Doncaster bathroom retailer acquired by Victorian Plumbing

Tess Egginton
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Doncaster bathroom retailer acquired by Victorian Plumbing

Victorian Plumbing, the bathroom retailer, has acquired AHK Designs Ltd, trading as Victoria Plum, the online only bathroom retailer, headquartered in Doncaster.

The purchase price for the business, which has recently been through an administration and is already subject to a cost reduction programme, is £22.5m.

Victorian Plumbing intends to continue to trade the business as normal initially, pending finalisation of its integration plan.

Mark Radcliffe, CEO of Victorian Plumbing, said: “I am delighted to announce the acquisition of Victoria Plum, a well-established brand with a solid base of customers, suppliers and product ranges.

“The acquisition aligns with our ambitions to accelerate our growth. We are pleased to welcome the existing Victoria Plum team to our group and look forward to continuing to provide customers with a fantastic range of bathroom products and accessories.

“This acquisition represents another exciting strategic milestone for the company and, together with the investment in our new distribution centre, provides a unique opportunity to deliver increased shareholder return.”

Headquartered in Skelmersdale, Victorian Plumbing employs over 600 staff across nine locations in Lancashire, Manchester and Birmingham.

New appointment for LCS IT Solutions

Michael Fisher
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New appointment for LCS IT Solutions

LCS IT Solutions Ltd are thrilled to welcome Matthew to our Support Team.  He brings with him a wealth of experience after spending 20 years at a well known agricultural firm in Lincolnshire.  Matthew has a strong knowledge base in all Microsoft systems as well as physical and virtual server infrastructures European wide.

Here at LCS, we now have a Team of 10 who are all dedicated to providing an honest, friendly and professionaI service to meet our clients’ specific needs.

LCS IT Solutions Ltd’s aim is to be Lincolnshire’s most trusted IT advisors, implementation and supporting solutions which are effective, secure and effortless to use.

Poor mental health costs employers £51bn a year

Tess Egginton
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Poor mental health costs employers £51bn a year
New mental health research from Deloitte has revealed that the cost to employers of poor mental health is £51bn per year, a decrease from £55bn in 2021, but an increase from £45bn in 2019. Presenteeism is the largest contributor, where people work in spite of illness and not perform at their full ability, which is costing employers around £24bn annually. Deloitte’s fourth report on mental health and the workplace also shows that over half (58%) of survey respondents say their mental wellbeing was good or excellent. There were also improvements for younger people with 64% of 18-24-year-olds reporting that their overall their mental health is good, an increase from 53% in 2022. This year’s report also explores the impact of children’s poor mental health on working parents for the first time. According to the survey, 46% of working parents are concerned about their children’s mental health. Half of those who are concerned about their children’s mental health say it impacts their performance at work. Deloitte’s report in collaboration with mental health charities Place 2 Be and Mind estimates that working parents’ concern about their children’s mental health is costing UK employers £8bn annually. The cost is due to parents and carers taking time off work to care for their children, the impact on their performance, or leaving their roles. A majority of working parents (63%) who were concerned about their children’s mental health, say they turn to external sources of support to manage their children’s mental health challenges, rather than approaching their employer for additional support. Of those who are concerned about their children’s mental health, a third (32%) have looked to reduce their working hours and 19% have turned to their employer for additional support, such as an employee support line, childcare, or flexible working arrangements. Juggling demands of work alongside caring for a child with mental health difficulties led to 10% of parents taking up to five days off per year to support their children. One in a hundred working parents have left their jobs because of the poor mental health of their children. Elizabeth Hampson, Deloitte partner and author of the latest mental health research, said: “Work performance is being impacted as more than one in ten parents have taken time off work to support their children’s mental health and one in 100 is leaving a job as they simply can’t juggle the demands of work alongside caring for a child with mental health difficulties. “Alongside wider societal support, our research shows that specific support, including for working parents, can help reduce time out of the office and presenteeism.” Catherine Roche, CEO, Place2Be, children’s mental health charity, said: “Children don’t come with a manual: in today’s fast-moving landscape we need to support parents and carers to build their confidence and understanding of emotions and behaviours, so they can foster resilience, healthy coping mechanisms, good mental health and wellbeing. “Place2Be is delighted to work in partnership with Deloitte, whom we applaud for investing time and research into these complex issues. Creating mentally healthy workplaces has long-reaching benefits for employers, employees and society as a whole.” Deloitte’s research found an increase in some elements of burnout. 63% of respondents said they were exhibiting at least one sign of burnout, such as feeling of exhaustion, mental distance from their job, or a decline in performance at work, an increase from 51% in the previous survey. Given the implications of burnout on job performance and productivity, as well as employees’ overall wellbeing, there is a clear case for employers to recognise and address this issue. Overall, the main concerns affecting the mental health of working adults are the increasing cost of living (60%), personal/family finances (46%), and job security (22%). Working parents were most concerned about the rising cost of living (65%), alongside family finances (55%) and about the mental health of their children (29%). Dr Sarah Hughes, CEO of Mind, said: “Work is important. It affects every area of our lives – and that includes our ability to participate in our families, perhaps to be a supportive parent, and enjoy spending time with our loved ones. “We know it’s critical for businesses to consider ways to better support working parents – considering flexibility, providing additional support, and creating a culture where talking about life’s challenges is acceptable. This research finds a link between the mental wellbeing of young people and their parents – when one suffers, the other does too. “Parents of children with poor mental health found themselves struggling to do their best at work, perpetuating a cycle of stress both in their home life and in their working life. We envision a future where an employer can support the mental and emotional health not just of their own employees, but their families and networks too.” Deloitte’s return on investment analysis of employee mental health interventions that was conducted as part of the research shows on average, for every £1 spent on supporting their people’s mental health, employers get nearly £4.70 back on their investment in improved productivity. Demonstrating that higher return on investment can be achieved by early interventions, such as organisation-wide culture change and education, than more in-depth support that may be needed at a later stage when a person is struggling. Hampson concluded: “Employers are increasingly putting mental health and wellbeing at the heart of their business and providing effective mental health support for their people. The benefits of providing targeted support for employees are clear and compelling. “Employers need concrete evidence to make informed decisions about how to invest in workplace mental health programmes and maximise benefits, including financial returns. We hope to inspire employers to take stock of the importance of their people’s wellbeing and mental health and put in place effective interventions to support their people, including working parents.”

