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Welcome
Some might be feeling a bit of a hangover from last year, and it’s not from one too many proseccos at a New Year’s Eve party. The Autumn Budget seemed to leave a sour taste, with a hike in National Insurance contributions and a rise in the minimum wage set to come into effect in April. It’s sparked talk of consolidation and risk aversion for the year ahead as companies consider how to absorb ballooning costs or pass them onto clients.
Let’s not be hasty, though. It’s wise to be cautious, but there’s no need to write off 2025 just yet. Some are still finding opportunities for growth over the next 12 months. Take a look at some of the goals on page 9. There are commitments around sustainability, including improving a B Corp score and working towards carbon neutrality, and ideas for additional revenue streams and staying ahead of the curve.
These form part of this month’s Business Leadership Special, which contains advice on how to prepare for the upcoming changes from the Budget, how to create engaging video content to draw in clients and how to recognise and reward employees. There’s a feature on the pros and cons of becoming an employee-owned company as well as an interview with Sue Payne, managing director of Quality & Service Ltd, a Pro Landscaper Business Award winner which is celebrating its 25th anniversary this year.
Speaking of our Business Awards, this year’s are now open for entries. It’s a chance to showcase your progress, achievements and resilience as a company, to set benchmarks and to raise your profile. You might have sought inspiration from previous winners and are now looking to share your own potentially award-winning initiatives with others, all of which could help the industry as a whole to have a prosperous 2025.
We might be starting with a bit of trepidation, but let’s not let it define the year ahead. It could be your best one yet.
9
Eyes on the Prize?
What is the industry hoping to achieve in 2025? Find out various companies’ goals for the year ahead
20
5 Videos Every Landscaper Should Create
Matt Freestone lets us in on how longer form content can draw in domestic clients and build an element of trust
27
Let’s Hear It From:
Sue Payne
The managing director of Quality & Service (Q&S) Ltd is ready to shout about the company’s green credentials
33
Stairway to Serenity
Varying levels didn’t stop Bluefish Landscaping Contractors from building a beautiful multi-faceted space in Hampshire
39 Along the River Ouse
Bowles & Wyer overcame a series of challenges to create a tranquil haven nestled into the surrounding countryside
45 First-class Landscape
A previously inaccessible space at Brunel University campus has become a hub for students thanks to Blakedown Landscapes
58
Sharing the Success
What are the benefits in your company becoming employee owned, and is it the right model for everyone?
64 Cultivating Creativity
Both budding and experienced garden designers explain the reasons behind their design software of choice
67 Are you on board?
Recruitment can be challenging, but so can retention – successfully onboarding new members of staff can be key
PEOPLE
77
Countless Garden Stories
RHS director general Clare Matterson on what we can expect from this year’s Chelsea and its theme ‘Your Space, Your Story’
78
International Inspiration
A garden show in China left Katerina Kantalis impressed at the country’s appreciation of horticulture
81
Seeds of Change
Lewis Normand questions whether a changing climate means being more open to hybrid species and non-native plants
18
Autumn Budget 2024
A new government has brought with it a lot of upcoming changes – Kim Sones explains what you need to know
24
Winning Submission
Pro Landscaper Project Awards judge Brian Herbert shares the secrets to success with what the panel is looking for
52
Facilitating Talent
There are a plethora of installer schemes from suppliers to take advantage of, from pergolas to paving
BOWLES & WYER SCOOPS TOP PRIZE AT NATIONAL LANDSCAPE AWARDS
ACambridgeshire Garden by Bowles & Wyer has won the Grand Award at this year’s National Landscape Awards. The Bedfordshire-based company took home the top prize on 6 December at Grosvenor House in Park Lane, London. Amongst the Special Award winners is Robert Hughes, who received Best Newcomer to the British Association of Landscape Industries for his project, The Dairy House.
JJH Landscapes won Best First Time Entrant for Our Happy Place, and Smart Landscape Design’s Mae Knoll Drive took
ROUNDUP Industry Updates
TENVIRONMENTAL HORTICULTURE COULD ALMOST DOUBLE IN WORTH IF SUPPORTED, FINDS NEW REPORT
wo landmark reports released by the Environmental Horticulture Group (EHG) and Oxford Economics (OE) highlight a potential 45% growth for the environmental horticulture sector by 2030, Increasing its value to £51.2 billion, while supporting 763,000 jobs —dependent on governmnet backing.
The EHG's ‘Mission Green Growth’, a strategy calls for collaboration between government, industry, and communities to unlock its potential. The strategy pivots on several key goals from upskilling the green workforce and securing seasonal worker
programs, to fostering policies that drive competitiveness and innovation. Central to the EHG’s vision is sustainable urban planning that incorporates high-quality green spaces alongside campaigns on critical issues like cross-border trade, reliable seasonal worker schemes, and improved environmental sustainability. Boyd Douglas-Davies, chair of the EHG, says: “The time is now if we are to make the most of the next decade of growth opportunities and work with the government to create a greener, happier, more environmentally sustainable society and economy.”
Best Design & Build. The award for Recognition of Personal Dedication went to idverde’s Mike Cranfield for Manor Gardens, and Best Submission Pack was awarded to BlueFish Landscaping Contractors. Hertfordshire-based The Garden Company’s James Scott was one of the Principal Award winners on the day, topping the Design Excellence Award – Overall Scheme Between £50k-£100k category for Contemporary Sanctuary. Scott called it a “wonderful acknowledgment of our commitment to creating bespoke spaces where people truly enjoy spending their time.”
bowleswyer.co.uk
WORLDSKILLS UK LANDSCAPING CHAMPIONS ANNOUNCED
Alan Myers and Harry Fitzsimmons from the College of Agriculture, Food & Rural Enterprise (CAFRE) claimed joint Gold at the 2024 WorldSkills UK National Finals in Manchester, held from 18 to 22 November. Competing against six others for the WSUK Landscaping Champion title, they built a 12m² garden from scratch in 16.5 hours, incorporating paving, brickwork, lighting, planting, and a water feature. Archie Matthews of Myerscough College took Silver, while Luke Donald of CAFRE secured Bronze. The Association of Professional Landscapers (APL) also held a competition to celebrate the achievements of students with learning disabilities, asking participants to prepare four planting beds with a winter theme.
Pembrokeshire College’s Ross Muller won Gold in the Foundation Skills: Horticulture competition, while Russell Reeves of Elidyr Communities Trust took Silver, and Kieran Walsh of Myerscough College earned Bronze. “We now turn our focus to planning for 2025, where we will continue to nurture the next generation of talent, this time in Cardiff”, says APL general manager Phil Tremayne. worldskillsuk.org
NEW BNG GUIDE PUBLISHED FOLLOWING WORKSHOPS DAY
Pro Landscaper has published a new Biodiversity Net Gain (BNG) in Practice Guide with eight recommendations to improvethe implementation of the ligislation introduced earlier this year. The guide follows a London workshop where stakeholders discussed planning, implementation, maintenance, and communication on BNG. Ahead of the legislation initially coming into effect early last year, Pro Landscaper launched a guide for biodiversity net gain, offering practical guidelines and comprehensive insight on the new government legislation. The latest guide is a follow-up to this, now that BNG has been mandatory for several months.
Pro Landscaper will be looking to play an active role in continuing the conversation, bringing together those designing and delivering the projects, as well as helping to
bridge the educational gap with developers and the public.
“We developed the BNG Workshops Day because we recognised that the introduction of BNG legislation offered an opportunity for the UK-based landscaping industry to offer influence, demonstrate value, and shape projects at earlier stages of development. To enable this there needed to be new levels of collaboration and connection and to also look at how we bridged knowledge gaps,” says David Griffiths, divisional director at Eljays44. prolandscapermagazine.com
INSCAPES ACQUIRES LANDCRAFT
IOnline exclusives
CHELSEA 2025 PREVIEW: DOWN’S SYNDROME SCOTLAND GARDEN
Down’s Syndrome Scotland takes centre stage at RHS Chelsea 2025, celebrating the lives of people with Down’s syndrome.
LUCY WILLCOX PRAISES CROCUS FOR ‘ORGANIC’ COLLABORATION
nscapes expands its portfolio of services with the acquisition of Landcraft, a partnership built atop a foundation of “mutual respect and vision for the future”, says the former. For over 25 years, Inscapes has been specialising in designing and maintaining engineered sports grounds, creating new landscapes, protecting existing ones, as well as drainage and irrigation design and
installation. Managing director of Inscapes, Gareth Rees says the acquisition “represents a significant step forward in enhancing the quality of service [Inscapes] provide.” The Bridgend based company will be building off the acquisition with the expansion of several of its services, including the hard landscaping side of the business, as well as Landcraft’s fleet of vehicles, and plant and specialist equipment. All Landcraft staff have been offered the opportunity to join Inscapes, with a majority of the workforce set to continue working out of its existing Cardiff premises. inscapes.org.uk landcraft.co.uk
KAREN MCCLURE GARDEN DESIGN TRIUMPHS AT INAUGURAL TUNBRIDGE WELLS BUSINESS AWARDS
Karen McClure Garden Design has been awarded the title of ‘Best Small Business’ at the inaugural Tunbridge Wells Business Awards, held at Trinity on 26 November. Judges recognised director and lead designer Karen McClure, founded the practice as a career changer, off the back of a ‘hobby’. Since then, the practice has gained
accreditation from the Society of Garden Designers, the Association of Professional Landscapers, and the British Association of Landscape Industries. Now it adds ‘Best Small Business’ in Tunbridge Wells to its list of accolades. McClure, also shortlisted for Businessperson of the Year, called the win, saying: “It was a complete shock to receive the
Lucy Willcox credits Crocus for their ‘organic’ collaboration which promises fresh content over the coming year.
30 UNDER 30 – A CATCH UP WITH KELSEY BRACE
30 Under 30 alumni, Kelsey Brace, owner of Primethorpe Paving, embarks on his newest venture: the launch of Bloom Marketing.
award, we have an abundance of talented and hard working businesses representing a variety of industries in Tunbridge Wells, so to be a niche company, solely focussed on garden design and horticulture, is a huge endorsement and validation of our industry and the hard work of my team.” McClure goes on to say the practice is already preparing for “some fantastic” projects in 2025, as well as several new initiatives and collaborations – “it’s a very exciting time for us.” karenmcclure.co.uk
when expertise meets innovation great things happen
Becoming the first trade nursery in the UK to be granted Control Point status upholds our commitment to continuous improvement. With border delays minimised, expert plant handling ensured and cost efficiency streamlined, it transforms the Provender journey from exceptional to extraordinary
Eyes on
OLLY GREGSON HARDWOOD LANDSCAPES
Businesses across the industry share their ambitions and plans for growth in the year ahead
THE PRIZE
“2024 has certainly been tough and has really tested the company's resilience, but we are still here and confident that 2025 will be our best and most exciting yet. We will continue to lower our risk profile by adding additional revenue streams to the business, with my main focus on continuing to strengthen and develop commercial relationships. It is also the year our first real marketing strategy begins, and our in-house design team should see its first employee, so no slowing down.”
PETER DONEGAN
PETER DONEGAN
GARDEN DESIGN & LANDSCAPING
“A pause from standing alongside Australia’s finest designing two show gardens and one lecture speaking tour within 12 months and, in France designing private and public landscapes will allow for my return to designing and realising home gardens for television and remaining within the British Isles. When guest speaking or hosting at events is considered a meeting with friends, can one really call it business or a goal?
Fingers crossed for a little of that too. Cannot wait for 2025!”
ZOE CLAYMORE
ZOE CLAYMORE GARDEN DESIGN
“In 2025, my business will focus on creating refined residential gardens responsibly—delivering beautiful and meaningful spaces. I will continue to promote and explore sustainable design practices and educate clients on more eco-friendly choices. I'm also aiming for higher build value commissions in London and Surrey, allowing me to take on my first employee. Lastly, I'm excited about a special project next year that I’ll share more about soon.”
LEE CONNELLY THE FAMILY GARDENING COACH
“Our 2025 goal at The Family Gardening Coach is to bring more children’s gardening opportunities to the industry. We aim to partner with brands, events, and gardens to create engaging, family-friendly environments. By offering hands-on experiences and fun, sustainable activities, we’re committed to supporting even more of the industry in 2025 and beyond by making gardening accessible and inspiring. Children and families develop a lifelong love of nature.”
JAMES SCOTT THE GARDEN COMPANY
In 2025, our goals are to strengthen our design offering by integrating biophilic principles with sustainable, naturalistic design. We will enhance our market presence through strategic digital marketing, awards entries and editorial features. We aim to attract and retain top talent by positioning ourselves as an employer of choice, with a focus on training and development. We will continue to prioritise sustainability in our operations and the places we create to ensure a positive environmental impact.”
TOM PROUDLEY FUTURESCAPE
“In 2025, The Futurescape portfolio has a goal to shine light on three main topics: education, innovation and sustainability; which will be reflected through our seminar agenda, exhibitor categories and even the features and zones that we've created within the show floor. As the voice of the landscaping industry, our job is to reflect the themes, legislation and trends that are ever changing in this market, and so as a result of this responsibility, our goal is to stay ahead of the curve, and equip this industry with the know how and understanding to be able to act on it.”
