“These restrictions will curtail her business activities for a long time to help protect the public from further financial harm.”
Under the rules of the Bounce Back Loan scheme, businesses had to have been trading by 1 March 2020 in order to apply for a loan. The rules allowed applications for a single loan per business of up to 25% of its 2019 turnover – or of an estimated turnover if the business had started during the previous financial year – up to a maximum of £50,000. Any money claimed was to be used for the economic support of the business. Walker’s baking business was not entitled to any money through the scheme. She did not apply for a loan to support her hairdressing business. Walker signed a Bankruptcy Restrictions Undertaking in which she did not dispute that she had provided false information on two Bounce Back Loan applications to receive a total of £98,000 to which she was not entitled. She must abide by the restrictions, which extend the terms of her original bankruptcy – usually a period of 12 months – for a further 12 years. They prevent Walker from acting as a company director without permission from the court and from borrowing more than £500 without declaring that she is subject to the sanctions. She is also restricted from holding certain roles in public organisations while subject to the measures.Bounceback loan claims worth £100,000 were ‘blatant fraud’, says Official Receiver
A bankrupt former hairdresser from Sheffield is subject to 12 years of stringent sanctions after the Official Receiver found she abused the Covid Bounce Back Loan scheme to claim almost £100,000 to which she wasn’t entitled.
Hannah Lucy Walker, 31, of Pollard Crescent in Sheffield, was originally a hairdresser, but when Covid lockdowns were in operation during May 2020, she began a baking business, trading as Something Sweet.
And on 25 June 2020, she applied for a £50,000 Bounce Back Loan for Something Sweet – which only ever traded for two weeks – declaring its turnover was £256,000.
The next day she applied to a different bank for another Bounce Back Loan of £48,000 for the baking business. This time she claimed the business had a turnover of £230,000.
Walker was made bankrupt in March 2024, with outstanding debts of around £109,000 including the full amount of both loans.
The Official Receiver, whose duty includes investigating the cause of a bankruptcy, found that Something Sweet had not been eligible to apply for a loan.
Samantha Crook, Deputy Official Receiver at the Insolvency Service, said: “Hannah Walker blatantly abused a scheme designed to support existing businesses during one of the toughest times the country faced.
“She breached the rules of the scheme by taking out not one, but two loans, for a business that was not even eligible for a loan.
Bird keepers ordered to adopt struct biosecurity measures
NFU Poultry Board chair James Mottershead said: “The NFU Poultry Board met this week and supported the introduction of a GB wide Avian Influenza Prevention Zone which would introduce mandatory biosecurity measures for all bird keepers. The NFU also requested the government to implement GB wide housing measures which would be an important part of a suite of measures to help prevent any further outbreaks of this devastating disease.
“We are pleased the government has acted promptly on this issue to protect the national flock with an AIPZ being implemented across England and Scotland with Welsh Government expected to follow shortly. Whilst housing measures have been extended into York, North Yorkshire and Shropshire we urge the respective governments to keep this under constant review and extend this requirement where necessary.
“Outbreaks of avian influenza can put huge emotional and financial strain on farming families. Farmers take such care to protect the health and welfare of their birds and it’s devastating to see that compromised.
“In light of cases of avian influenza being confirmed and the increased risk levels for both wild birds and poultry, I urge all bird keepers, regardless of their size or location, to remain vigilant, maintain stringent biosecurity measures and report any signs of disease in their birds at the earliest opportunity.
City council names new Director of City Development
City of York Council is delighted to announce the appointment of Garry Taylor as the new Director of City Development.
Garry, has more than 25 years’ experience in local government, urban regeneration, and place-making, will take up the position on Monday 27 January.
Garry joins the Council following his role as Assistant Director for Major Projects, Culture & Place at Hull City Council. There, he oversaw a £400 million public-private capital investment programme, including highways, cultural venues, retail and leisure developments, and public spaces. His leadership was instrumental in Hull’s transformation during and after its tenure as UK City of Culture 2017, delivering economic growth, cultural renewal, and significant investment to the region.
Bleach spill costs Huddersfield company almost £9,000
Specialist packing company Liquipak, based at Queens Mill Business Centre in Huddersfield has been ordered to pay almost £9,000 after polluting a watercourse with bleach.
Kirklees Magistrates heard that in September 2021 the bleach – sodium hypochlorite – escaped after a wooden pallet collapsed. The spilled bleach was flushed into surface water drains discharge into the River Holme where it meets the River Colne in Huddersfield.
More than 800 dead fish were counted three kilometres downstream in the River Colne, as well as dead aquatic invertebrates, such as insects that live in water.
In mitigation the court heard the company was deeply remorseful and that it was an unfortunate accident. The court also heard the company had introduced new handling procedures for its containers and had obtained a drainage plan.
The company was ordered to pay a fine of £2,666.67 after being given credit for an early guilty plea in addition to a victim surcharge and prosecution costs bringing the total amount to £8,973.67.