Accountancy firms join forces

Tess Egginton
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Accountancy firms join forces
East of England accountancy firm Moore Thompson has joined forces with Jackson and Grimes, based in Stamford. Moore Thompson has long sought to extend its footprint into the local market. The senior directors of Jackson and Grimes identified Moore Thompson as the ideal partner to ensure the necessary succession that benefits clients and staff alike. Mark Hildred, Managing Partner at Moore Thompson, said: “This move brings together two firms with a shared ethos of excellence, client service, and community engagement.” Moore Thompson is taking on the entire workforce of Jackson and Grimes, including three directors. This move not only enriches Moore Thompson’s team with fresh expertise and insights but also ensures continuity of service for all existing clients of Jackson and Grimes. “The synergy between Moore Thompson and Jackson and Grimes has made this possible, setting the stage for enhanced service offerings to clients,” added Mark. “We are looking forward to welcoming the clients of Jackson and Grimes, as we deliver an even broader spectrum of accountancy and advisory services tailored to their needs. “This is more than a merger of resources. It represents a fusion of values and visions aimed at fostering growth, innovation, and community development.”

G&H Group supports refurbishment of hospice’s sanctuary

Tess Egginton
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G&H Group supports refurbishment of hospice’s sanctuary

Leeds-based G&H Group has supported the refurbishment of Martin House Children’s Hospice’s The Sanctuary by providing materials and labour pro bono.

The mechanical, electrical and public health service (MEP) provider has supplied and installed new radiators and toilets in The Sanctuary, which provides a quiet space for all Martin House  users including children and young people with life-shortening illnesses, their families, staff and carers.

Victoria Greensmith, Director of Clinical Services at Martin House, said: “We’re incredibly grateful to G&H Group for supporting the refurbishment of The Sanctuary.

“The Sanctuary benefits everyone who uses Martin House, be they family members, children, staff or carers, by providing that much needed quiet space to reflect in what can be very difficult, very personal and highly emotional times.

“We view The Sanctuary as essential for Martin House to provide the best possible care and support to families when they need it the most. A huge thank you to G&H Group for ensuring this space is the tranquil environment our families need.”

Lawyers pound Leeds pavements for Yorkshire cancer research

Tess Egginton
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Lawyers pound Leeds pavements for Yorkshire cancer research

A team from Yorkshire law firm, LCF Law, has raised £1,700 for Yorkshire Cancer Research, having competed the Leeds Half Marathon.

Sarah McCann, Duncan Robertson, Harry Brackenridge, Jennifer Lee, Devon Culliney, Francesca Cockcroft, James Sarjantson, Holly Jordan, Heather Pritchard and some of their friends, formed a team of 15, who all completed the race. Harry was the first to finish, with an impressive time of 1 hour and 32 minutes.