JONATHAN BOURNE BOURNE AMENITY
“Bourne Amenity is set to embark on its journey toward net carbon neutrality in 2025, paving the way for more sustainable landscaping supply practices. This initiative will focus on reducing operational emissions, expanding peat-free product ranges, and introducing Environmental Product Declarations (EPDs) to certify supply chain transparency. By partnering with industry leaders and evaluating the environmental benefits of its growing media, we aim to enhance biodiversity, support carbon capture, and drive innovation in sustainable horticultural supplies.”
JAKE CATLING HYPHAE LEARNING
JON BERRY TYLER GRANGE
“In 2024, we were widely celebrated for our technical work, mental health programme and for being a responsible employer. Whilst it’s important to acknowledge these successes, in 2025 –our fifteenth anniversary year – we’ll be pushing ourselves. We’ll work to better understand and support our neurodivergent colleagues and collaborators, we’ll aim to improve our B Corp score and alignment with sciencebased sustainability targets, we’ll address the lack of diversity in the environmental sector, and support our clients through the challenging and complex projects. All whilst putting people and the planet at the heart of our decision-making.”
SAM MOORE CONSILIUM HORTUS
“In 2025, we aim to grow the Consilium Hortus team, fostering talent and expertise. A key focus is completing and refining our new studio and showroom, creating a space that reflects our design ethos. We are also committed to achieving professional accreditation, further solidifying our standing in the industry. Above all, we will continue delivering innovative, modern designs tailored to our discerning clients, ensuring each project exemplifies creativity, functionality, and elegance.”
“We’re introducing a strategic focus on staff training and retention in 2025. This includes the launch of the landscaping industry’s first all-in-one e-learning platform, Hyphae Learning. This innovative digital hub will offer on-demand content created by industry experts, empowering teams to enhance their skills and performance.
“We have dedicated ourselves to becoming a leading landscaping consultancy, and this initiative further strengthens our commitment to professional development. In 2025, our training resources will not only meet but exceed industry standards, building a culture of continuous learning. Our team’s dedication has been at the heart of our progress.
“As we look to 2025, we’re focused on building a culture that supports continuous learning and development, ensuring our people remain our strongest asset and our clients receive exceptional results.”
ISTRENGTH IN UNITY
n October last year, landscaping products supplier Boughton, welcomed British Sugar TOPSOIL into the Bennie Family, as the pair entered into an exclusive distribution agreement that saw Boughton become the exclusive route to market for the Topsoil product range, taking over sales and marketing operations for British Sugar.
Simon Hedley, director at Boughton comments on the Midlandsbased company’s journey leading up to the partnership: “We’ve always had great respect for British Sugar TOPSOIL and the exceptional work they’ve done over the years”, he begins. “They’re amongst the UK’s largest suppliers of quality topsoil, and their products have set benchmarks in the industry. Their ethos aligns so closely with ours – it’s about delivering excellence, prioritising sustainability, and building strong customer relationships.” National TOPSOIL sales manager, Natalie Gudgin adds that the sentiment is shared, and when the opportunity arose to join the Bennie Group, “it
felt like a natural fit.” She says that this partnership will give British Sugar the “chance to build on its legacy in new and exciting ways.” While Boughton boasts over three decades of expertise in supplying soils, composts, and decorative aggregates, British Sugar TOPSOIL has carved a niche as a pioneer in the sustainable production of high-quality topsoil, utilising by-products from the sugar refining process – “the exciting things about this partnership is that it delivers a truly dedicated focus on soil”, says Hedley.
A shared vision of quality
At the core of this partnership lies an unwavering commitment to quality, Hedley elaborates: “British Sugar TOPSOIL has always been synonymous with quality. Their BS3882:2015compliant soils and premium-grade HortLoam are trusted by landscapers, garden designers, and contractors across the country. By joining forces, we’re not only maintaining these high standards but also raising the bar for the entire industry.” Gudgin notes that one of the key benefits is the opportunity to share knowledge and expertise, saying: “We can explore new ways to enhance our products, develop tailored solutions for our customers, and expand our reach – all while continuing to deliver the quality they expect from us.”
The exciting things about this partnership is that it delivers a truly dedicated focus on soil
Simon Hedley, director, Boughton
How a new partnership between Boughton and British Sugar TOPSOIL is taking root
Sustainability: the common ground
In today’s world, sustainability is no longer a buzzword but a necessity. It is a principle that forms a central pillar of this partnership. “Sustainability has always been at the heart of British Sugar’s operations,” Gudgin explains. “Our topsoil is produced as a byproduct of the sugar refining process. Not only does this minimise waste, but it also ensures that our products are among the most environmentally friendly on the market. It’s something we’re incredibly proud of.” Hedley reiterates that it's about looking at the bigger picture, as well as maintaining a product portfolio that doesn’t compromise on environmental goals: “Whether it’s reducing transportation emissions, sourcing materials responsibly, or investing in innovative production methods, we’re
We can explore new ways to enhance our products, develop tailored solutions for our customers, and expand our reach –all while continuing to deliver the quality they expect from us
Natalie Gudgin, National TOPSOIL sales manager
constantly striving to minimise our environmental footprint. With British Sugar TOPSOIL on board, we now have even greater scope to lead by example in sustainable practices.”
Driving innovation
Looking ahead, both businesses are set to unlock new opportunities for innovation. For Boughton this comes in the form of expanding its product range, as well as exploring how it can better serve its customers. “The landscaping and construction sectors are evolving, and so are the needs of our customers. By working together, we can combine our expertise to create solutions that are not only fit for purpose but also innovative and forwardthinking”, says Hedley. From developing new soil blends to refining its processes to improve efficiency, Hedley notes that Boughton has continued to push boundaries across its tenor. “Now, we can expand this expertise to include the British Sugar TOPSOIL offering to strengthen both brands for the long-term.”
Building a brighter future
It is evident that Hedley and Gudgin are united in their visions for the future of both businesses, they agree that this partnership is about more than just business – it’s about making a positive impact on the industry and the communities they serve. “Our ultimate goal is to create a one-stop solution for landscaping professionals,” Hedley says. “With British Sugar TOPSOIL now part of the Bennie family, we’re able to offer an unparalleled range of products backed by decades of expertise. It’s an exciting time for us, and we’re confident that our customers will see the benefits of this partnership almost immediately.” Gudgin adds that the team at British Sugar are looking forward to working with Boughton to explore new opportunities and reaching new markets: “Together, we’re stronger, and that strength will allow us to make a real difference.”
With British Sugar TOPSOIL on board, we now have even greater scope to lead by example in sustainable practices
Simon Hedley, director, Boughton
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How do I transition away from being on the tools to solely focusing on the business? AS K THE EXPERTS
Jake Catling explains how to make the move from site to office as seamless as possible
For landscape contractors, the transition from hands-on work to focusing on running the business is a pivotal journey. While challenging, this shift unlocks opportunities for growth, leadership development, and long-term success. Central to this transformation is mastering effective delegation – not abdication – by ensuring tasks are handed over with clarity, support, and accountability.
Managing field and office work
Many contractors juggle leading teams, managing clients, and handling admin, often resulting in long hours, stress, and barriers to growth.
The shift from "on the tools" to strategy requires more than stepping back – it demands committing to both roles initially and using structured delegation to empower the team while ensuring quality.
A path to growth
I began managing both field and office responsibilities, focusing on training my team while handling daily operations. Over time, I realised this divided focus was limiting both my growth and the business's potential.
Delegation vs. abdication
Transitioning from hands-on work doesn’t mean abandoning responsibilities. Effective delegation involves clear expectations, thorough training, and oversight. In contrast, offloading tasks without support leads to confusion, frustration, increased risk, and a drop in quality.
Key principles of effective delegation:
• Clarity: Define responsibilities and outcomes.
• Support: Provide training and resources.
• Trust, not neglect: Trust your team while remaining involved enough to monitor progress and ensure quality.
Why make the transition? Shifting from tools to leadership offers benefits:
While challenging, this shift unlocks opportunities for growth
The turning point came when I transitioned to an office-based role, prioritising recruitment, staff development, and business strategy. Shifting to work on the business rather than in it was key to achieving meaningful growth.
A defining moment was empowering my apprentice, Jordan, to take on a leadership role. His success highlighted the importance of structured delegation – providing training, support, and accountability – to drive growth for both individuals and the business.
• Strategic growth: Focus on long-term planning and innovation.
• Team development: Build a resilient, self-sufficient team.
• Reduced burnout: Share responsibilities to reduce stress.
• Continuity: Position your business for sustainable growth.
What you need for success
• A strong team: Train and empower staff to uphold standards independently.
• Structured delegation: Delegate with accountability and oversight, not abdication.
• Patience and resilience: Embrace the gradual nature of this transformation.
Transitioning to an office-based role is key to working on your business, but as long as daily operations rely on you, you're still working in it.
The real shift happens when the business runs smoothly without your constant involvement, freeing you to focus on growth, strategy, and innovation.
The panel
HOLLY YOUDE
Former chair of the APL, Holly Youde, is a director at Urban Landscape Design in the North West and The Landscape Academy, a purpose built training centre dedicated to landscaping in the UK.
JAKE CATLING
Jake Catling founded The Landscaping Consultants at just 24, and is now also the founder of Hyphae Learning. He is a BALI board director, host of the Landscape Performance Podcast, and has delivered various award-winning gardens and outdoor spaces.
KEN WHITE
Ken White, former chairman of the APL, leads the multi-award-winning Frosts Landscape Construction, which carries out large commercial and private estate projects across the UK.
ROSEMARY COLDSTREAM
Rosemary has won numerous awards for her work, creating high quality gardens for both domestic and commercial clients. She is a fully registered member of the SGD and sits on the board of directors at BALI.
JILAYNE RICKARDS
Based in Cornwall, Jilayne Rickards is a multi-award-winning garden designer who puts sustainability and biodiversity at the heart of her designs, including her show gardens at Chelsea, both of which have been relocated to the Eden Project.
PUSHING FOR
CHANGE
Gareth Wilson reveals his wish list for next year
As we have discussed many times, the landscaping and horticulture industry is ever-changing – some good and some not so good. Entering 2025, I have had a good think of some of the things I’d like to change within the industry. This isn’t a one-size-fits-all article, but here goes.
My number one change is a big one from my point of view: that the media should recognise contractors at the RHS shows. Yes, Malvern, Chelsea, Hampton Court Palace, and now Wentworth shows are design-led, but without us minions, the shows don’t happen— it’s that simple. I’ll be clear: This isn’t about me; it’s about ‘contractors’, whether hard or soft landscapers. We bring a lot more to the table than just building and planting.
My number one change is a big one from my point of view: that the media should recognise contractors at the RHS shows
The rest of the changes I’d like to see happen are in no particular order. The second change would be for designers and contractors to specify more UK-sourced natural stone paving. I’ve mentioned previously that we’ve got some of the best natural stones on our shores, bar none. I know there’s a price implication with UK stone, but more sensibly-sized paved areas with planting would mitigate this budget-wise.
Thirdly, I’d like to see the government back sustainable landscaping more. My first port of call is to force local authorities to clamp down on SuDS driveways and make it a level playing field for all contractors. Many contractors install SuDS-compliant driveways,
but they come at a higher cost. Therefore, if all contractors were to quote equally, it would eliminate grey areas. Wales adopted SuDS on domestic driveways a few years ago, and so should we.
While on the subject of water management, I would like to see more rainwater harvesters installed. They are becoming increasingly popular, especially down south. I think working these into designs will certainly go a long way to helping the environment.
Number four would be for paving contractors to adopt the practices outlined in the new BS75533:102 document. It is the biggest and best thing to happen to domestic paving ever. If serious contractors want to improve and learn, this is for you. My advice would be not to try to read it all at once but to do bits at a time, take notes, and do your research. Alternatively, Alan Sargent and I will be doing an online introduction to BS7533:102.
Lastly, this is more advice than anything else. Many contractors fall short of work in the winter, even more so in 2024. This happened to me once in the early days. I had a good, long look at my business model, changed things, and it never happened again. This can be achieved with careful planning, upping the advertisement and social media content and adapting your company to possibly other skillsets. Now, I’m not a business coach, but several big names are out there helping landscaping companies expand and improve, and I hear some fantastic feedback from contractors who employ coaches.
GARETH WILSON
Leaving college at 17, Gareth has worked in the landscape industry since 1989. Progressing onto high-end projects, he has picked up seven RHS gold medals. He is a member of multiple professional bodies. He provides technical and product advice to large companies, mentors and trains contractors and garden designers in landscape construction and on show gardens logistics across the UK. Gareth also provides mediation services, he is a member of the BS7533:102 committee and is an industry awards judge. gkwilsonlandscaping.co.uk
BUDGET AUTUMN 2024
Kim Sones explains what landscaping businesses need to know
The Autumn 2024 Budget has landed. If you are in the landscaping and trades industries, it is time to take note as a series of changes have been introduced. From shifts in employer contributions to updates on vehicle classifications, these changes will affect costs and operations. Here’s a breakdown of the key points and how to prepare for the upcoming adjustments.
Employer National Insurance increase
Starting April 2025, Employer National Insurance contributions will jump from 13.8% to 15%. This means that every team member on your payroll is about to cost a bit more.
Let’s break it down. A team member earning £30k per year currently costs £2,884 in NI contributions. Under the new rules, this will increase to £3,750. While this change may seem incremental, the effect on businesses with larger teams can be significant. Revisiting your budget could help avoid compromising profitability.
