Greg Simpson, founder of Press For Attention PR, dissects a PR blunder. They say PR is full of egos. Well…how about an alter-ego?! Meet mine, Doctor Spin! This month, we head to the MCU — not the Marvel Cinematic Universe, but the Media Crisis Universe, where billion-dollar brands and Hollywood egos are currently engaging in the most unheroic of smackdowns. Here’s the plot: Justin Baldoni is countersuing Blake Lively (who accused him of sexual harassment), claiming defamation and civil extortion. Then, in a move that can only be described as Deadpool-adjacent, a character called Nicepool appears in Deadpool & Wolverine, allegedly mocking Baldoni. Marvel’s now being subpoenaed to reveal internal communications, and they’re not having it. Ryan Reynolds, of course, plays Deadpool and is married to Lively. Swifties are nervously hovering in the background. Hugh Jackman may get dragged into it too. Doctor Spin’s diagnosis: This is a textbook case of Brand Collateral Damage — when personal legal battles start bleeding into creative IP, blurring the lines between character and creator. Marvel’s plea to the court? “Leave us out of it.” But by the time the character’s on-screen and the internet’s doing side-by-sides, it’s too late. The narrative has mutated. Doctor Spin’s prescription: 1. Don’t let characters speak for you If you’re involved in legal proceedings, anything you release — a film, a tweet, a passive-aggressive cocktail napkin — will be scrutinised. Let your lawyers talk, not your fictional alter egos. 2. Pre-mortem your PR Marvel should’ve run a pre-release risk assessment on that character. If someone in legal or PR had said, “Is this a bad idea given the ongoing lawsuit?” we might not be here. Always assume someone will connect the dots — especially if the dots are married. 3. Third parties? Third rail. Dragging in Taylor Swift? Subpoenaing Hugh Jackman? These side plots only inflate the media oxygen. Every new name becomes a headline. That’s not “narrative control.” That’s a sequel no one greenlit. 4. Own it or ghost it Marvel’s current move — trying to stay quiet and legally separate — may work, if the courts agree. But silence can also look like evasion. If you’re staying out of it, say so early and clearly, before the speculation spreads faster than a mutant gene. Until next time, stay super. Stay strategic. Doctor Spin, signing off. P.S. Think you spotted a PR blunder worth dissecting? Email me, Doctor Spin might make another house call.   A former business journalist, Greg Simpson is the author of The Small Business Guide to PR and has been recognised as one of the UK’s top 5 PR consultants, having set up Press For Attention PR in 2008. He has worked for FTSE 100 firms, charities and start-ups and conducted press conferences with Sir Richard Branson and James Caan. His background ensures a deep understanding of every facet of a successful PR campaign – from a journalist’s, client’s, and consultant’s perspective. See this column in the May issue of East Midlands Business Link Magazine here.

Marston’s has begun installing solar panels at 120 of its UK pubs as part of a £5.4 million renewable energy programme to cut operational costs and carbon emissions.

Two Blues Solar is leading the year-long rollout, with Nuvolt handling installation and technical execution. Atrato Onsite Energy is financing the entire initiative, which will retain ownership of the systems and manage performance over a 25-year contract period.

The energy solution is structured as a Power Purchase Agreement (PPA), allowing Marston’s to buy all on-site generated electricity without owning the solar assets. This setup eliminates upfront costs and gives the business long-term energy price certainty, shielding it from market volatility.

Each site is expected to produce roughly 30,000 kWh of electricity annually, meeting around 15–20% of a typical pub’s energy needs. The project will reduce carbon emissions by 600 tonnes in its first year, aligning with Marston’s Net Zero goals for 2040.

The agreement is among the first large-scale PPAs in the UK pub sector. It offers a blueprint for other multi-site operators looking to decentralise energy procurement while accelerating sustainability targets.

