generating significantly more food for our charities as a result."  “This will be shared through our national network of over 8,500 charities and community groups across the UK supporting some of the most vulnerable people in society, such as after-school and breakfast clubs, homeless shelters, older people’s lunch clubs, and many more. " “At a time of so much need, we’re proud to be part of this initiative, joining forces with our partners right across the food industry, to get more good-to-eat food to people that need it.” Dalton Philips, Chief Executive Officer, Greencore, said: "Greencore has a longstanding relationship with FareShare, and this year alone, we have already donated over 1.8 million meals to people living in food poverty. We are delighted to partner with Sainsbury's, Cranswick and FareShare to provide one million additional meals over the winter, to ensure that even more people have access to healthy, nutritious food." Adam Couch, Chief Executive Officer, Cranswick, said: “We are delighted to be working with Sainsbury’s, Greencore and Fareshare to support the launch of the Coronation Food Project; collectively providing enough food to supply over one million nutritious meals this winter.  Cranswick have a long standing relationship with Fareshare, having already donated over three million servings of meat this year to those in need, and we are pleased to add further support to this important cause.” The Coronation Food Project is a visionary new initiative led by the Prince of Wales Charitable Fund and inspired by the leadership of King Charles III. It aims to unite the food industry in the pursuit of reducing all forms of waste in the food supply chain and increase the amount of surplus food that is redistributed to those in need, thereby increasing our collective environmental and social impact. Sainsbury’s is a founding member of FareShare and already works with them to redistribute depot food surplus, supporting nearly 8,500 frontline charities and community projects across the UK.

The Royal Horticultural Society (RHS) is delighted to announce that Hidden Valley Gardens, an intimate three-acre cottage style garden in Treesmill, Cornwall, has been voted overall winner in the RHS Partner Garden of the Year Competition 2023. Owners Tricia and Peter Howard have spent 24 years transforming an overgrown ‘pick your own’ into an idyllic and peaceful garden, encapsulating the ‘Feel Good’ theme of the competition. Visitors describe it as “a warm and welcoming garden” and as having “an imaginative design, incorporating flowers and vegetables, with insect and bird life taken into consideration.” The winners said: “We were quite emotional when we had the telephone call to say we won the overall 2023 Partner Garden of the Year. It is a great privilege and honour and lovely to think our visitors have loved the garden as much as we do.” Hidden Valley Gardens was selected from six regional finalists after visitors chose their favourite gardens in each of six regions. The regional winners were: Scotland: Attadale Gardens North of England and Northern Ireland: Holehird Gardens Midlands and East Anglia: Wyken Hall South East and Channel Islands: Denmans Garden South West and Wales: Hidden Valley Gardens Overseas: Brahman Hills Garden Attadale Gardens in Scotland’s Highlands offers meandering paths through water gardens and woodland, with sculptures, a herb garden, sunken garden and Japanese garden, all against the wild backdrop of the mountains and the sea loch. Overlooking Lake Windermere, Holehird Gardens comprises a walled garden with herbaceous borders and island beds, spring bulbs, autumn colours, collections of rhododendrons, hydrangeas, alpines and six National Plant Collections. Nine miles north east of Bury St Edmunds, Wyken Hall is home to a series of old-style gardens to complement the Elizabethan house. These include a knot garden, herb garden, traditional English kitchen garden, wildflower meadows, nuttery and a copper beech maze. Denmans Garden is a tranquil contemporary garden on the southern slope of the South Downs. Converted by plantswoman Joyce Robinson from a post-war market garden to an ornamental garden it features extensive gravel gardens dating to 1970. From 1980 this Grade II garden was taken over and stylized by world-renowned landscape designer John Brookes MBE who lived at Denmans until 2018. Denmans is horticulturally diverse, and comprises a diverse series of spaces connected by curving paths of gravel and mown lawn through rough grass. A new Partner Garden for 2023, South Africa’s Brahman Hills Gardens boasts a formal layout with repeating geometric motifs in circles and rectangles of hard landscaping softened and beautifully contrasted by abundant flowers and plants. Interspersed are oases of water – fountains, ponds, formal pools and the lake beside the Lake House. Helen Feary, RHS Partner Gardens Manager, said: “In this third