Employer’s allowance boost
smaller businesses, potentially offsetting the impact of the NI rise entirely for those with modest payrolls. However, for larger teams, this allowance may provide partial relief, leaving some businesses to shoulder higher payroll expenses.
Minimum wage increase
Workers will be celebrating the new National Minimum Wage in April 2025, but for employers, it is another cost to manage. The rate for those aged 21 and over will rise to £12.21, with other categories seeing similar increases.
1 3 5 4 2
It’s not all bad news! The government is raising the Employer’s Allowance from £5k to £10,500. This benefits
Double cab pick-ups reclassified From April 2025, double cab pick-ups will be classified as cars instead of commercial vehicles. This affects tax treatment, including capital allowances and VAT claims. If you are thinking about upgrading your fleet, act fast to lock in these benefits before the deadline.
Preparing now ensures your business navigates these changes smoothly
For a full-time worker on minimum wage, this adds up to roughly £1,600 more annually. For teams that include apprentices or junior staff, pricing will need adjusting, resources reallocated, or budgets altered accordingly to offset this rise.
Fuel duty freeze
Finally, some stability! The government has frozen fuel duty again. If your business relies on vans, trucks, or other vehicles, this is one less thing to worry about. Fuel prices remain high, but at least the freeze gives businesses some breathing room to maintain predictable budgets.
What's next?
• Review budgets: Update payroll and forecasts to reflect higher costs.
• Act on vehicle changes: Purchase double cab pick-ups before April 2025 to save on taxes.
• Reassess pricing: Small price increases may soften the impact of rising prices without deterring clients.
Preparing ensures your business navigates these changes smoothly, safeguarding profitability and growth. Do this, and you will be well-positioned to tackle challenges and seize opportunities. As the saying goes, “Fail to prepare, prepare to fail.” For tailored guidance and support, contact us to discuss how these updates may affect your business.
KIM SONES
Kim Sones, owner of Sones Accountancy Services Ltd, specialises in bookkeeping and accountancy for the landscape gardening industry. She is passionate about helping business owners to ‘know their numbers’ and use their knowledge to set goals to aid growth and make good financial decisions for their business.
Book a free consultation using the QR code to see how we can help you.
EVERY LANDSCAPER SHOULD CREATE 5 Videos
Matt Freestone explains how you can come across more trustworthy to domestic clients
Did you know that viewers retain 95% of a message when they watch it in a video, compared to just 10% when reading text? Why is that relevant? Well, businesses that use videos in their marketing grow revenue 49% faster than those who don’t.
So, creating video content that gets the homeowners' attention and educates them can ultimately convert viewers into clients. That's why I believe creating quality video content is the best way to stand out in 2025. Video not only helps you stand out, but it also builds a personal connection with homeowners. Let’s explore five types of videos that can take your business to the next level:
1
FOUNDER'S STORY
Personal brands have become one of the most powerful assets for entrepreneurs. People buy from people they feel like they know, like and trust. A founder's story video allows you to highlight unique values, mission and the background of the company. It allows you to show off your experience and knowledge and gives your company emotional appeal and credibility by humanising the brand. Focus on the ‘why’ behind the business and key moments in the journey.
VIDEO TESTIMONIALS
While reviews are great, video testimonials tend to delve deeper, and if they explore the 'why' behind the project and how they are using their garden now, this can be much more engaging. Adding a video testimonial to a landing page can increase conversion rates by up to 86%, so creating them for your website and social media platforms is a worthwhile investment for years to come.
2 3
PROJECT WALKTHROUGHS
Showing photos of completed projects is obviously a surefire way to attract more clients. However, creating project walkthroughs where you name the location, discuss the brief, the client and reason for the project before explaining how you brought that vision to life is a lot more interesting. This allows you to demonstrate your expertise. These videos can work well on social media, your website or on YouTube, and are best to keep to two to three minutes.
4 5
PRICING VIDEOS
This may seem controversial, but hear me out! Discussing pricing in your content and educating your local market on what impacts project costs helps build trust and set you apart from competitors who avoid the topic. It's one of the most common customer questions, so providing answers enhances transparency. You don’t have to give specifics, but explaining factors like size, materials, and complexity helps clients approach projects with realistic expectations.
PRODUCT COMPARISONS AND FAQS
Homeowners often feel overwhelmed with choices, and offering advice on these decisions adds value. By answering questions on the pros and cons of different decking and paving products, your content helps buyers make informed decisions while building trust. Focusing on the problems clients face early in their planning positions your brand as a helpful authority before they are ready to buy, driving engagement.
Video is a powerful tool that helps you stand out in a crowded marketplace and build trust with homeowners. Why not give these a go and watch how they transform your business.
Matt Freestone is a social media specialist who’s worked with household names such as Deliveroo, Warner Music and Currys PC World and has experience growing Facebook, TikTok and Instagram pages online to millions of followers. He set up and now runs New Leaf Media, a marketing agency that specialises in finding landscapers more enquiries, site visits and projects through innovative social media marketing and appointment booking processes. newleafmediaco.com
MATT FREESTONE
RECOGNITION AND REWARDS in your business Creating
Neil Stead shares how and why looking after your employees is a necessity
Would you like to increase revenue and profitability in your business? If your answer is “yes”, then why not use the start of a new year to take some time to review what level of focus you place on one of your most valuable assets: your employees.
At FutureScape 2024, I had the honour of joining Marian Barker from Fresh Horticultural Careers, Deric Newman from Glendale and senior leader and horticultural professional Nigel Payne on a panel to talk about exactly this point. We had a great conversation that hopefully motivated the audience to think about how a satisfied team can lead them to increased efficiency, better customer satisfaction, and ultimately higher profits.
By focusing on your team’s happiness and performance, you can unlock new levels of success for your business
I would like to take this opportunity to share some thoughts about one of the most effective ways to achieve this –by implementing a reward and recognition strategy in your business. It’s an approach that will not only boost team morale and retention but align your team’s efforts with your business goals. Here are some ideas to provoke thought around how you could create a strategy tailored to your own business.
Why should you invest in recognition and reward? A well-designed approach can deliver numerous benefits to your business. These include:
• Boosting team motivation and satisfaction: Employees who feel valued are more likely to deliver their best work.
• Enhancing productivity: A motivated workforce is a more efficient and effective one.
• Developing a positive culture: Acknowledging effort and success creates a supportive environment. By focusing on your team’s happiness and performance, you can unlock new levels of success for your business.
Building a reward and recognition strategy
Understand your team
• Employee survey: Discover what motivates them, whether it’s financial incentives, extra time off, or public acknowledgment.
• Align culture: Create a programme that reflects the unique values and personal touch of your business.
Set clear objectives
By investing in your team’s morale and motivation, you’ll create a thriving workplace culture
• Motivate and retain: Inspire employees to excel and stay committed.
• Enhance performance: Tie rewards to specific goals like customer service excellence or timely project completion.
• Reinforce core values: Recognise behaviors that embody your company’s principles, such as teamwork or sustainability.
Establishing recognition
• Real-time: Train managers to acknowledge achievements as they happen.
• Peer-to-peer: Allow team members to nominate each other for awards.
• Structured: Develop formal recognition events, or an annual award ceremony.
Ensure it’s inclusive and consistent
• Fair: Ensure all employees can participate and benefit.
• Adaptable: Gather feedback to refine and improve the programme.
• Budget-conscious: Create meaningful rewards that don’t strain your finances. Monitor and improve
• Feedback Loop: Regularly ask for employee input to ensure the program remains relevant.
Ways to reward Monetary
• Performance: Celebrate exceptional results with financial rewards.
• On the spot: Provide immediate cash prizes for going above and beyond.
Non-monetary
• Public recognition: Highlight achievements during meetings or in newsletters.
• A simple “thank-you”: A handwritten personal note or verbal acknowledgment shows genuine appreciation. Experiential
• Time off: Reward hard work with a well-deserved day off.
TOP TIPS
Don’t over complicate it –keep things simple and easy to understand.
Align the approach with your business goals and values.
Deliver recognition promptly.
Create a mix of formal and informal approaches.
Make individual rewards personal and meaningful.
Apply rewards fairly and consistently across roles.
Get input and adjust your approach to keep things relevant and engaging.
• Team outings: Strengthen camaraderie with group activities like lunches or garden tours.
Growth
• Career progression: Provide mentorship or career advancement support to nurture your best talent.
• Training: Invest in courses to help employees grow professionally.
Would you like to increase revenue and profitability in your business? By investing in your team’s morale and motivation, you’ll create a thriving workplace culture that supports employee satisfaction, delivers operational efficiencies and drives your business profitability. Surely the answer is "yes”!
NEIL STEAD
Neil Stead is an accomplished business consultant and coach with three decades of experience at one of the UK's most respected and trusted brands. In 2021, he established Steady Consulting to partner with small business owners, guiding them in building stronger, more sustainable businesses – benefiting not only their customers and employees, but also aligning with their personal aspirations. Stead now focuses his expertise on the horticulture and landscaping industry – delivering tailored, hands-on guidance, strategic advice, and dedicated support to meet the unique needs of each business he serves. To book a free discovery session, simply scan the QR code. steadyconsulting.co.uk
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Since Pro Landscaper started the Small Project, Big Impact Awards, it has been my privilege to be one of the team of contributing judges who have witnessed the awards evolve into what we now know as the Pro Landscaper Project Awards, covering a wide range and size of schemes.
In tandem, the adjudication process has also developed, and having collaborated with my fellow judges, here are a few useful pointers on the detail of information you should consider when making your 2025 awards entry.
Copy – less is more
For various elements of the entry criteria, and in all categories, we will be limiting word count to help encourage more concisely worded submissions that explain the process and key components of the schemes. With no two projects ever being similar, we are always keen to hear the stand-out challenges – the reality on site – that made you proud of the scheme’s outcome and consider it for an award entry.
Images – use them to tell the story
Collect them early; sometimes we see very few before and during images, but lots of finished images with close ups of plants.
As judges we love plants for sure, but the before and during images are a great opportunity for us as judges to assess the level of thought, detail, and considerations for professional delivery and longevity of a garden. Personally, I like seeing the ground conditions, environmental considerations, care for soil protection, good drainage and roots zones, foundations, backing up of walls, priming of paving, care for cuts and generally any images that demonstrate where you are proud of the detail and effort that went into the scheme’s outcome.
Select more images than you need and then condense them down to the few that most importantly illustrate the message, not forgetting the all-important finished shots for a certain magazine. Consider why an image is being included. For instance, if it is connected to a construction detail, then explain this. Before and after shots are best taken from the same place so that they tell the story of the garden development.
SUBMISSION Winning
Are you looking to enter the Pro Landscaper Project Awards this year? Brian Herbert explains what the judges are looking for in the entries
Select more images than you need and then condense them down to the few that most importantly illustrate the message
DETAIL
DURING
EDGE HILL BY TOM HOWARD GARDEN DESIGN & LANDSCAPING LTD – SUPREME WINNER OF PRO LANDSCAPER PROJECT AWARDS 2024
Documentation – the king pin to a good client relationship
Do submit costings and invoices and scope of works. The smaller budget schemes may not have them but for all larger budgets, submit build specification and contracts if used – how variations and extras were recorded and charged, plus any relevant information you feel supports how the scheme was realistically evaluated, how stage payment invoices were presented, how the client felt they always knew where they financially stood, i.e. the financial platform and solidity to the trusting client relationship you built.
Design and drawings – crayon or CAD, however it was done, send it in
As the size of companies entering submissions vary, so do the methods used to explain the design intent of a scheme. Without doubt we want to encourage professional plans for all schemes, showing as much detail as possible, but frustratingly sometimes we don’t see any and that includes schemes that must have had some form of design. So, even if hand drawn on a sheet of A4, please do submit that information as it helps us assess how the success of the outcome was achieved.
Also, structural detail – if you cite an engineer was involved, such as for a retaining wall on a clay site, we are keen to see that information and the cross sections produced. We do understand that for smaller budgets, clients do not always commission a full tender package; so, for these schemes help us understand how the design detail was communicated and what the designer was responsible for and what was left to the contractor.
Planting schemes –what was your method?
With the creative element of this aspect and usually the core interest of a designer, we see many ways of how this is presented and achieved. We need to see planting plans with plant lists, formal as that may be, because it represents the best way to communicate a planting design to a client and check whether that is implemented on site.
Again, we recognise that on smaller budget schemes clients may not have commissioned a planting plan. If that was the case, tell us how the planting was developed and communicated; perhaps it was creative trips to the nursery then set out on site, tweaked by a few more nursery visits, then so be it – but tell us.
We still need to see the lists of plants – tell us the important plant combinations and let us know the plant spacing or density used. A plan that was created after the event, perhaps to be used by a gardener or client to identify plants on site, however basic or rough, is also very useful. It helps us assess the intention and the realisation of the planting.
With Pro Landscaper’s exciting plans for the 2025 submissions and awards ceremony, we all look forward to judging this year’s schemes and hopefully celebrating their success with you.
Include soft specification preparation, along with a concise summary – around 150 words, perhaps – of the notes you advised on aftercare, explaining how gardening skills were considered and how design intent was communicated to those who look after the garden.