Barnsdales to manage Doncaster’s Frenchgate Shopping Centre
Barnsdales has been chosen by Frasers Group to undertake the property and asset management of the Frenchgate Shopping Centre in Doncaster.
The retail giant purchased the centre last year and has now appointed Barnsdales to oversee key elements of the 770,000 sq ft shopping destination in the city centre.
With over 120 well-known brands across two storeys, the Frenchgate Shopping Centre has been a prime shopping destination for over 50 years.
Jason Barnsdale, Managing Director of Barnsdales, said: “With its own transport hub, the Doncaster Interchange, and adjoining railway station, it’s certain that when people come to Doncaster, they come to the Frenchgate Shopping Centre.
“It’s an honour to be entrusted with the everyday management of the centre and to act as asset managers and joint leasing agents with Rawstron Johnson on behalf of the Frasers Group; we’re determined to help it thrive as a bustling shopping and dining destination.
“I’m genuinely delighted that Barnsdales has been chosen to manage this iconic Doncaster shopping centre. Barnsdales is headquartered in the city, working nationally from offices throughout the UK. This is a significant instruction for the Barnsdales property management team.”
Barnsdales, which was established in Doncaster almost 120 years ago, has its headquarters on White Rose Way in Doncaster – less than two miles from the Frenchgate Shopping Centre.
Corinne Mycock, General Manager at Doncaster’s Frenchgate Shopping Centre, said: “The Frenchgate Shopping Centre is delighted to bring on Barnsdales as property and asset managers and joint letting agents. As they are based in the city, we feel they have a close connection to – and an innate feel for – the place, which is essential.
“We’re hopeful that having professionals from a company based in and operating from Doncaster will give us a more hands-on, proactive approach.”
Funding approved for next phase of Huddersfield regeneration programme
Kirklees Council’s Cabinet has approved funding for the next phase of Huddersfield town centre’s regeneration programme, Our Cultural Heart.
Work is already well underway on phase one of the scheme which will see the old Queensgate market reinvigorated as a community hub and leisure space with a library, food hall, new public square designed for socialising and events. Plans presented earlier this year set out the council’s ambitions for phase two of the project.
This will see the four-storey former library, one of Huddersfield town centre’s most imposing and historically significant buildings, become a brand-new museum and art gallery with a 50-seat café with outdoor terrace.
The plans include a sympathetic new extension which will improve accessibility, and better connecting the building with the outdoor space and the wider Our Cultural Heart.
Councillors agreed the release of £5.413m from the overall project budget for Phase 2. This funding will be used to progress the next stage of Phase 2 contractor procurement and design.
In addition to the Phase 2 funding, £250K will also be released for work on the programme master plan. This study will take a deep dive into plans for later stages of the programme. The aim of the study is to investigate how the council can complete delivery of Our Cultural Heart without additional capital borrowing, whilst ensuring minimal impact on the project’s overarching ambitions.
There will also be some reallocation of capital funding from the overall programme budget to allow for the delivery of specific services within Our Cultural Heart. This includes £371K to allow the West Yorkshire Archive Service to deliver services from library, and £50K to prepare for future events in the public square.
The report also includes details of service operating costs, and proposals for how these would be funded. This includes the budget for the essential interior design and functionality required for opening a world class museum and gallery.
The report indicates that the Museum’s Service will be looking to identify additional forms of funding to cover the up to £14.480m costs, but that it may be reallocated from within the programme budget if this is not achieved.
Councillor Graham Turner, Cabinet Member for Regeneration, said: “Our Cultural Heart is our most ambitious regeneration programme, when completed it will bring a new, community-centred arts and leisure offer to the town, providing cultural activities to enjoy during the day and into the evening.
“It will play a significant role in making Huddersfield a family-friendly, prosperous town centre which provides exciting places to live, work or visit. “As with all large regeneration schemes, there are hurdles to jump and challenges to overcome, a worldwide pandemic and wars in other countries have of course made things even more complex. This has meant we’ve had to continually assess our finances and prioritise spend that will lead to the successful delivery of the first phases of the scheme, whilst still allowing for exciting new developments in the future. “Releasing the funds demonstrates our commitment to delivering something everyone can be proud of and doing that in a way that delivers real changes on the ground in the next few years. “Regeneration is not just about bricks and mortar. Our ambition is to give local people and visitors more reasons to spend time in the town centre. By increasing footfall, and in turn commercial opportunities, our plans will also benefit existing and future businesses from all sectors. Thriving businesses in turn provide employment opportunities for our communities. “Huddersfield has a bright future, and I am proud to be part of it.”International airport operator “ready and waiting in the wings” for Doncaster
Mayor Ros Jones has confirmed at City of Doncaster Council’s Full Council meeting that there is an international airport operator ready to run the airport.