year of the RHS Partner Garden of the Year competition, visitors have once again touched us by voting in their thousands for their favourite gardens. Their heartfelt comments, describing gardens as ‘magical’ or even ‘balm to the soul’ show just how much good a visit to a garden can do for us.” Details of the 2024 RHS Partner Garden of the Year competition, and how to vote, will be revealed next spring. There are currently 221 gardens in the RHS Partner Gardens scheme, which allows RHS Members to visit non-RHS gardens free at selected times of the year. They comprise some of the most famous gardens in the world as well as privately-owned hidden gems, and beyond the UK can be found in 9 countries across the globe, including Barbados, France, Japan, Singapore, and South Africa. To find out more about RHS Partner Gardens, visit their website here

Project Speedbird – a joint partnership between Nova Pangaea Technologies (NPT), LanzaJet and British Airways (BA) – has secured new funding totalling £9 million from the Government’s Advanced Fuels Fund (AFF) competition. NPT, a Teesside-based cleantech company developing advanced biofuels used to produce Sustainable Aviation Fuel (SAF), was awarded £7.5 million as part of the partnership, and LanzaJet, the world’s leading ethanol to SAF technology company and sustainable fuels producer, will receive £1.5 million. It is hoped that the funding will help establish the UK as a world-leader in SAF production and the decarbonisation of aviation. It follows the multi-million-pound investments from International Airlines Group (IAG) and British Airways earlier this year into NPT and Project Speedbird, respectively. IAG – British Airways’ parent company – is also a founding investor and shareholder of LanzaJet dating back to 2021. Technological Innovation The SAF will be developed using a combination of NPT’s innovative technology, which converts agricultural waste and wood residue feedstocks into second-generation biofuels such as ethanol, and LanzaJet’s proprietary technology that converts ethanol into SAF. The NPT ethanol will be initially processed into SAF using LanzaJet’s Alcohol to Jet (ATJ) plant in Georgia, USA - the first of its kind in the world - prior to Project Speedbird’s own larger ATJ facility, planned to be built in the UK by 2027. British Airways is intending to purchase all the SAF produced through Project Speedbird to help power some of its flights. Project Speedbird will produce 102 million litres of SAF per year, which will reduce CO2 emissions, on a net lifecycle basis, by 230,000 tonnes per year, the equivalent of approximately 26,000 British Airways domestic flights. Project Speedbird will produce SAF at full capacity by 2028, supporting progress towards the UK’s SAF mandate which will require at least 10% of jet fuel used by airlines to be made from sustainable feedstocks by 2030. Sarah Ellerby, Chief Executive of Nova Pangaea Technologies, said: “Nova Pangaea Technologies are delighted to have secured this multi-million-pound investment. With support from the Government, and in partnership with British Airways and LanzaJet, we can now accelerate our next phase of development and the commercialisation of our technology, to help take the UK one step closer to becoming a global leader in SAF." “Our first commercial-scale production facility will be the first of its kind in the UK, and will use wood residues and non-food derived agricultural waste as its feedstocks. Our partnership, Project Speedbird, will play a transformational role in decarbonising the aviation sector, as well as providing local employment opportunities in the North East.” Carrie Harris, Director of Sustainability at British Airways, said: “Sustainable aviation fuel will play a critical role in meeting our net zero targets and is currently the only realistic low carbon solution for long-haul flights, so it is vital that we continue to invest and develop SAF technology in order to create enough supply. We welcome the government's investment and continued support in Project Speedbird which represents landmark new technology for UK SAF supply." "The UK has the potential to become a leader in the production of SAF, and this pioneering project is one step closer to this becoming a reality and a big moment for British Airways and UK SAF production more generally." Jimmy Samartzis, Chief Executive Officer at LanzaJet, said: “The aviation industry has set ambitious and necessary targets to address the urgency of climate change, and this next generation of sustainable aviation fuels will be critical to meeting the industry’s goals. Project Speedbird is a tremendous example of what it takes to scale the industry and meet this moment. Government support like this is critical in facilitating that growth and we’re thrilled to be working with exceptional partners like Nova Pangaea Technologies and British Airways – making sure these goals become reality.”