Being a third-generation landscaper, and growing up opposite and subsequently training at Merrist Wood, Brian Herbert has landscaping in his blood. Involved with over 30 show gardens during 39 years of landscaping – achieving many accolades from the Royal Horticultural Society (RHS) and the British Association of Landscape Industries (BALI) – and owning Outdoor Options Ltd since 2001, his focus has been on design-led private domestic schemes. He is also currently chair for BALI South Thames region, having been on the board for 21 years. brian@outdooroptions.co.uk outdooroptions.co.uk
BRIAN HERBERT
OUR HAPPY PLACE BY ADAM VETERE LANDSCAPE & GARDEN DESIGN AND JJH LANDSCAPES – WINNER OF SPECIAL FEATURE UNDER £50K AT PRO LANDSCAPER PROJECT AWARDS 2024
AFTER
PUTNEY GARDEN BY LUCY WILLCOX
“WE’RE
GARDENERS –IT’S A DIFFERENT MINDSET TO GROUNDS MAINTENANCE, AND IT’S HOW WE WANTED TO PITCH OURSELVES”
2025 is a milestone year for Quality & Service Ltd, and managing director Sue Payne is going into it with welcome optimism
It’s taken nearly a quarter of a century, but Quality & Service (Q&S) is ready to start shouting about what it does, says managing director Sue Payne. The commercial landscaping and urban horticulture maintenance company has been quietly stoic in the past, embracing a sustainable approach at a time when it wasn’t as widely spoken about as it is now.
“Maybe now is the time to be more vocal about what we do,” says Payne. “Everybody wants to make a profit, but it can’t be profit only. Fundamentally, do we care about green spaces? Are we passionate about biodiversity and pollinators? It’s about making sure we’re leaving legacies and making sure that what we do has a positive effect for the future.”
Q&S recently became a corporate member of Pollinating London Together – an initiative striving to make green spaces across the capital more pollinator friendly – and Payne is now a member of a working group with the organisation as well. The company also won a Pro Landscaper Sustainability & Biodiversity Award last year.
It might come as a surprise, then, that Payne herself is not a horticulturist, and she calls herself an avid gardener – enjoying sowing wildflower seeds and turning her own garden into a more naturalistic space.
Payne comes from a PR and business management background, and when she joined a landscaping company, it was a way to utilise her skills. It was whilst working at this company that she met her future business partner, John Rodgers.
After working together for seven years, the landscaping company was sold to a larger company. Neither Payne nor Rodgers were happy with the new direction of the company, and their friendship developed into the two discussing the idea of starting their own venture. It was 25 years ago on the Sunday after we speak that they decided to take the plunge – “over a pint probably” – and Q&S started trading from 1 January 2000.
"Whilst initially we took on some residential work to pay the bills, John and I wanted to build on our commercial expertise and contacts, so quickly focused on the commercial sector.” In the early days, Payne and Rodgers would be out planting and watering on the weekends and putting leaflets through doors to win clients. They started out with just a couple clients and one other employee, and it has now grown to a substantial SME with various blue-chip clients, such as Landsec and British Land.
In the early 2000s, there were times when it felt we were in a race to the bottom, with pressure to cut costs to the bare mininimum
“It’s a great partnership between John and I because we’re so different, like opposite sides of a coin. It is the combination of both of us that has made Q&S a success, along with the dedication of our employees and the support of our clients. I’m really proud of the last 25 years, from where we started to
where we are now; it’s pretty amazing.” Rodgers is the horticulturist, says Payne. “John has got the specialist knowledge, and my skills are management based. We’re yin and yang, which is probabaly why it has worked so well and Q&S is still going strong after 25 years.”
They chose the name Quality & Service to reflect the “hospitality style customer service”
and “attention to detail” that Payne and Rodgers wanted to deliver – “that service excellence,” says Payne. “We wanted to almost say ‘we do what it says on the tin’ – the name says it all.
"Quality & Service (Q&S) has always been rooted in horticultural excellence too, even when we started out and 'gardening' wasn’t the go-to word, with the term being somewhat looked down on. You had to be a grounds maintenance or landscape operative. There’s no right or wrong title, but we’re gardeners – it’s a different mindset to grounds maintenance, and it’s how we wanted to pitch ourselves.
From the start, Payne and Rodgers wanted define Q&S as gardeners so they could differentiate themselves from the larger companies. They understood that not doing so, especially in the early days, would have made it difficult to compete and succeed.
Perceptions have now changed, and the term 'gardener' is seen as a specialist occupation, explains Payne. “Nowadays it's all about urban gardening, which plays to our company strengths and passion. Our ethos has always been about organic, sustainable gardening. It’s like we’ve been ahead and everyone’s now catching up with us.”
Through recommendations, Q&S has been able to grow largely organically over the last two decades. “There have been periods where we’ve been on steeper climbs than others, but opportunities have made themselves apparent to us and we’ve taken the leap of faith. Take 2013, for instance, when it took on a contract for a large estate in Reading which required us to TUPE over 12 employees. That was a massive learning curve.”
environment, as well as supportive clients who have afforded us the time and space to maintain landscapes organically, which is amazing, especially in urban settings. ”
Q&S is always open to new ideas and fresh ways of gardening, which 'keeps it fresh' for all employees. "I’d like to think that at Q&S, we’re more of a family, and everybody matters. It doesn’t matter what your role is – if you don’t do that role, I can’t do my role, and each is as important as the other.”
being a skill and the industry offering the salary to match is attracting more people in.
“We can now offer decent salaries and career paths, so you might start off in one role, but you could end up being a landscape architect or an ecologist; Biodiversity net gain, for example, is an untapped reservoir.”
We wanted to almost say
‘we do what it says on the tin’ –the name says it all
A greater appreciation of green space since the pandemic has meant that the profession is now recognised as being skilled, "which is reflected in salaries we can pay our gardeners," says Payne – though Q&S has been a long-term recognised service partner of the Living Wage Foundation. But the acceptance of gardening
The legislation –which came into effect in February 2024 and requires developers to leave a site 10% better off in terms of biodiversity – brings with it a whole swathe of potential roles, says Payne. It also ties in with what Q&S already does as a business, offering ecological surveys and always striving to enhance the biodiversity on each of its client’s sites. It has won The Wildlife Trusts’ Biodiversity Benchmark Award for two previous sites and is hoping for another next year. “It’s recognition that all the investment clients are putting in is reaping benefits.”
There has also been a shift in pricing over the years, says Payne. "In the early 2000s, there were times when it felt we were in a race to the bottom, with pressure to cut costs to the bare minimum, but now there is an appreciation that
Q&S now has just shy of 60 members of staff. “That’s a huge change – and of course managing staff comes with its own implications. John and I are absolutely passionate about gardening in a sustainable, and environmentally-protecting way. We are lucky to have fantastic employees who share our ethos and views on protecting the
4
5
sustainable, organic gardening that protects the environment is going to be more labour intensive."
Q&S work chemical-free, and prioritise the use of battery powered equipment. “We practice what we preach, and we’ve got great clients who understand that if we come up against a problem, they give us the time to find an organic solution if there isn’t one to hand straightaway because it’s a learning curve.
“Working chemicalfree means that we do sometimes suggest plant palette adjustments – ie. limited or no Buxus due to blight concerns. That’s not saying that there’s something wrong with the plant, but that if you want to be sustainable, you can’t have it.”
There’s lots to be optimistic about for the future. I’d like to think that, as a SME, Q&S is more adaptable and flexible
Working organically also means that the chemical-free green waste it produces can be composted, which Q&S has been doing for more than 10 years. Following discussions, in 2024 Q&S partnered with waste management company Recorra to have all the green waste it generates to be collected by a dedicated vehicle within central London. This collection ensures that the green waste has a positive and sustainable benefit to the environment.
“I’m proud that as a SME, Q&S is able to hold its own against the larger companies, leading the way on truly sustainable gardening practices, which our supportive clients appreciate and benefits everyone. We love working on our clients’ sites, and obviously want to carry on working for them, but ultimately, if we do leave that space, we’d like to think that whoever comes after us will carry on that practice and not take it backwards.
"Q&S is lucky to have clients who support our sustainable initiatives – sometimes experimental –
be that on projects, community engagement, education or urban propagation." Examples of our highlights from 2024 include: successfully retaining Landsec’s Workplace London portfolio; working on the regeneration of Battersea Power Station; as well as enhancing biodiversity at Broadgate. It's no wonder that Payne says 2024 has been kind to Q&S, and she’s optimistic about the company’s 25th anniversary year too.
There’s some “trepidation” following this year’s Autumn Budget, in which a hike in National Insurance contributions from employers was announced, from 13.8% on salaries above £9,100 to 15% on salaries above £5k.
The threshold change, rather than the 1.2% increase, is a “real kick” and might affect recruitment. Then there’s the occasional “block” happening at the borders since the Border Control Post system for importing plants was introduced at the end of April.
Despite this, Payne is convinced Q&S will find a workaround for both. “I’m a glass-half-full rather than a glass-halfempty person. If you make a mistake or something goes wrong, it’s an opportunity to learn and find
a solution. I always try to look on the brighter side. There’s lots to be optimistic about for the future. I’d like to think that as a SME, Q&S is more adaptable and flexible; we can be more nimble.”
Expect Q&S to be louder over the next year too. Payne is eager for the company to not just benefit itself but to have a wider impact – be that attracting more people into the sector, encouraging students to embrace green skills and consider green professions as a career, or engaging clients and local communities in more sustainable practices. It’s been leading the way for the last 25 years, after all.
6 Sustainable planting
7 Chemical free gardening
8 Community engagement
9 Winners of the Pro Landscaper Sustainability and Biodiversity Award 2023 and BALI Award winners 2024
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PROJECT DETAILS
Project budget
£427k + VAT
Build time
40 weeks
Size of project 1100m2 Awards
BALI National Landscape Awards
2024 – Domestic Garden Construction
Over £250K and Best Submission Pack
Stairwa y to
SERENITY
BLUEFISH LANDSCAPING CONTRACTORS
PRIVATE RESIDENCE IN THE SURREY HILLS
After a sizeable renovation and extension project was carried out on the main house and outbuilding, the clients turned their attention to creating a multi-faceted garden. Working with Taylor Tripp Garden Design, based in Hampshire, to design the space and bespoke landscaping company, Bluefish Landscaping Contractors to carry out the work, the garden was given a new lease on life, one that the clients could make use of year-round.
1 Sawn Yorkstone steps with handmade tile creasing risers
Through form, scent, structure, and colour, each area was designed to convey varying atmospheres, while retaining a cohesive flow around the house and outbuildings. The space was designed to be relatively low-maintenance and welcoming through the change of seasons, with emphasis placed on maximising views from within the house and garden, as well as transforming the formal areas near the rear of the house into a more relaxed and romantic space. This included several sheltered seating areas where the clients can enjoy basking in the sun at different times of the day, with subtle lighting installed to enhance evening enjoyment.
Referred to as the 'drawing room garden', the main terrace space was designed to reflect simplicity and elegance, with a blue and white planting scheme encompassing the hard landscaping features.
Climbing roses were planted to soften the area around the swimming pool building, and running coping steps were incorporated into the bank leading to the pond. The terrace was then enclosed with an iron work fencing that complements the rural design of the house.
Dual stone staircases were built using a unique mix of English clay bricks and Tudor Tiles to pair with the brickwork
of the house, allowing the transition between the levels of the main lawn area and the terrace to flow seamlessly. The tops of the walls adjacent to the staircases are capped with the same sawn Yorkstone used for the step treads.
As part of the construction of the reinforcing wall which backs onto the terrace, two land drains were installed, both running the full length of the wall, as well as a geotextile membrane down the back of the wall, across the bottom of the excavation and up the face of the bank. Due to the concrete footing of the wall extending out beneath the raised planting beds, no natural drainage for surface water was available. This led to drainage layers being installed at the base, and a geotextile membrane lining to be installed at the bottoms and sides of each bed. All drainage pipe outlets installed were then connected to a new soakaway.
2 Smiths of Bletchington 8mm self-binding gravel path
3 Yorkstone steps enhanced by a running coping stone
4 Double-sided staircase made from handmade clay bricks
5 Wildflower meadows frame both sides of the stone staircase
During the initial ground clearance for what would become the main lawn area, existing facing brickwork steps and their foundations were removed. However, further excavation revealed buried concrete footings, approximately 14m x 3m in size. A five-ton digger and pecker attachment were used to break up and crush the concrete, adding seven days of work to the project – but in a silver lining type turn of events, a large portion of the material was reused in the building of various areas across the project.
Another delay came while setting out the line for the new retaining wall – a large portion of the supporting wall that held up the reinforced concrete slabs of the existing terrace needed to be removed to allow for the new retaining wall to pass through. This meant the project’s structural engineer had to devise a new plan for how the existing slabs would be supported afterwards. New blockwork piers were installed underneath the slabs and the space then dry packed to ensure proper support and allow for work on the new walls to commence.
A prominent feature of the new landscape is the grand two-metre high brick stairway leading from the main lawn area down to the pond; it consists of 18 risers, divided by a landing and bordered by wildflower banks. Despite the stairwell's large nature, Bluefish Landscape’s use of English clay and Tudor tile mix brings cohesion and an even flow to the space, softened by a rural planting scheme that reflects the surrounding landscape.
Despite the varying heights of the landscape –which proved troublesome during the build – and the challenges faced with the build itself and the mitigating weather conditions, the end-result is surely worth it.