Sarah McCann said: “Yorkshire Cancer Research is our firm’s nominated charity for 2024, and we are organising a packed calendar of activities throughout the year to raise thousands of pounds for the charity. The Leeds Half Marathon was our second big fundraising challenge, and we are so grateful for all the sponsorship.

“My best friend Melanie has stage four breast cancer, and she is such an inspiration. She also completed the half marathon, proving that anything is possible.

“We would like to thank everyone who sponsored us and all our friends and families who came to support us on the day. It was a very hot day, but the amazing atmosphere and encouragement from the crowds kept us all going.

“There were people with funny cardboard signs, trays of food, music, water pistols and hosepipes. Yorkshire Cancer Research were there to cheer people on too and it was such a wonderful yet exhausting experience!”

Any last minute donations can still be made here: https://www.justgiving.com/page/lcf-law-1707736357325?utm_medium=fundraising&utm_content=page%2Flcf-law-1707736357325&utm_source=copyLink&utm_campaign=pfp-share

Businesses prioritising retention of talent following Covid, finds employment survey

Tess Egginton
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Businesses prioritising retention of talent following Covid, finds employment survey

Over four out of five businesses across the UK are still struggling to recruit people in 2024 following the Covid-19 pandemic four years ago. A total of 81 per cent of employers revealed the main reason being a lack of candidates with the right skillset.

Hybrid working is also being considered as challenging with HR teams finding people don’t want to return to the office for a variety of reasons, including a number reporting that a factor is anxiety of having to be separated from their pets.

The research, compiled by the employment team at national law firm Freeths, analysed a variety of sectors and found that the main HR priorities for 2024 are retention of employees, health and wellbeing, diversity and inclusion and motivation, engagement, and performance management.

Amongst this:

  • The most common top HR priority for 2024 is employee retention
  • The most popular reason given for resistance experienced in getting staff to return to the office was that it meant a poorer work life balance.
  • Over 35% of respondents reported that a reason given to them for not wanting to return to work in the office was fear of being separated from their pets
  • Whereas only 20% of these surveyed cited family separation as a reason given for not returning to the office
  • Only a mere 11% of respondents said that they would trust AI tools to recruit the best candidates, and only 19% said that they had a good understanding of artificial intelligence HR tools available.
  • 43% of employers said that they would trust AI tools to support employee learning and development.

Rena Magdani, Partner and National Head of Employment at Freeths, said: “Our survey has provided valuable insights into how businesses are coping with the past and looking to the future. Employers are still experiencing the impact of the covid pandemic with challenges in recruitment and finding working arrangements that suit all parties.

“Looking ahead, there seems to be a low level of trust in AI, perhaps linked to the lack of knowledge of the available tools. It will be interesting to see the extent to which attitudes towards AI will change during this year.”

Phase Two of new Leeds city centre neighbourhood completes

Tess Egginton
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Phase Two of new Leeds city centre neighbourhood completes
Caddick Construction has completed construction of the SOYO neighbourhood’s two newest residential blocks in Leeds city centre on behalf of Hestia, the residential platform of Federated Hermes Real Estate. Located at the south of York Road in Leeds, SOYO comprises two new residential buildings, known as Madison East and Mercer West, featuring 331 built-to-rent apartments, two commercial retail units, car parking facilities and sustainable public spaces for the local community. The project has been developed by Caddick Construction through close collaboration with Hestia and joint enterprise partner Caddick Developments. The £57.4m project follows the completion of an earlier phase at SOYO, New York Square, where Caddick Construction delivered two 16 and 17 storey, build-to-rent apartment developments, housing 515 one-, two- and three-bedroom apartments for Moda Living. SOYO is the newest multi-use neighbourhood in Leeds city centre and once complete the quarter will offer over 1m sq ft of space to live, work and enjoy. Paul Dodsworth, Construction Group Managing Director, said: “Before a spade had even hit the ground on SOYO Madison East and Mercer West, collaboration was at the forefront of our operations. “Working in partnership with Hestia and our sister company, Caddick Developments means that we can ensure we achieve the very best quality across the board, creating landmark residential developments that regenerate a vibrant neighbourhood in Leeds city centre. “As we continue to grow our residential portfolio across the north of England, SOYO Leeds marks a flagship era for us, and we look forward to seeing the space form a new cultural hub for this thriving metropolitan city.” Matthew Chillingworth, Fund Management Director, Federated Hermes, said: “The collaboration with Caddick on Mercer West Madison East has been highly successful, resulting in the delivery of 331 high quality sustainable homes, all set within Leeds’ vibrant new Cultural Quarter. “We welcomed our first residents in January and expect to be at full occupancy by the end of the summer, which is testament to the continued demand for high quality home environments, which offer the amenities that residents really value, at accessible prices.”