Latest research from The Social Mobility Foundation has identified that professionals from working-class backgrounds are paid over £6k less per year than more privileged peers in the same occupation. In fact, the research confirms that they are paid an average of £6,291 – or 12 per cent – less per year than those from professional-managerial backgrounds, despite them working in the same occupational groups. Professional workers from professional-managerial origins receive an average salary of £51,728 compared to an average salary of £45,437 for employees from working-class backgrounds, research into the Class Pay Gap found. That means that Class Pay Gap Day – when those from working-class backgrounds in professional occupations effectively stop getting paid – happens on 17th November this year. It means professionals from working-class backgrounds are effectively working one in eight days for free. Workers in the private sector face a larger Class Pay Gap than those in other sectors. Those from working-class backgrounds who are in a professional occupation in the private sector are paid £7,575 less per year than those from professional-managerial origins. Whilst in the ‘other’ sectors there is still a Class Pay Gap of £4,750, it is less pronounced than in the private sector. Latest figures show that the private sector employs 82% of the UK’s workforce. When it comes to gender, professional women from working-class backgrounds are hit with a double disadvantage. There is a Class Pay Gap of £7,042 between women from working class and professional-managerial origins in the same occupation. Separate polling of 1,280 young people (aged 16-18) carried out in Summer 2023, found that nearly three in four young people (72%) said the Class Pay Gap put them off applying for a job in elite professions such as law and finance. Nearly 9 in 10 (89%) said that they would be more enthusiastic about working for an employer who prioritised tackling social mobility/socioeconomic diversity. Rt. Hon Alan Milburn, Chair, Social Mobility Foundation, said: “A fair day’s pay for a fair day’s work is the least anyone should expect. But too many of Britain’s workplaces share a shameful secret. It cannot be right that professionals from working-class backgrounds are paid significantly less than their peers in the same occupation." “Some pioneering employers are measuring their Class Pay Gap – as a precursor to closing it. But it will take action from Government to see the step-change that’s needed. As they did with Gender Pay Gap reporting, it is time to mandate the reporting of socioeconomic background data. What gets measured, gets done. Without government action, millions of people will continue to be undervalued and underpaid.” Kevin Ellis, Senior Partner at PwC UK, said: “The gap in pay between professionals from a lower socioeconomic background and their more privileged peers, is not only a societal issue but an issue for business and the economy. Businesses need diversity of talent and thought. We’ve seen the benefits of improving the diversity of our workforce – you can't measure this without collecting socioeconomic background data. Gathering data helps you understand what interventions to make because these changes don’t happen naturally. We always strive to do more – so it’s positive to see other employers now starting to collect data and making efforts to close their socioeconomic background pay gaps.” Shirine Khoury-Haq, CEO at the Co-operative Group, said: “The evidence is compelling, for children born in the UK today socioeconomic background remains a strong predictor of life chances and opportunities. Employers, including the Co-op, have a responsibility to step up and address the inequalities that persist in our society. We strive to lead by example, taking action to identify where unfairness holds our people back. That's why we will publish our first socioeconomic pay gap report in 2024 and why we’ll be encouraging our partners and suppliers to do the same.” Shanice Katana, aged 24, Project Assistant (Consultancy) at Mace said: “In the workplace, equity is as important as equality. Closing the Class Pay Gap will benefit any employer as it will foster unity and create a working culture with a sense of togetherness." In my early career journey, I looked out for employers' attitudes to improving social mobility and their Class Pay Gap as a key measure to the possibility of me working there. Employers that are public and intentional about trying to improve, make me feel valued and hopeful." "It’s important for me that they value having a range of people from different backgrounds and encourage cultural diversity. When deciding whether to work for an employer, I gauge how willing they are to improve in this area, and sometimes we may need to be the change we don’t see.”