7 Seating area with brick wall backdrop and Wisteria
Bluefish Landscaping Contractors specialises in transforming gardens and country estates through high-quality design, construction, and maintenance. With a passion for creativity and precision, it brings each client’s vision to life, blending exceptional craftsmanship with sustainable practices to create unique outdoor spaces tailored to enhance any property’s beauty and functionality.
bluefishlandscapes.co.uk
REFERENCES
Garden design Taylor Tripp Landscape Design taylortripp.co.uk
Lighting and electrical Stromtechs Electrical Contractors Ltd stromtechs.com
Stone steps and copings CED Stone Group cedstone.co.uk
Planting and lawn irrigation Raindance Irrigation Limited raindanceirrigation.co.uk
Oak fencing Quercus Fencing quercusfencing.co.uk
Building Long-Term, Trust-Based Relationships
Corten Water Features
Along the RIVER OUSE
If the fact a third of the site’s land mass is given over to a lake was not enough, the site of this single house plot also resides atop a former quarry – making for a challenging project, but with an end result that’s equal parts contemporary and rustic.
PROJECT DETAILS
After purchasing the six acre site and demolishing its original dwelling, the client – a young family – commissioned a new therma-house to be built atop the previous building’s foundations. Modern garden design company Colm Joseph Gardens were then brought in to design the site’s surrounding landscapes, maximising the view of the adjacent lake. 2024 BALI National Landscape Awards Grand Winner, Bowles & Wyer then set about tendering for the installation of the hard and soft landscaping designed by Colm Joseph Gardens.
Two of the site’s boundaries – the River Great Ouse and a former railway line and associated meadow – form part of the flood defences of the local area and are deemed to be an asset of the local Environmental Agency. As building work commenced, the project’s scope expanded to include areas such as the lake, which proved challenging due to its dredged materials and fluctuating water levels. With a high silt content the lake is adorned with mixed ornamental islands and dredged materials, the latter proved too high an
PLANTING
• Molinia caerulea subsp. arundinacea
• Molinia caerulea subsp. caerulea 'Heidezwerg'
• Sesleria autumnalis
• Phlomis russeliana
• Iris 'Perry's Blue' (Sib)
• Phlomis russeliana
• Betonica officinalis 'Hummelo'
• Thuja Occidentalis 'Smaragd'
• Carpinus betulus specimen hedging
expenditure to remove, and thus Bowles and Wyer needed to find another way to achieve the client’s desired effect. The lakes bank edges were cleared and redefined with native plant coir rolls, a floating digger was used to remove the silt from the lake to behind the coir rolls, reshaping the lake. Work was also done to improve the lake’s water quality, ensuring the habitats within and around it were on a net positive end quality result post-build. As the project progressed, issues arose with the house build, resulting in delays and the main contractor withdrawing from the site. Bowles & Wyer, working closely with Colm Joseph on the design, stepped in to carry out direct works for the client, which included an office cantilevered over the lake, a modern detachment from the main garden, accessible through a winding path, and a riverside building beneath this. The clients say seeing the landscaping work coming to fruition gave them the strength to complete the building works.
The site’s former life as a quarry meant the area was all unstable made-up ground, requiring a strategy to be put in place for all hard landscape elements, which included extensive use of 9m deep piles interlinked, as well as designed reinforced concrete, steel beams and structural timber to create stable subbases for the pool, jetty, gate, spa terraces and outdoor kitchen area – all of which were added to and enhanced as building works progressed. The poolinstalled by Letts Pools is the focal point of the garden, adding a sense of calm and balance to the rural surroundings.
At the clients request ‘seamless’ minimal jointed finishes were added to the main terraces and outdoor kitchen area, they also wished to use micro cement as the finished surface – which were supplied by Concrete Polishing UK.
The sleek decking and bespoke joinery design – supplied by Alan Hayward Joinery – mimics the aesthetic of the house, all three of which pop out against the greenery, with the encompassing
planting creating a smooth transition to the surrounding area.
Inspired by the historic meadows of the surrounding countryside, the naturalistic planting scheme – designed by Colm Joseph and supplied by Palmstead Nurseries – creates a sympathetic blend to the bordering landscape. Multi-stem trees – supplied by Deepdale Trees – stand tall amongst the array of perennials, drawing the eye upon arrival. The varying heights of the planting create a multi-level flow throughout the garden, working in tandem with the mixed-level paving, bringing cohesion to the design.
Despite the project's challenges and the site’s pre-existing obstacles, the clients now have a space that is both visually aesthetic and functional, offering a pocket of tranquility nestled amongst the meadowscape.
Bowles & Wyer design, build and tend landscapes for private individuals, businesses and organisations across the UK and beyond, including public spaces that lift your spirits and gardens that make your heart sing. bowleswyer.co.uk
REFERENCES
Garden designer Colm Joseph Gardens colmjoseph.co.uk
Decking and joinery Alan Hayward Joinery alan-hayward.co.uk
Trees and hedging
Deepdale Trees deepdale-trees.co.uk
Swimming pool and spa Letts Pools lettspools.co.uk
Planting Van den Berk Nurseries vdberk.co.uk
Palmstead Nurseries Ltd palmstead.co.uk
Cement finishes Concrete Polishing UK concretepolishing.co.uk
Water feature Studio Ewing andrewewing.co.uk
• Keep jointing in cold (> 3oC)
• Keep jointing in wet weather
• No delays - No waiting to joint
• No concerns over water in joints
• No waiting to clean off
• No washboy required
• No haze & No efflorescence +
• Easy wet-slurry application
• Very high flow & self-compacting
• No tooling or finishing required
• Fast curing & hardening +
• No shrinkage cracks
• Highest joint performance
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• Fully resistant to traffic, de-icing salts, and jet-washing
Give your project the edge
Manufactured from durable aluminium grade 6005A, AluExcel is recognised as the highest quality and strongest proven aluminium edge in the market.
AluExcel won’t rust, is lightweight and built to last. It is fast to install and perfect for creating a sleek, defined look to your landscape.
10 different heights
First-class LANDSCAPE
BLAKEDOWN LANDSCAPES
BRUNEL UNIVERSITY’S CENTRAL CAMPUS
At the heart of Brunel University campus, a previously inaccessible 0.3ha site has been transformed into a multifunctional public space. Delivered by Blakedown Landscapes, the project has created a vibrant hub for recreation, events, and social interaction. With a focus on sustainability and problem-solving, the project demonstrates how thoughtful landscape design can overcome technical and logistical challenges while delivering long-term value.
For four years, the site – formerly home to the John Crank Building that was demolished in 2019 – remained unused and inaccessible. Following demolition, the land was backfilled with granular fill and became overgrown with self-seeded vegetation, creating an unsightly and fragmented area at the core of the campus.
Recognising the potential of this central location, the client brief was to create a high-quality area of public realm that would unify the surrounding buildings and provide a flexible venue for activities ranging from informal sports and social gatherings to marquee-based events such as graduations. At the same time, the design needed to prioritise sustainability by incorporating features to enhance biodiversity, improve access, and balance the relationship between green and built spaces.
Key features
To realise this vision, Blakedown undertook an extensive programme of works. The project began with the clearance of 1,900m3 of construction waste, during which small quantities of asbestos were carefully removed under a watching brief.
Over 2,000m2 of permeable paving was laid, incorporating a combination of light and dark fleck pavers and Baggeridge Vintage Blue tumbled bricks, arranged in a visually striking pattern. This permeable design is a critical component of the site’s Sustainable Drainage System, which helps to manage surface water by slowing its release into the main drainage network. An accessible ramp was integrated into the existing staircase, using recycled step units from the lower steps to replace the damaged ones.
The creation of a new lawn measuring 30m by 40m formed a larger green space to support events. The existing lawn area was raised by 600mm to align with the top of the eastern steps ensuring level access between the lawn and repaved square.
Ecological enhancements were woven throughout the design. Thirty-one new trees, including small-leaved lime and Callery pear 'Chanticleer’, were planted alongside wildflower turf and carefully selected shrubs and perennials. Species such as lavender, verbena, and euphorbia were chosen for their ability to attract pollinators and other wildlife, contributing to the site’s biodiversity. Beneath the tree avenues, Cedec gold self-binding gravel was used to complement the aesthetic of the paved areas.
The new public space incorporates features to enhance its usability for students and staff.
Bespoke timber seating, designed to balance comfort and durability, was installed alongside outdoor table tennis tables and picnic benches. Electrical infrastructure, including data and feeder pillars, ensures that the space is event-ready and adaptable to a range of uses.
Resolving site challenges
The success of this project hinged on addressing several significant challenges, each of which required innovative and collaborative solutions. Logistics posed an immediate hurdle, as the site is located within an active university campus. The movement of large quantities of bulk materials and
machinery had to be carefully managed to avoid disruption to pedestrian traffic. Temporary barriers and an optimised delivery schedule helped mitigate these risks while maintaining progress.
Sustainability and drainage innovation
Sustainability was a cornerstone of the project, particularly in addressing the site’s historical drainage issues. The sustainable design features permeable paving and joints, supported by a deep aggregate base and tanking membrane to cleanse and manage surface water. This approach not only mitigates the risk of flooding but also reduces pressure on the existing drainage network.
In addition to the implemented SuDS system, the site required a robust drainage solution to prevent waterlogging and ensure efficient water management. As part of this strategy, the soil levels in ground-level beds were lowered by 145mm below the surrounding paving to provide a degree of attenuation. The base of these beds was profiled to fall to a land drain.
The lawn area, which had previously suffered from compaction and waterlogging, underwent significant remediation. The compacted subsoil was broken up and replaced with layers of drainage shingle, imported subsoil, and drought-resistant turf. These measures ensure
The underlying clay-based geology added another layer of complexity, particularly during the winter months when poor drainage and heavy rain created muddy and unstable conditions. Blakedown’s team leveraged their expertise to maintain correct levels and manage the wet conditions, ensuring that the groundworks met the required specifications.
The project faced mid-project design changes, with substantial variations introduced after construction had begun. The irrigation system originally planned was replaced with a plantroom-based solution, and significant adjustments to the lighting scheme were required. These changes were incorporated seamlessly thanks to close collaboration with the client and a flexible approach to resource allocation.
that the lawn remains robust and functional throughout the year, even under intensive use.
In an innovative approach, the hard landscape tree pits were installed with underground root cells laid one module deep and four modules wide to create a linear structure. The planted trees also benefited from a ‘RootRain Civic’ irrigation system and permeable matting to further support their long-term viability, contributing to the overall sustainability of the landscape.
3 Great to see the social interactions that the new landscape is promoting
4 Permeable paving and ‘blue’ brick pavers
5 Wildflower Turf
6 Soft landscaping and bespoke seating
Collaboration and best practice
The success of this ambitious regeneration project is a testament to the value of collaboration and adherence to best practice. By working closely with the client and design consultants, Blakedown delivered a complex landscape scheme on time and to a high standard, despite numerous challenges. Technical innovations, such as
optimising soil conditions and integrating advanced drainage solutions, highlight the team’s expertise in tackling demanding projects.
The inclusion of a 12-month maintenance period ensures that the landscape continues to thrive and meet its intended purpose.
The transformation of Brunel University’s central campus into a vibrant and sustainable public space exemplifies the potential of intelligent landscape design. By addressing technical, ecological, and logistical challenges with precision and creativity, the project team has created a space that not only meets immediate functional needs but also contributes to the university’s long-term environmental goals: a landscape that connects people, buildings, and nature, enhancing the campus environment for future generations.
7 Main access route
8 Multifunctional public space at heart of the university
Blakedown Landscapes is an award-winning landscaping and civil engineering specialist delivering high quality projects throughout the UK. With over five decades of experience, its extensive knowledge spans all sectors including local authorities, royal parks, commercial developers, educational facilities and historic park restorations. Its team of highly skilled in-house experts works collaboratively with clients offering best practice advice and innovative value engineering solutions to ensure the optimal outcome for every project. blakedown.co.uk
REFERENCES
Client Brunel University brunel.ac.uk
Landscape architect Ireland Albrecht
Landscape Architects ireland-albrecht.co.uk
Plants and trees
Van den Berk Nurseries vdberk.co.uk
Wyevale Nurseries wyevalenurseries.co.uk
Street furniture Furnitubes furnitubes.com
General aggregates Day Group daygroup.co.uk
Permeable paving
Charcon Commercial Hard Landscaping aggregate.com
Cedec gravel CED Stone cedstone.co.uk
• STAYS FIRMLY ANCHORED IN PLACE!
• Ideal for residential & commercial landscape projects
• High Performance:
o Loads up to 30kg
o Fast installation
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o More reliable than pins or pegs
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o Fewer Plati-Grip’s, greater coverage compared to pins
o Reduces labour costs associated with refitting loose pins or mat
o Decreases maintenance visits and material replacement
o Extremely durable and reuseable - Can be recycled
Be Pla y ful
The dreaded play area. I know what you’re thinking: the polar opposite of aesthetically pleasing and always a challenge when it’s front and centre in the brief. Think again. Summon your inner six-year-old self and imagine the garden through their eyes –with half an eye out as someone who knows a bit about landscaping.
As outdoor spaces become increasingly valued for their versatility and wellness benefits, the integration of play areas in garden design has become a key trend. Considered play area design can become an integrated, dynamic environment where children can
connect with family, nature and gain a sense of purpose and place.