Bank of England to increase Leeds presence

Tess Egginton
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Bank of England to increase Leeds presence
The Bank of England is set to increase its presence in Leeds with further details announced for an expanded and permanent presence in the city. The Bank is committing to a headcount of at least 500 staff to be based in Leeds by 2027, which equates to around one in ten staff. The headcount target will be achieved through a combination of voluntary internal relocations and new Leeds-based recruitment. The Bank will look to maintain its overall current headcount number, whilst expanding its numbers in Leeds. The increased office space in Leeds aims to improve trust and wider understanding of the Bank’s work across the UK, ensure as an organisation it better represents the people it serves, help tap into wider talent pools across the UK, and retain talented colleagues. Governor of the Bank of England, Andrew Bailey, said: “Leeds is a thriving city where the Bank of England has had a significant presence for over 200 years. Committing to a permanent, expanded Leeds office is a fantastic opportunity for us better to represent the public, build stronger links with the local business community and help promote the work of the Bank to a wider pool of talented workers.” Tracy Brabin, Mayor of West Yorkshire, said: “With booming cities, bustling towns and beautiful countryside, national institutions are flocking to West Yorkshire. “This decision from the Bank of England is a major vote of confidence in our region, cementing our reputation as England’s leading banking capital outside of London, and opening up hundreds of local jobs for our talented graduates and professionals. “By bringing decision-making power from London to the heart of the North, this move will benefit the entire country and help us rebalance our national economy.” Councillor James Lewis, Leader of Leeds City Council, said: “We are delighted that the Bank of England has chosen to expand their office space in Leeds. “Leeds is the UK’s second largest city for financial services, and a major hub for related professional services, this move further reinforces the city’s progress and influence and showcases the strength of Team Leeds and the partners across the private and public sectors, that come together to deliver brilliant results in a truly collaborative way, for the best impact on our residents. “Next week we welcome 12,000 delegates from across the world into our city for UK REiiF, and give them the opportunity to see why top global brands like Burberry, C4 and now the Bank of England are choosing Leeds.” Work will continue with Leeds City Council, the West Yorkshire Combined Authority and the local business community to establish the Bank’s presence in the city.

New skills plan aims to create 4,000 new jobs in nuclear industry

Stuart Pearcey
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New skills plan aims to create 4,000 new jobs in nuclear industry
A new government-backed strategic skills plan sets out activities to create 40,000 new jobs in the nuclear industry Launched with a charter signing in Westminster, the National Nuclear Strategic Plan for Skills details how the industry and government can work together to double the number of new apprenticeships by 2026, and double the current hiring rate to fill an estimated 40,000 new jobs by 2030 across the civil and defence nuclear sectors. The plan was devised by the new Nuclear Skills Taskforce, and is designed to increase the industry’s available workforce by almost 50 per cent and promote the nuclear sector as an attractive, long-term career choice. Its activities will be delivered by the Nuclear Skills Delivery Group. Beccy Pleasant, NSDG nuclear skills programme director, said: “The skills challenge can be met only if the sector works together to deepen and broaden the skills base. That is why the Skills Plan captures specific themes and projects the industry is now committed to. And this includes finding ways to align skills across the civil and nuclear defence sectors.” Liz Gregory, director for supply chain and skills at the South Yorkshire-based Nuclear AMRC, said: “We welcome the launch of the Nuclear Skills Charter and look forward to working with our stakeholders to help achieve the ambitious targets set out in the National Nuclear Strategic Plan for Skills. “We are already working with partners in developing new programmes to assist with the doubling of apprentices and graduates by 2026, the training of the existing workforce, and the 40,000 new entrants required for the nuclear civil and defence sectors by 2030. It is an exciting time to be involved in the nuclear industry and, here at the Nuclear AMRC, we are proud to play our part in realising these ambitious targets.” Activities in the plan include:
  • Doubling apprentice numbers in the nuclear sector by 2025-26, supporting trades including welding, electrical and engineering roles.
  • Doubling graduate numbers entering the nuclear workforce in the same period, supported by sponsorship and bursary schemes, while increasing the quantity of PhDs to ensure the highest level of technical skills and knowledge.
  • Forming a future leaders scheme to develop tomorrow’s senior personnel.
  • Upskilling initiatives for people joining the industry sector mid-career.
  • Recruiting talent via a national communications campaign – Destination Nuclear, which launched earlier this year – to outline the wide variety of career opportunities available in the sector.
  • Creating regional hubs to increase workforce capacity and capability tailored to local requirements.
  • Increasing training capacity for the sector.
  • Widening employee diversity and inclusion.
 
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