Ahead of the opening weekend of the new season, Allianz Premiership Women’s Rugby (PWR), in partnership with Getty Images, is aiming to change perceptions of women’s rugby by unveiling a curated photo series championing 10 of the game’s stars. The campaign, Powered Differently, shot by Tara Moore for Getty Images, is 100% powered by women to capture the stories of incredible rugby players with a range of backgrounds and unique talents from PWR clubs across the UK. The campaign has been created with an intentional and inclusive lens to visual storytelling for women and girls in sport. The imagery showcases women’s rugby in a new light, highlighting the powerful diversity that exists in the PWR, where any woman can find a representation of themselves on the pitch. This follows Getty Images’ VisualGPS research showing that 7 in 10 British consumers want sports organisations to do a better job at promoting female athletes. The shoot comprised of 10 players, from every team in the league, features, from left to right: Rachel Lund (Gloucester-Hartpury), Shaunagh Brown (Harlequins), Jodie Ounsley (Exeter Chiefs), Abbie Ward (Bristol Bears), Zoe Harrison (Saracens), Abi Burton and Ellie Green (Trailfinders), Detysha Harper (Sale Sharks), Amanda Swartz (Leicester Tigers) and Daisy Hibbert-Jones (Loughborough Lightning). The ambition is to raise the profile of the players beyond their rugby profile, capturing the incredible stories behind each player too. Getty Images guidelines for photographing female athletes prioritise a player-led approach, from conception to execution. The images in the series reveal the unique personalities and incredible stories of the players beyond the game, including Jodie Ounsley who wears a cochlear implant, and Abbie Ward the first player contracted by England to return to playing after having a baby, benefiting from the RFU’s newly installed maternity policy. Shaunagh Brown, Harlequins Women player and former England international comments: “The concept for the campaign is about us as people not just players. It’s really important that we’re able to express ourselves and show a different side and that we’re more than just rugby players. Often you can be found guilty of thinking ‘it’s just another picture what does it matter’, but actually when we see photos that truly represent us, it gives us confidence.” Abi Burton, star of the shoot and player for Trailfinders Women also adds: “I’ve never really done a photo shoot like this before but to work with such amazing photographers, stylists and make-up artists, it’s been such a unique experience. On previous shoots you would usually just wear your rugby kit and that’s about it, this time we’ve been able to express our true selves and people have been willing to listen to how we want to do it too which has been really powerful.” Earlier this year, Belinda Moore was appointed CEO of the PWR, taking responsibility for supercharging the growth of the domestic league. Moore has already led a rebrand of the league from Premiership 15’s to PWR and, together with this campaign, has the ambition to convert the broader momentum in the women’s game into value for the domestic league. Belinda Moore, CEO of Allianz Premiership Women’s Rugby comments: “We’re entering a new era of women’s rugby and it’s fair to say that historically there have been a lot of stereotypes around the sport. I think what is so important about this campaign is that it tries to break some of those stereotypes and show off the incredible women that play in the PWR, that look great in their own right and have amazing personal stories." “They’re rugby players first and foremost but they’re also fantastic role models for the next generation of women and girls that can look at these women and say ‘that could be me’, and I think that’s an extraordinarily powerful thing for the sport to do.” Jacqueline Bourke, Senior Director Creative at Getty Images adds: “Breaking down stereotypes around women and girls in sport is a key focus of ours at Getty Images so we were delighted to partner with Premiership Women’s Rugby and bring our deep visual expertise and insights to their campaign.” In addition to the campaign amplifying the players profiles, the PWR has also secured a landmark first broadcast deal with TNT Sports, committing to showing more than 20 live games throughout the season. This means that at least one game will be shown live each game week working to make sure that women’s rugby can make the most of the growing number of women’s sports fans in the UK. The first match of the new season between Bristol Bears and Sale Sharks, kicks-off live on TNT Sports on Saturday 18th November at 12.30pm.