Matthew
Evans encourages designers to get creative with children’s play areas in a client’s garden
Incorporating space for play doesn’t have to mean hiding a trampoline behind a hedge or building a tree house at the bottom of the garden
Designing a play area into a client’s garden is all about encouraging children out into the fresh air, removing distraction and fostering creative play. We always try to balance functionality with safety and, of course, aesthetics – which is the most obvious challenge when you consider everything else in the brief and budget. Incorporating space for play doesn’t have to mean hiding a trampoline behind a hedge or building a tree house at the bottom of the garden. Often the most treasured times with young family are shared experiences and
so hiding your children’s play space not only creates physical barriers to interaction, but it also limits how you can integrate play and interaction with the garden once it’s complete.
Consider who, what and how –
Who will use it? Can it be enjoyed by older members of the family too? A feature swing seat or even a slide can be as much fun for us as it is for them.
What activities do you need to accommodate? A balance of interactive play, areas to burn off energy and exercise, and that all important quiet time are key.
How much space can you allocate to play apparatus to achieve a balanced design that ticks all the boxes in the brief. Sinking a trampoline into the ground is far less of a visual distraction and means you can plant around it. If the site is small, think about removing lawn depending on the aspect and
rest of the brief. Can you work with level changes in the site to create slides that help you interact with the garden?
Let the planting bring the colour. Try and avoid shiny and colourful plastic swings, slides and fixtures and instead let the planting create the colour palette. Building a pergola? Why not incorporate a swing, or work with an existing tree on the site to safely create a swing seat that immediately creates a relationship between existing structure in the garden and the functionality of playtime. Natural materials will complement planting and help to create consistency within the space.
The planting itself can be playful. Rather than planting a mass of topiary and straight lines of annuals, why not consider tree ferns, wildflower turf or woven living willow structures to create a sense of other worldliness?
Encourage children to create and grow; informal horticultural play is a great way to learn our trade. Kitchen garden planters for nurturing vegetables and growing seedlings can be playful and a fantastic learning experience. What better way to get them started than by getting them their own cold frame, veggie planters or tools to use?
Embrace the humble tomato or sunflower!
Plan the journey. A path from A to B for you as an adult could be a racetrack on a balance bike or scooter. Creating a central island of planting could create a roundabout for a toddler in a Cozy Coupe – look it up, we’ve all had one.
If a site is large enough, incorporating balance beams into a planting scheme with barked space beneath provides children with an equivalent path to the more formal paved adult access. Create built-in seating or places to perch that can double as balance beams, walkways or structures to build dens against. If you’ve got an ugly wall to hide, why not create a climbing wall or attach a den to it? Structures can be dressed with living roofs and cladding that complements the space rather than distracts you from the stylistic side of the garden. Using natural materials in a design will blend the physical structures into the natural surrounding. By prioritising safety, integrating natural elements and ensuring the space suits both children and adults, you can create a versatile and visually appealing play zone that enhances the entire garden. A space the whole family can enjoy for years to come.
MATT EVANS
Matt Evans is the managing director and design lead at The Garden Room Living and Landscape Studio, based in Poole, Dorset. The Garden Room is a young, creative design studio founded by partners in life and design, Matt and his wife Elle Evans. Located just a stone’s throw from the shores of Poole Harbour and the Jurassic Coast in Dorset, they operate across Dorset, London and the south of England offering garden design, project management and planting as well as specialist aftercare. thegardenroomstudio.com
2 PLAYFUL wildflower turf choices
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A robust, reliably designed meadow with an exceptionally long flowering period. Delivers ever-changing vibrant colour. Suitable for most landscape situations. Price (incl. VAT): POA pictorialmeadows.co.uk
Delve into the benefits of a range of installer schemes on offer across the industry
Caribbean Blinds
INSTALLER TRAINING ACADEMY
PRICE: FREE OF CHARGE
The Caribbean Blinds Installer Academy was launched in 2022 to help upskill trade installers providing them with the knowledge and confidence to correctly survey, specify, install, commission and maintain the Caribbean Blinds product range; external blinds and awnings and louvered roof pergolas. The academy
combines practical installation experience with valuable product information, helping its trade partners to build successful businesses in the growing market sector.
The Caribbean Blinds’ dedicated installer training academy is a hands-on experience that will help attendees (no matter their experience) to:
• Measure and specify confidently
• Install smarter and faster
• Avoid costly mistakes during both survey and installation
• Advise customers on the proper operation and maintenance, including troubleshooting – avoiding unnecessary service calls to site
• Become confident in wiring and automation, including sensors.
Course materials
The training is interactive and immersive to guarantee an optimal learning experience. Plus, the team at Caribbean Blinds also has a host of bite-size training videos available on its dedicated trade portal. These training
aids are incredibly popular and act as a point of reference after the training is completed, along with printed instructions too. All delegates are also given a welcome pack on arrival and additional support is available to installers including marketing materials, sales collateral and lead generation support.
Availability
All dealers/trade partners with or without existing experience on external shading solutions from all industry sectors, including blinds and shutters companies, landscapers as well as windows and doors, to name a few.
Talasey
Marshalls
MARSHALLS ACCREDITED
PRICE: £30 PER MONTH
Over its 25 years, the Marshalls Register has become renowned for championing the best-in-class installers, helping raise the bar within the industry, and providing reassurance for homeowners in the quality and service they received. Many schemes have followed in Marshall's footsteps, and as an industry leader, 2025 will see it take a step towards forging a new, improved path for domestic landscape installers.
Course evolution
Marshalls feels it is time for a positive and effective change, so from February 2025, the current scheme will close, and the Marshalls Accredited Scheme will take its place, along with an
EVi Pools
POOL BUILDING MADE SIMPLE
PRICE: FREE OF CHARGE
Evi Pools’ comprehensive technical guide simplifies the pool installation process, making it accessible for all tradespeople looking to add pool building to their professional portfolio. The company provides a detailed digital information pack that guides its customers in eight straightforward steps, helping them turn their clients' pool dreams into reality. After carefully reviewing its installation manual, installers complete a trade test to demonstrate their understanding. This assessment also helps Evi Pools identify any areas where further instruction may be beneficial.
Installer levels
• Bronze: The trade professional has
exciting, fresh, new look, feel and purpose for its members. Its scheme is there to support members to grow their business and continually raise the bar in the industry for quality installation alongside
quality products so homeowners can be confident that the investment they are making will add value to their house for many years to come.
Course materials
Product information, brochures, guides and inspirational tools are all provided, as well as visualisation tools, and sample kits. Members are given the support that aligns with their wants and needs and that has been approved by the official members' panel.
Rewards and recognition
A Marshalls Accredited (previously registered) award ceremony is held every year. All members submit entries under a number of specific categories. Projects are shortlisted by the regional assessors and overall winners are chosen by their fellow members.
Sample kits
Marshalls offer two free of charge full sets (the second as a replacement as and when needed); members can also order more cases and sample inserts by using their reward points. All NPD and discontinuation samples are provided free of charge to support keeping their cases UpToDate.
Availability
Garden and driveway (domestic) landscape installers.
applied to become a registered installer, completed the required Installer Details form, and successfully passed the Installer Test.
• Silver: The installer has achieved Level One status and has successfully completed a pool installation.
• Gold: The installer has achieved Gold level status and has successfully completed more than one pool installation.
Course materials
• EVi Explained – Instruction manual Digital file of information including technical drawings, SketchUp files, Construction Specification documents for quoting purposes, marketing materials and more.
• Why was the scheme launched? The scheme was launched to provide a straightforward entry point into pool
installation, responding to the increasing number of tradespeople receiving client inquiries for this service. EVi Pools recognised the growing demand for pool installations by trades and the potential for collaboration within the industry. By creating a simplified pathway, it aims to support professionals to expand their business opportunities to offer a wider range of services to their clients.
Availability
Any trade looking to offer pool installation as an option to their clients.
Talasey
PRICE: STARTING FROM £150
COURSES: INSTALLATION OF STONE PAVING MATERIALS FOR DOMESTIC APPLICATIONS; INSTALLATION OF PORCELAIN PAVING MATERIALS FOR DOMESTIC APPLICATIONS; BASIC SITE SETTING OUT AND PREPARATION FOR DOMESTIC LANDSCAPING PROJECTS; INSTALLATION OF ARTIFICIAL GRASS FOR DOMESTIC APPLICATIONS; INSTALLATION OF COMPOSITE DECKING AND CLADDING MATERIALS FOR DOMESTIC APPLICATIONS
Talasey offers a wide selection of training courses through its Talasey Training Academy (TTA). The courses combine
theory and interactive learning, and have been developed specifically to enhance knowledge and understanding of Talasey’s landscaping products for merchants, landscapers and garden designers.
Talasey’s brand-specific courses are hosted at purpose-built facilities that include a product showroom, classroom and training area. The TTA is set in the grounds of the company’s head office in Scunthorpe and is a Builders Merchants
Course benefits
Discounts on products post-course
Listing on supplier websites upon completion
Practical training days
Marketing support upon completion
Rewards and recognition
Sample kits
Technical support
Post-course resources
Federation Centre of Excellence. The company also has its Talasey on Tour mobile showrooms, which it takes to specific locations (such as merchants) – where the team run mini product awareness courses and demonstrations for merchant staff and customers.
Talasey also collaborates with the TASK Training Academy to deliver TTA courses in other parts of the UK, such as the South of England.
Products covered
The product awareness course, for example, comprises four sessions
TTA courses are open to landscapers, installers, designers, landscape architects, college students, apprentices, builders’ merchant staff and homeowners.
Course materials
Course documents are provided as well as installation guides for each product.
*Talasey has not been included as it offers several different courses.
Exclusive access to product launches post-course
Marketing material to promote the approved installed scheme of their website, etc.
Majestic Trees; navigating towards peat free production with excellence
In a world which is calling for increased tree production, the availability of the ingredients required to produce quality stock is being squeezed ever tighter. Growing peat free requires a complex balance of science, practicality, logistical integrity of the plant, increased cost, not to mention consideration of the sustainability of alternative growing media options. Overcoming all these challenges requires vast experimentation over many years.
At Majestic Trees, we have been trialling peat free production for nearly 10 years, the past 3 seeing an increase in targeted studies. Before expanding to include more of our stock range, it was essential that the trees would not just cope, but thrive, which meant making intelligent and gradual changes, carefully monitoring progress, diligent analysis, and continuous tweaking.
By investing in moisture sensing technology, we have been able ensure the tree has access to exactly the right amount of water, precisely when it needs it.
The first challenge we overcame was moisture retention. Water tended to collect at the base of the pot forming a layer of root at the base, with little to no dispersion throughout the rest of
As we
the pot. We applied microplastic free wetting agents, bio stimulants and organic mulches, combined with a key modification to our watering practices saw us make significant progress. With a more adapted approach, our trials were not only seeing perfectly rooted out stock, but we were using the same amount of fertiliser and using less water too. Looking ahead to the 24/25 growing season, we are growing nearly 70% of our stock peat free, covering 90% of our trees, shrubs, and hedging, from 30 litres up to 1000 litres. We are perhaps mostly known for our larger trees, but we do have a substantial selection of smaller standard variations, feathered and multi-stemmed specimens; with 45% of our stock in 100 litre pot size or less. The remaining 30%, consisting of ericaceous plants, 1000+ litre trees and a few ‘fussier’ species, are not yet peat free but have all transitioned to a heavily peat reduced compost.
Trees which have not yet transitioned to peat free growing, present different challenges. We have not yet come across a consistent peat free ericaceous alternative for commercial growing, meaning that progress needs to be made by growing media suppliers. Secondly, there is concern surrounding the long-term stability of peat free compost which could become increasingly powdery and hydrophobic after 12 months. For growers of plants in smaller container sizes, this is not a problem as their production period is relatively short; however, for containerised tree growers with far longer production cycles, further work is needed to keep the trees at their best.
As a business, Majestic Trees are committed to pushing forward, leading through innovation. Our customers can rely on exceptional quality trees from root to crown, guaranteeing our stock will thrive in whichever landscape you choose to plant them.
Call, or visit our website to discover how we can assist with your project.
Follow us on Instagram @majestictrees1
prepare your trees for dispatch, the AirPot is removed to reveal a fibrous root network.
THE DATE SAVE
7 - 8 October 2025 ExCeL London
TWO UNMISSABLE DAYS
WORLD CLASS
SECTOR-SPECIFIC EXHIBITORS
LEADING CPD-ACCREDITED SEMINAR PROGRAMME WITH EXPERT SPEAKERS
HANDS-ON FEATURES AND DEMOS
NETWORKING OPPORTUNITIES
Sharing
FThere’s plenty of benefits to becoming an employee-owned company – how do you know if it’s the right choice for your business?
WORDS: NINA MASON
THE SUCCESS
inishing early on a Friday and a Christmas bonus might seem more than enough to keep staff happy, but some owners are going above and beyond these benefits by handing over the companies to their employees.
Seem farfetched? Far from it. Belderbos Landscapes, Frosts Landscapes, and Camlins are just three companies in the landscaping industry that take the plunge last year and became employee owned.
The model is gaining momentum across the UK. There were around 330 new employee-owned businesses — a surge of 30% — in the 12 months leading up to October 2023, according to a report by WPI Economics under the Employee Ownership (EO) Knowledge Programme.
mark the milestone by transferring all their shares into an employee ownership trust.