Small adjustments often have more influence than sweeping reforms. Many companies are noticing how day-to-day experiences shape attitudes, performance, and satisfaction. Shifting a workplace’s culture doesn’t always require complex strategies or overhauls. It often starts with practical, measured improvements that respond directly to what teams actually need. When staff feel supported in how they move, interact, and focus, they’re more likely to engage with their work fully. Making these changes requires attention to physical environments as much as company values. Flexible layouts that put people first Offices that adapt to different tasks and work styles help people perform better. Creating a single space that serves everyone equally can lead to distractions, tension, and low morale. Instead, businesses are exploring layouts that accommodate deep work, informal collaboration and casual conversation, each with their own space. This doesn’t always require new furniture or renovation. Repositioning desks, rearranging meeting areas and introducing small quiet zones can lead to noticeable improvements. Offering a mix of private and shared areas clearly conveys that individual needs matter. Teams become more productive when they have room to choose how they work best. Supporting change through refurbishment projects A refurbishment project can support lasting improvements when offices need more than a few minor changes. Many organisations now work with experienced providers who specialise in office fit-outs. These professionals assess how a space is used and help companies make decisions based on workflow and team habits. Partnering with an external fit-out team allows businesses to refresh their layout without taking on the full weight of planning alone. The goal isn’t to redesign for style but to create functionally improved environments. Practical fit-out solutions often involve enhancing lighting, noise control, and space management to support better outcomes for staff. Companies have adopted this approach to transform existing offices into spaces that match both brand values and practical needs. These projects often result in more motivated, better-connected teams. Lighting and acoustics: the underrated influencers The quality of lighting and sound directly affects focus, comfort and wellbeing. Many workplaces still rely on old fittings and layouts that ignore how noise carries or how light changes throughout the day. This contributes to eye strain, fatigue, and stress among staff. A simple lighting review can identify areas where natural light is underused or where artificial sources cause glare. Updating fixtures or introducing adjustable lamps can improve visibility and reduce headaches. Soundproof panels, partitions and acoustic screens can help create quieter zones, especially for roles that need high concentration. During internal surveys, staff often mention light and noise levels, but those insights don’t always reach decision-makers. Reviewing this feedback regularly is one of the simplest ways to improve satisfaction without large-scale investment. Design that supports daily habits Well-planned offices pay attention to everyday routines. That means thinking beyond desks and seeing how people move through their day. Where do they take short breaks? How do they store and access supplies? Where do spontaneous conversations happen? Spaces designed around these small but frequent actions help teams feel more settled. Adding shelves near task areas or providing easy access to shared equipment reduces wasted time. Creating informal break spots encourages more natural conversations between colleagues who might not usually work together. A more personal touch in shared spaces Shared spaces feel more engaging when staff have input. Allowing teams to choose small design elements, such as art, noticeboards or soft furnishings, helps them feel part of the environment. That sense of ownership can support greater commitment to shared goals. Even introducing rotation in how breakout rooms are decorated or inviting departments to suggest changes to shared kitchens can increase interest in maintaining and using these areas. People feel connected to the space and treat it with more care and attention. Take action on workplace improvements Improving workplace culture doesn’t always involve big gestures. The most effective steps are often taken quietly, based on direct input and real needs. Shifts in layout, lighting, shared areas and daily routines make offices feel more responsive and respectful. Now is a good time to examine how your space supports your people. Speak with your team. Observe how the office is used. Start with what you have and work with specialists when needed. Making the right changes creates a workplace people enjoy being part of every day.

A national survey of more than 4,000 UK workers has revealed that while employee engagement has seen its first rise since the pandemic – climbing 3% to an average of 65% – inequalities continue to divide the workforce. The annual Engage for Success survey, run in partnership with Nottingham Business School, part of Nottingham Trent University, directly questioned a diverse and representative sample of employees across all sectors, industries, organisational sizes, and regions of the UK. Using resources and expertise from Stillae Ltd and the Involvement and Participation Association, it explored current emerging issues influencing engagement – including organisational practices, hybrid working, health and wellbeing, bullying and harassment, and leadership. Despite the rise for the first time in three years – since the survey began – engagement remains below pre-pandemic levels, and findings reveal a stark divide between UK organisations which prioritise their people, and those which do not. Two in five employees work in organisations that actively embed people-focused issues into decision-making. With engagement levels of 77%, they reported more positive attitudes toward work, including a willingness to ‘go the extra mile’, support colleagues, and drive performance. Employees with higher engagement are far less likely to see their job as simply a way to earn a money. Instead, they experience a sense of purpose and fulfilment in their work, which positively contributes to their overall wellbeing. In contrast, another two in five employees feel that people issues are overlooked in their organisation, where engagement drops sharply to 45%, unmanageable job stress is five times higher, and levels of presenteeism and intention to leave are significantly increased. The survey also revealed that employees with long-term health conditions, neurodivergence, or protected characteristics report 20% lower engagement, higher stress, and a greater intention to leave. Many don’t disclose their condition due to fear of discrimination, and over a third who do receive no adjustments. However, with proper support, their engagement matches that of other employees – highlighting the power of inclusive practices. Results also highlighted the crucial role that managers play in shaping employee engagement and workplace experience. When both senior leaders and line managers prioritise people issues, engagement rises significantly, creating more positive attitudes and healthier work environments. Report author, Dr Sarah Pass, senior lecturer in Human Resources Management at NBS and Engage for Success Advisory Board member, said: “Line managers are key to translating organisational goals into daily practice, supporting individual performance, development, and inclusion, particularly for employees with health conditions or neurodivergence. They are the people who turn employee feedback into action. “To lead effectively, managers need proper training and time to support their teams, and those who receive this preparation report higher engagement and greater confidence in their role. “The rise in engagement is encouraging, but if we are to truly Keep Britain Working, we must focus not just on getting people into work, but on helping them work well. Disengagement – driven by unmanageable stress, presenteeism, and poor workplace culture – risks worsening health outcomes and pushing more people out of the workforce. “To change this, we need to embed engagement, inclusion, and wellbeing at the heart of employment strategies, from government policy to organisational leadership and everyday practice. Engaged people are the foundation of resilient workplaces, stronger organisations, and a more productive economy.” Nita Clarke, director of the Involvement and Participation Association and co-founder of Engage for Success, said: “This survey has a strong message about how important effective employee engagement is to attracting people into work and keeping them there. “Government needs to ensure this message underpins the industrial strategy so we can achieve permanent improvements at organisation level in productivity as well as employee wellbeing.” David MacLeod OBE, co-founder of Engage for Success, added: “It is clear that if individual organisations and the UK overall are to grow, then we need to give higher priority to the people issues which result in increased levels of employee engagement and therefore better organisational outcomes. “There is a huge opportunity, and need, to harness the rich diversity in our workplaces so that everyone can work to their full potential.”