Manchester United plc has announced that Richard Arnold has decided to step down as Chief Executive Officer of Manchester United after 16 years with the club. Patrick Stewart will take over as interim CEO, in addition to his existing role as General Counsel, with Richard continuing to provide transitional support until the end of December. A search process will be carried out for a new permanent CEO. Joel Glazer, Executive Co-Chairman, said: “I would like to thank Richard for his outstanding service to Manchester United over the past 16 years, and wish him all the best for his future endeavours. We are fortunate to be able to call on the deep knowledge and experience of Patrick Stewart to provide interim stability and continuity as we embark on a search for a new permanent CEO.” Richard Arnold, outgoing CEO, said: “It has been an incredible privilege to serve this great football club for the past 16 years. Through highs and lows, the constant has been the dedication of our employees and fans. I would like to thank all of them for their loyalty and commitment and wish everyone associated with the club the very best for the future.” Patrick Stewart said: “Together with my leadership team colleagues, my job will be to ensure that the club’s foundations remain stable while we embrace changes that can make us stronger over the long term, both on and off the pitch, and to support the search for a new permanent CEO.”

Santander UK has announced that it is the latest high-street organisation to join Hestia’s Safe Spaces scheme, providing anyone experiencing domestic abuse with access to support in the bank’s network of 445 branches. As part of the scheme, Santander UK has introduced dedicated safe areas in the form of private offices across most of its branch network. These spaces can be used by anyone who needs them, to contact a support service, phone a helpline or talk to a friend or family member.  In the branches where there is no suitable private office space, Santander colleagues will be on hand to signpost to the nearest available Safe Spaces partner in the area. The few branches which have no suitable private office space have an alternative Safe Spaces provider within one mile. The support and access to a Safe Spaces room is available to anyone who asks for it, regardless of whether they’re a Santander customer or not.  As part of the initiative, the bank has rolled out new, specialist training on Safe Spaces and domestic abuse awareness across all of Santander UK’s branches.   Dorothy Liviabella, Head of Vulnerable Customer Strategy, Santander UK said:  “We know that most domestic abuse cases involve some form of financial abuse, including controlling behaviour, preventing access to funds or blocking online access. Our people are trained to spot the signs of financial abuse and customers can speak to us for confidential support when they need help to regain control over their finances." “We’re pleased to introduce Safe Spaces, in partnership with Hestia, within our branch network as part of our support to those who are experiencing domestic abuse and need a safe place to access help.” Patrick Ryan, Chief Executive of Hestia, said:  “Too many victims of domestic abuse are left feeling isolated and unsure where they can safely go for help. We’re proud to provide over 7,000 Safe Spaces on high streets across the UK, giving anyone experiencing domestic abuse a place where they can safely call a loved one, or access specialist support services." “We’re thrilled to welcome Santander on board as a Safe Spaces partner to expand this vital support to even more UK high streets. Together, we can ensure that more victims of domestic abuse can access vital support safely, which will undoubtedly save lives.”    Launched by the domestic abuse charity Hestia under its UK SAYS NO MORE campaign, the Safe Spaces scheme was initially launched in pharmacies in March 2020 with the aim to increase the availability of specialist support for survivors of domestic abuse. In addition to the Safe Spaces initiative, Santander UK can offer a range of support for survivors of financial abuse, depending on their circumstances. The bank also operates a “tell us once” policy where customers can record details of any personal circumstances that may be impacting their finances, so they don’t need to go over the same information each time they speak to the bank. Customers can record information using “tell us once” via Santander’s chatbot on mobile or online banking, in branch or over the phone. Customers experiencing financial abuse can find more information on Santander’s website, including a link to the UK Finance factsheet on “Surviving Economic Abuse”.  To find your nearest Safe Space visit their website here