“The business is very important to Ed and me. It has been a privately run company for 20 years, and we felt that we needed to think about the next 20 years.”
It gives employees the chance to progress within the company, she says.
There is an age and stage part of this because it’s not instant; there’s an element of patience to it
Emily Alston, consultant and senior manager, Baxendale Employee Ownership
The sector has grown at an average annual rate of 16% between 2011 and 2023, arguably aided by the introduction of employee ownership trusts (EOTs) in the Finance Act 2014.
But what does it really mean for a company to become ‘employee owned’? And is it for everyone?
For Claire Belderbos and her husband Ed, it was about succession. In 2024, they celebrated two decades since their company, Belderbos Landscapes, was founded and decided to
“There’s an opportunity for people who are ambitious and want to take on more senior roles in the future or medium term.”
Then there are the tax benefits, which provide a good incentive for owners to pass on their business to employees.
“People who sell their business to an employee ownership trust don’t pay any capital gains tax on the sale of their shares, provided they sell the majority of them, so that it’s a transfer of control,” says Emily Alston, consultant and senior manager at Baxendale Employee Ownership, which guides
companies through the process, including Frosts Landscapes and Connick Tree Care.
“This is to bridge the gap between what people could expect to get paid for their shares if they were putting their business on the open market to sell to the highest bidder and what the business can afford to pay for itself. So, it ensures people still get a fair price for their shares.”
The tax break only applies once, though. So, whilst owners need to sell the majority of their shares — which could be 51% most will choose to sell 100%, says Alston.
“There’s not really a logic in people retaining large chunks of shares, and it’s not great for employee ownership because it’s kind of like a ticking time bomb when you’ve got a big stack of shares that might have to be paid for later.”
Some might keep a small shareholding if they’re still going to be working in the business or for sentimental value. But from an advisory point of view, it’s more practical and tax efficient to place all the company into an employee ownership trust.
But there needs to be another reason leading owners towards this model, she says. “There’s a philosophical element to it, or a culture and legacy, or something about the structure of the business or protecting people — normally, one of those strands is pulling people towards it. If an owner was only interested in it because they were not going to have to pay capital gains tax, I’d try to dissuade them from doing it; there should be another reason.”
There are certain groups it would not be right for as well, says Alston — those looking to get the highest possible value for
their shares, for instance, or those who are looking to sell their shares quickly for an immediate payout, or those still building their business to a point where they’re happy to sell.
“There is an age and stage part of this because it’s not instant; there’s an element of patience to it. So, people need to have the time and an acceptance that they have to take a pragmatic approach to valuation based on what the business can afford.”
Family businesses that have reached the end of family succession are often attracted to this model “because the name above the door is very important to them,” says Alston. “They usually already feel quite and open and transparent, and the people in the business already tend to feel a sense of ownership over it.”
Quite often, the owners will be looking to retire and weighing up their options — one of which is third-party acquisition, but a lot of people are quite uncomfortable with the idea of this, she says.
“You build the business up from scratch, and you’re probably interested in things beyond the money that you’re going to get for your shares, like ensuring there’s a good future for your employee, the people who helped you build the business, and the legacy — particularly with value-led businesses, those that have got a strong sense of culture or values."
It’s really beneficial because it’s a slow migration from the owners to a senior management team and you can dictate the timescale that you want that to happen
Other businesses might consider management buyout, which keeps the shares in the business — but Alston says employee ownership is more sustainable long term because it puts the shares in a trust. “You don’t just bump the problem along a generation and then have to find somebody to buy it.
“Employee ownership is a great
separation of leadership and ownership,” she adds. “It separates who owns the shares from who’s leading the business, which means you’re looking for future leaders of the business; you’re looking for the most talented people to take on these roles.
They don’t also have to have deep pockets to go alongside that.”
Claire Belderbos, director, Belderbos Landscapes
Architecture is one of the sectors that accounted for a surge in employee ownership when it was first introduced because the firms typically had partnership structures that employees were increasingly struggling to buy into, says Alston. “Employee ownership fills that gap.” Alston has firsthand experience too.
As well as solely advising on employee ownership, Baxendale practices what it
preaches. Founder Philip Baxendale inherited his family’s boiler manufacturing business and was therefore wealthy by virtue of birth, something he was “really uncomfortable” with as a concept. After travelling and exploring various collective ownership structures, including a cooperative, which Alston says he wasn’t keen on — “he believed in fairness but not so much everybody being equal, which he didn’t think was possible in the boiler manufacturing business” — he came across a trust-based employee ownership model and moved his family business to this. That was 40 years ago, and whilst the boiler business has since been sold, the trust remains, and the business has been repurposed into a consultancy for other companies choosing to follow a similar path. It might have been a novel concept at the time, but there are now more than 1,650 employee-owned businesses in the UK as of October 2023.
“It’s really beneficial because it’s a slow migration from the owners to a senior management team, and you can dictate the timescale that you want that to happen,” says Belderbos. "That’s helpful for the new management, but it’s also helpful for Ed and me because we can get used to the idea ourselves.
10 things to know
BEFORE BECOMING AN EMPLOYEE-OWNED COMPANY
It’s typically a gradual payout rather than a lump sum – but you hand over 100% of the shares straight away
A business needs to be profitable to become employee owned to afford the working capital and the payment to the owners over an agreed period of time
Once the owners are paid off, it’s an exciting phase for the employees — the board and management team can choose how to invest this profit
It’s not an automatic succession plan — you still need to put a senior management team in place to continue the business
You need to create a culture of ownership — it won’t happen overnight when the business becomes employee owned
It’s a change in ownership, not a change in leadership — clients are unlikely to notice anything straight after a move to employee ownership
There are tax benefits to putting the business into an employee ownership trust — but this shouldn’t be your only reason for choosing this model
You need to sell at least 51%, though most owners will sell 100% as you only get the tax relief once
It's a way of handing over the reins of the business without a large buy-in required from one person or a team of people, compared to a management buyout
There are proven benefits to the business, such as increased productivity and profitability
Have any questions about becoming employee owned? Get in touch with Claire Belderbos: claire@belderbos.co.uk
“We’re still very early into an EOT; we’re only in our first year of the five-year transition. But so far — and I hope the employees say this as well – it's been a positive experience. It’s about having an open, transparent dialogue in which employees feel comfortable asking questions so they can fully understand it — the process and the part they might play in the future of the business.
“Ed and I were an integral part of phase one of the company, but now we’re handing over the reins, and phase two of the company is in their hands, however they want to shape it. They don’t have to mirror the exact model that Ed and I have done; they can choose.”
Landscape architecture practice Camlins also became entirely employeeowned last year, with one of the key drivers being to retain its independence, says director Paul Shirley Smith, who was the sole shareholder beforehand.
reaches a certain level of maturity.
But it’s over the last two years that Camlins has looked at it more seriously as an option, speaking to a range of professional advisors before engaging specialist EOT provider Co-ownership Solutions.
“Possibly most importantly, however, were the very many conversations that took place with peers from across our industry and others who had transitioned to becoming employee-owned, the insight from which helped to provide real momentum to the process.”
Thinking about what the future holds becomes something of a preoccupation for business owners once a company reaches a certain level of maturity
Paul Shirley Smith, director, Camlins
“We also have significant ambitions at Camlins to continue to grow, both in scale and in terms of the sectors we work in and the services that we provide, and by creating an ownership structure that is sustainable over the long term, we are providing the stable environment that allows us to look at new opportunities with much more confidence.”
He says it’s been on the cards for a few years. “Thinking about what the future holds becomes something of a preoccupation for business owners once a company
The business needs to be profitable, for a start. “On day one, the rules dictate that the owner hands over 100% of their shares, but you don’t necessarily get 100% of the value in exchange,” says Belderbos. “For example, we are paid incrementally over five years. It might be less for other companies or more time for others, but for us, our value is released slowly over that time out of the profit that the business makes so that the business isn’t affected.
“You leave enough money in the business for working capital, but then the money that’s not required for that is used to pay off the owners over that
period of time. It’s not weighted equally at the start — and as an owner, you do feel a bit exposed and at risk.”
But once the owners are paid off, that’s when it gets really exciting for employees, she says. “That business has no longer got a creditor, so the money previously being used to pay off the owners then stays in the business, and the management team and the board can choose what to do with it; they can give stronger bonuses, pay rises, or make further investments into the business.”
Alston says this is referred to as ‘Financial Freedom Day,’ when the last penny of debt is paid to the former owners. How this freed-up profit is then spent each month is down to the board and the senior management team — because the hierarchies of a business still exist.
“The change is in ownership, rather than a change in leadership or operations. The thing that most people notice the day after moving to employee ownership is that nothing appears to have changed. You could add that continuity to the list of advantages. When there’s an acquisition, people notice cataclysmic change to the business immediately after that has taken place, but with a move to employee ownership, people hardly notice a change at all, which is obviously a benefit for clients as well.”
So, operationally, there’s usually little change. But employees can expect shares in profits — more after the repayment period – and more participation and information about the business practices, as any shareholder would expect, says Alston.
You still need to create a culture of ownership, though. “Selling your shares to a
trust doesn’t create a culture of ownership overnight. So, there is some effort involved in making people feel like owners. If you can share information, spend time explaining to your employees what the changes are and what it means for them — which can be difficult sometimes, when it doesn’t feel tangibly different on the operational front – then there are enormous benefits to be reaped for business performance and for everyone’s wellbeing. But they don’t come just by putting the shares in the trust.”
There’s a “mindset shift” for both employers and employees, says Belderbos. “Up until we did the EOT transaction, Ed and I ran an owner-managed business. Now, we’re still the management, but we’re not the owners –we're employees like everybody else. For employees, they gradually realise over time that there will be more responsibility for them, for the people who want it. Those who want to stay in their existing job can, but there’s the opportunity for people who want to progress to take on more responsibility.”
process is more about what can I do for the company. It is a subtle change, but it is a real one, in many ways, it is very liberating.”
It’s not weighted equally at the start – and as an owner, you do feel a bit exposed and at risk
Claire Belderbos, director, Belderbos Landscapes
Ensuring you have a progressive mindset is key if you are going to truly make a success of becoming an EOT, he adds. “As a smaller business, we have a definite advantage over larger businesses that might consider becoming employee-owned as we all work from one base so we can communicate better and are able to make decisions and change things quickly.”
The knock-on effect of becoming employeeowned is that when employees start feeling and behaving like owners, the business itself benefits, explains Alston. Employeeowned businesses are 8-12% more profitable, according to the aforementioned WPI Economics report, and more than half (57%) reported a boost in profits.
Shirley Smith is already experiencing this after just a few months. “Even in the short time since we transitioned to becoming an EOT, I now feel more like a servant to the company. The thought
“And I don’t want to sound too grandiose, but there are benefits for society at large too when you start thinking about people sharing in the wealth they create and having an ability to share in the profits — particularly in industries where wages can be typically quite low; that can be enormously meaningful.”
It’s not an “automatic succession plan,”
though, warns Belderbos. You still need to put one in place to run in tandem. At Belderbos Landscapes, the employees now meet every quarter to discuss ideas for how to move forward the business. Those interested in becoming part of a senior management team will also now meet amongst themselves, separate from this, to discuss the skills they can bring and which skills are perhaps missing. “It will likely be a mix of internal promotion, which has always worked well at Belderbos Landscapes, and recruiting externally.”
At Camlins, a board of four directors — two existing and two new — will be responsible for the running of the business, reporting to an EOT board that represents the employees. “This will be made up of two EOT trustees from the team and an independent chair, who is a local architect that we have
worked closely with over many years,” says Shirley Smith.
“From a day-to-day perspective, there will be little obvious change, but we are putting in structures and processes as we go along that will help establish clear roles for people across the studio while also ensuring there are formal opportunities for every team member to have their voices heard.”
One of the pitfalls is not taking it seriously enough, says Shirley Smith.
The change is in ownership, rather than a change in leadership or operations. The thing that most people notice the day after moving to employee ownership is that nothing appears to have changed
Emily Alston, consultant and senior manager, Baxendale Employee Ownership
“From our perspective, we want to vigorously pursue it and that means you have to change the way you think about your business. We are thinking differently about how we report, about how directors behave, and how we strive to achieve what we want for the business.”
Take the Monday morning meeting for
As a smaller business we have a definite advantage over larger businesses that might consider becoming employee owned as we all work from one base
Paul Shirley Smith, director, Camlins
the whole team to discuss the week ahead. “This was invariably led by me or one or two other senior members of the team. This meeting is now chaired on a rotation by every single member of the team. We have also introduced a new element to the meeting where each person shares something valuable that they have done in the last week. It’s something that’s really quick, but often these things can go unnoticed in the day-to-day dynamic of the studio when in fact they can be really inspiring.”
It might appear as though nothing has changed straight away, but the impact of becoming employee-owned is significant, from profits to profitability, but above all, it’s rewarding those who are ultimately making the company a success.
Empowering EMPLOYEES
A handful of companies in the landscaping industry that have put their future in the hands of their employees
Belderbos Landscapes
The London-based design and build company marked its 20th anniversary in 2024 by becoming entirely employee owned.
Camlins
Landscape architecture practice
Camlins, based in Shrewsbury, also chose 2024 to transfer its ownership to its 20-strong team.
Connick Tree Care
Founder Mike Connick handed over the arboriculture business to his staff at the start of 2023 after more than 38 years.