The airport operator is secured as part of the procurement process to partner with the council which has established FlyDoncaster, a wholly owned limited company, to run the airport.
Mayor Ros explained to council that the process was complex and that there were several milestones to be reached before the airport can reopen in Spring 2026.
This included a submission to the Government’s Subsidy Advice Unit (SAU) which was published this week. It covered the financial elements including the proposal to use some of Doncaster’s share of Government funding via South Yorkshire Mayoral Combined Authority (SYMCA), known as gainshare, to support the airport reopening and why public funding is an appropriate mechanism to help reopen the airport.
“I want to confirm to council and the people of Doncaster that we have an international airport operator, ready and waiting in the wings to work with us,” said Mayor Ros.
“FlyDoncaster is a wholly owned company of this council, which has been established to manage the airport and partner with our international airport operator. Its key initial role is to mobilise the re-opening of the airport for passenger flights in Spring 2026. Further details in relation to this will be included in the reports to go through the council decision making process in the weeks ahead.
“The overall tone of the subsidy report is a positive one and acknowledges that this council has considered the options and why public funding is an appropriate mechanism to consider. There are a number of points raised for further consideration and these will be responded to as part of our ongoing planning.
“This is set to be the largest single investment in Doncaster for more than a generation, hence the considerable level of due diligence and our rigorous and logical approach to accomplish this monumental challenge of saving and re-opening our airport.
“This is a Team Doncaster and Team South Yorkshire effort, I would like to thank the residents and businesses of Doncaster for their patience, we are not over the line yet, but we are nearly there,” she added.
The next stage includes Mayor Ros’ budget proposals as part of the council’s budget setting process and approval from South Yorkshire Mayoral Combined Authority which are scheduled to go through the decision-making process over the coming weeks, culminating at Full Council on February 27 that seeks budget approval.
Building Society takes financial education to 13,000 children
Yorkshire Building Society employees delivered financial education lessons to more than 13,000 children and young people across the country last year, supporting the mutual’s call for all children in the UK to receive formal financial education at school.
Chris Irwin, director of savings at Yorkshire Building Society, said: “Helping people with their financial wellbeing is at the heart of our purpose as a building society. We know that people who engage in positive financial behaviours such as saving are generally less anxious about money, and have greater life satisfaction overall.
“We also know that delivery of financial education across the UK is inconsistent, and that is why our colleagues have been out to schools and youth organisations to deliver financial education lessons to over 13,000 children and young people in the last year.
“Our research shows most young people rely on family to learn about money, meaning those from less financially savvy families may be at a disadvantage. There is an opportunity for us to help future generations have the best start in life, by teaching them important life skills and core financial information at school.
“Delivering financial education consistently in schools, from a younger age, and in a way that helps people have the knowledge to deal with real-life issues, will help more people have a good foundation in life to face the future and its challenges, with confidence and optimism.”
Research from Yorkshire Building Society suggests less than half of 16–27-year-olds recall ever receiving any financial education in secondary school despite it being on the national curriculum since 2014. To help support the delivery of financial education in schools, the Society delivered face-to-face financial education sessions in classrooms up and down the country through its flagship Money Minds programme, which sees the Society’s colleagues volunteer their time to deliver a series of lessons to teach children and young people of all ages and abilities about money.
2025 Business Predictions: Angela Gorton, Head of Department, Employment at Lupton Fawcett
It’s that time of year, when Business Link Magazine invites the region’s business leaders to offer up their predictions for the year ahead.
It has become something of a tradition, given that we’ve been doing this now for over 30 years.
Here we speak to Angela Gorton, Head of Department, Employment at Lupton Fawcett.
2025 looks set to bring many changes for employers.
The government is seeking to narrow the age-based pay gap by increasing the national minimum wage for 18–20-year olds to gradually align with rates for those aged 21+. Combined with the rise in employer’s national insurance, this will increase labour costs and may affect recruitment.
Employers face greater liabilities for failing to prevent workplace sexual harassment. Tribunal claims in 2025 may result in compensation uplifts of 25%, with mid-range injury to feelings awards reaching up to £44,000. Employers without policies, risk assessments, and staff training must act early in 2025 to protect themselves.
The Employment Bill, hailed as “the biggest upgrade to worker rights for a generation,” will bring significant changes. Unfair dismissal will become a day 1 right, and zero/low-hour workers will be able to request guaranteed hours based on regular work patterns. Compensation will apply for short-notice shift cancellations. Fire-and-rehire practices are to be curtailed, by increasing compensation for failing to follow the Code of Practice and eventual outlawing except when business survival is at risk.
Statutory sick pay will be payable immediately, with no waiting days causing concern as to whether short term absence levels may increase. Unions will gain greater access to workplaces for recruitment and recognition, with employers required to notify staff of union rights at the time they join the business and at certain points thereafter.
With numerous changes to employment law planned, employers must act quickly to prepare.