Hospitality leaders and investors have named London as the most attractive European city for hotel investment in the year ahead, according to the 2023 European Hotel Industry Survey by Deloitte. The report asked senior hospitality leaders, owners, lenders, developers, and investors about the key trends that will shape the hospitality industry in 2024. The survey took place between 18 September and 10 October 2023. The UK capital has risen two places since last year, with Lisbon retaining second place and Amsterdam falling to third. It is the first time since 2017 that Amsterdam has not been top spot. Hotels (39%) are rated the most attractive asset class to invest in 2024, rising by 15 percentage points from last year. This was followed by student housing (27%) and serviced apartments (16%). The majority of respondents expect to see London’s Revenue Per Available Room (RevPAR) to grow in 2024. More than half (54%) expect the capital’s RevPAR to grow between 4% to 7% (up from 41% last year), while 72% of respondents anticipate a RevPar of between 1% to 5% in the UK regions this year (up from 53% in 2022). Hotel executives also showed improved optimism in their expectations for London’s Gross Operating Profit per Available Room (GOPPAR) in 2024 compared to the last two years. The majority of respondents (58%) expect London’s GOPPAR growth to be 1% to 5%, up from 38% last year. However, the pressures that high inflation, labour shortages and greater energy prices are putting on profits has led to more than one in four respondents (28%) expecting 0% or negative GOPPAR growth in London in 2024. Andreas Scriven, head of hospitality and leisure at Deloitte UK, commented: “It is reassuring to see London climb back up the rankings, and it is perhaps not surprising to see new hotels opening given the UK’s capital’s centre for tourism and business, as well has being a gateway city for international travel. For London to continue to remain attractive to hotel investors, the industry will need to address concerns around the ability to drive pricing in light of inflationary pressures.” Across the UK regions, investors once again cited Edinburgh as the most attractive city for UK regional hotel investment for the third consecutive year. Oxford gained two places to become the second most attractive city in the UK, ahead of Manchester. Confidence High With Investment And M&A On The Agenda The proportion of respondents believing profitability will improve in the next five years has nearly doubled, rising from 38% in 2022 to 64% in 2023. In addition, nearly three-quarters of respondents (73%) said they are optimistic about the long-term future of the UK hotel market, up from 66% last year. In a sign that deal activity could be accelerating in the hospitality sector, divestitures (24%) and acquisitions (58%) have both increased as key priorities for business leaders in the year ahead, rising by 18 percentage points and 16 percentage points, respectively year-on-year. Scriven added: “Demand for quality hotel assets in the UK remains strong, with a range of capital looking to enter or expand in the market. However, in many cases there remains a bid-ask gap that has derailed a number of transactions in recent months. Whilst many potential buyers are still anticipating distressed transactional activity, vendors point to very strong operational performances to mitigate against the risk of distress and any associated price chipping.” Tech Adoption, Including Gen AI, Less Of A Priority Hospitality leaders cited rising costs (89%), higher interest rates (87%), a shortage of skilled labour (85%) and increased staff costs (81%) as key concerns that will hinder growth in the year ahead. Demand fluctuations (48%), the inability to raise prices (45%), Generative AI (41%) and technology disruptions (39%) are all perceived as medium-term risks facing the industry. The proportion of hospitality executives prioritising digital transformation projects in the year ahead saw a significant decrease year-on-year, with only 22% of respondents saying it is a key strategic priority compared to 48% in 2022. Only one in four respondents (25%) see Generative AI as something that can help improve operational efficiency tasks, such as detecting fraudulent activities or generate new financial models. Scriven concluded: “Concerningly, the current macroeconomic climate is forcing leaders to think about short-term solutions to stay in the black." "To remain competitive, hospitality executives need to think about the parts of their business that can benefit from implementing the latest technologies, which will in turn benefit the bottom line.”