English Woodlands
The tree nursery in Sussex has been employee owned for more than a year to “safeguard the independence” of the business, says founder Michael Hardcastle.
Frosts Landscapes
After a management buyout in 2018, Ken White decided to put 85% of Frosts into an EOT in 2024 and retire as managing director, handing over the reins to Alistair Bayford.
LDA Design
Having worked towards it for a number of years, LDA Design became a 100% employee-owned consultancy in 2021, from nine owners previously.
LUC
Three members of the LUC board and three employee trustees were appointed to an EOT board as the practice became employee owned in January 2020.
Majestic Trees
Managing director Steve McCurdy and his wife Janet sold 74% of the Hertfordshire-based nursery to staff in 2023, with the current management team becoming directors.
Spacehub
Founders Giles Charlton, Fiona Clark and director Tom Smith transferred 100% of the business to an employee ownership trust in October 2024.
Majestic Trees
Camlins
LDA Design
English Woodlands
When efficiency, collaboration and creativity are key, choosing the right design software is essential
“In the dynamic world of design, precision and realism are paramount, and that's why I rely on Vectorworks and its powerful rendering plug-in, Enscape, to bring my creative visions to life. As a designer who values detail and precision during the more intricate phases of the design process, I needed software that aligned with these goals. Vectorworks Landmark covers all aspects of design and is specifically tailored for landscape architects, allowing for 2D master planning as well as 3D rendering and detailed planting plans.
“Recently, I have been using a rendering plug-in called Enscape, which has been a game changer for enhancing my 3D perspective renders, making them feel much more realistic.”
Cameron Trend, garden and landscape, designer at Cameron Trend Designs
Stand-out features
“The compatibility with landscape in general, Vectorworks is a great tool for concept plans, planting plans, detailing and even irrigation and lighting. We also like that it is BIM compatible meaning when we collaborate with other design professionals, such as architects and interior designers – we can all work off the same file.”
Sam Moore, director, Consilium Hortus
“The time it saves you along with the professionalism of working with recognised CAD software. The internal templates we have created allow us to work very quickly, especially on commercial projects which can be time sensitive.”
Luke Mills, director, The Landscape Service
What efficiencies does the software offer?
“At the very beginning of any project, I import topographical surveys into the software which transforms them into 3D models. This allows me to visualise the topography and site layout in three dimensions without needing to be on-site.”
Cameron Trend, garden and landscape designer, Cameron Trend Designs
“We tend to draw the survey up in this programme, then print to scale and freehand our designs first of all before then moving onto the CAD work. I’ve found this is the most efficient and organic way of working. We can also create material schedules and plant schedules at the click of a button.”
Sam Moore, director, Consilium Hortus
SKETCHUP
• Widespread compatibility
• Augmented reality integration
• Quick insights for design research
“I love SketchUp for bringing ideas to life during the concept stages, it is a useful tool for getting a feel for the design and helping clients visualise the scheme and your vision. I can’t imagine designing without SketchUp. It’s such a useful tool.”
“SketchUp’s simplicity is its biggest strength. It’s intuitive and allows us to quickly create shapes and topography – ideal for garden design. Plus, it has a massive library of user-generated models. Need a garden room, a specific water feature, or even outdoor furniture? Chances are, it’s already available to drop into your design. This saves us loads of time and keeps the creative process flowing.”
Taylor Gee, director at Design Only Gardens
• Floating licences
• 360-degree panoramic rendering
• Extensive plant library
“At Design Only Gardens, we use SketchUp for our core 3D modelling and Lumion for creating photorealistic renders. These tools work brilliantly together, letting us move from initial concepts to stunning visuals quickly and efficiently. They’re at the heart of what we do, helping us deliver high quality garden designs that leave a lasting impression on clients.”
Taylor Gee, director at Design Only Gardens
“We also use Lumion Pro which we find is the most efficient 3D rendering package. It is highly detailed and easily updated should there be changes in the design.”
Luke Mills, director at The Landscape Service
“Lumion is our go-to rendering software because of its ability to quickly transform SketchUp models into photorealistic visuals. Its extensive plant library, realistic textures, and effects allow us to bring our designs to life with minimal fuss, saving time and ensuring quality. This capability is particularly valued by our clients, who appreciate the immersive and professional presentations we deliver quickly.”
Taylor Gee, director at Design Only Gardens
CAMERON TREND GARDEN DESIGN
Readyhedge hedging plants, like the mixed native hedging shown here, are container-grown in the UK and fully acclimatised to UK conditions. With over 20 years’ experience, Readyhedge delivers hedging to rely on, wherever you are.
ON BOARD? Are you
It’s not easy finding the right people to fill a role, so it’s crucial when you do to ensure they have the best possible impression when they join. How can you onboard successfully?
WORDS: ANNA MUGGERIDGE
Whether you’re a big company or an SME, recruitment and staff retention are hugely important issues, especially in the landscaping and construction industries, which are so reliant on highly skilled individuals. Of course, talent can be attracted by higher salaries and bonuses, but once a person has joined an organisation, what is it that makes them want to stay rather than take the money and run at the earliest opportunity?
How a new hire feels about a workplace can be decided from day one, which is why onboarding is an essential tool that every company should be utilising.
What is it? To put it simply, onboarding is the process through which a company introduces a new employee to its culture, policies, systems, and teams (both the human and IT kind), helping them integrate smoothly into their role.
It is crucial for both the new employee and the company because it sets the stage for long-term success and satisfaction.
A well-structured onboarding process can greatly influence an employee’s overall experience and can have a lasting impact on their performance, engagement, and retention. The onboarding experience shapes the new hire’s perception of the company.
A positive, engaging experience can turn a good first impression into long-term loyalty. In fact, research from the Brandon Hall Group shows that organisations with strong onboarding processes improve new hire retention by 82% and productivity by 70%.
Proper onboarding reduces the time it takes for a new employee to become proficient in their role. They know what tools, processes, and people to rely on, so they’re less likely to feel lost or overwhelmed. A good onboarding process helps employees understand the company’s culture, values, and mission, aligning them with the organisation’s broader goals.
It is timeconsuming, but it’s short-term investment for long-term benefit
Charlotte Harris, co-director, Harris Bugg Studio
“It is time consuming, but it’s short-term investment for long-term benefit,” says Charlotte Harris, co-director of Harris Bugg Studio. The company has a wellrehearsed two-week process that is shared among the management and existing employees, making it possible to still function effectively as a business. “By splitting the parcel up we’re not overwhelmed by it. By having a process, it’s not like we’re reinventing the wheel every time, we know what it takes, we each have the documentation and our tick lists –a menu of things we have to cover. There’s a sense of it being a really important time to get people’s feet under the table.”
a team, so it’s important for new recruits to meet their teammates and key stakeholders in order to create a sense of belonging.
If your staff aren’t engaged with what they are doing it’s obvious that is going to affect margin because you’re still paying them the same amount
John Wyer, CEO, Bowles & Wyer
By sharing the responsibility of the process, Harris Bugg is covering another important factor, which is creating important personal connections. People are more engaged when they feel part of
The onboarding process is an opportunity to reinforce company culture and align employees with a business’s values from day one. When employees understand and are immersed in the company culture, they can make more meaningful contributions and work in harmony with their team. Through onboarding, new employees can be introduced to company traditions, work styles, and behavioural expectations. It’s an opportunity to make the culture clear and ensure consistency across the organisation.
In addition, starting a new job can be intimidating, so a smooth onboarding experience alleviates anxiety and makes
the new employee feel more confident and comfortable in their new environment.
“We all know what it’s like to be somewhere for a first day, first week, first month – it can feel overwhelming. Onboarding is not necessarily about how you do your job, it’s things like how to use the photocopier, and explaining cultural norms, like if it’s acceptable to leave the office early – all those sorts of things we know inherently because we’ve all been here a while,” explains Harris. “You can’t just give someone a handbook. Onboarding for us is familiarising people with our culture, making them feel at ease, speeding up their learning curve, setting expectations around their role, how they fit into what other work we’re doing, what all of us do and standardising processes, which if done early on allows you to avoid errors.”
The whole process helps the new employee get up to speed and be productive as quickly as possible, and ensures that employees understand their job responsibilities, performance expectations, and how their work fits into the bigger picture. This clarity enables
them to perform more effectively. When new employees are clear about their roles and objectives from day one, they can focus on delivering value rather than guessing what they’re supposed to do.
If recruits are trained well from the start, they can contribute to the company’s goals much sooner. Engaged employees are motivated, and motivated employees perform better, bringing increased profit margins, as John Wyer, CEO of Bowles & Wyer, explains. “If your staff aren’t engaged with what they are doing, it’s obvious that it's going to affect margin because you’re still paying them the same amount. If they’re not geared up to finding out what clients want and giving it to them, not delivering their full potential on site or in the office, or if they’re not engaged in what you want to achieve, you won’t make any money.”
Onboarding is the first step in an employee’s development journey within the design and build company. It sets the tone for continued learning and growth. It’s an opportunity to discuss the employee’s future within the company, setting the stage for future development opportunities and career advancement. While the first day or week may seem too early to some businesses to be discussing next steps, it can actually be a hugely encouraging
sign to the new hire that the company is invested in them, sees potential and values them, affirming their decision to have accepted the job offer.
As Lucy Clarke, co-founder of recruitment consultants
Fixed-term contractors also get onboarded, especially as a lot of them will stay on after Lucie Waldron, people coordinator, Tyler Grange
more somewhere else’, and then the cycle continues.”
We need to take an interest in people’s future career progression and helping them understand what the path to their next growth milestone could be
Fixed Construction, says: “I think we need to take an interest in people’s future career progression and helping them understand what the path to their next growth milestone could be. If every person, including self-employed contractors, were told from day one during onboarding what they could get out of a three to six-month role with a company or one to two years versus a few weeks, that would be best-in-class. A lot of companies take a more pragmatic approach of ‘If a person lasts two to three months, then I’ll have that chat with them’. Sometimes that’s too late as that person may not feel part of it and may think ‘There are other opportunities elsewhere’ or ‘I might be paid
Lucy Clarke, co-founder of recruitment consultants Fixed Construction
At Tyler Grange, a landscape planning, ecology and arboriculture consultancy, onboarding is not just for permanent members of staff, explains people coordinator Lucie Waldron. “Fixed-term contractors also get onboarded, especially as a lot of them will stay on after. Sixmonths is not a short amount of time, and they are going to be working very closely with everyone, so we want them to feel part of the team. We also work with partners – freelancers and contractors – and we have created a partner care role which is focused on ensuring a better experience for the partners.”
Companies with effective onboarding programmes create positive experiences not only for their employees but also for their brand. This is important for attracting top talent and creating a positive reputation in the job market. New hires who have had a positive onboarding experience are more likely to speak highly of the company and recommend it to others, which can boost the company’s reputation and give it a competitive advantage. A great onboarding process can make a company stand out to prospective employees. It signals that the company values its workforce and is committed to their success.
You can’t just give someone a handbook. Onboarding for us is familiarising people with our culture, making them feel at ease...setting expectations around their role
Charlotte Harris, co-director, Harris Bugg Studio
turnover, boosting employee engagement, and maximising performance from day one.
A well-thought-out and comprehensive onboarding process doesn’t just make the new employee feel welcome; it lays the foundation for their success in the company. It accelerates productivity and builds strong relationships with the team and company culture. Investing in a great onboarding experience ultimately saves companies time and money by reducing
Onboarding serves as a powerful tool in addressing both the skills shortage and employee retention. By providing new employees with the training, resources, and support they need from the start, companies can quickly bridge the skills gap and ensure they become productive sooner. Additionally, effective onboarding boosts engagement, creates a sense of belonging, and demonstrates
a commitment to employee growth –all of which are key drivers of retention.
The process is more than just paperwork – it's about setting up new employees for success, ensuring they feel comfortable and confident in their role, and showing them that they’re valued by the company.
“We aspire for our processes to be as robust and high quality as our work, and I think the two go hand in hand. It wouldn’t seem very congruent to talk about the quality of our work without talking about the quality of everyone working at the studio,” says Harris. “And that is totally reliant on how we handle people in that [onboarding] space, especially when they are feeling vulnerable, which is often when they are starting.”
Pitfalls to Avoid
Poor onboarding practices can have a significant negative impact on both employee satisfaction and long-term retention. When done incorrectly, it can leave new recruits feeling disengaged, unsupported, and overwhelmed, which can ultimately contribute to increased turnover and lower productivity. Here are several examples of poor onboarding practices to avoid:
• Having no plan
While some self-paced learning is valuable, and a handbook is useful, if there's no structured onboarding process or plan in place, new employees may feel unprepared for their role.
• Unprepared work environment
If new employees arrive to find that their workspace isn’t set up, equipment is missing, or systems aren’t ready for them to use, it sends a message that the company isn’t invested in their success.
• Unclear job expectations
Failing to clearly communicate job responsibilities and performance expectations can lead to confusion and frustration. New hires need to know exactly what is expected of them and how they will be evaluated.
• No check-ins or feedback Without regular feedback on how they’re doing, new employees may feel uncertain about their performance or underappreciated. Regular feedback and support during the first few months are crucial to ensure they are on the right track and to address any potential issues early.
• Lack of communication with leadership
New employees often feel more connected and motivated when they have the opportunity to engage with their managers or leadership team. Ignoring this relationship-building aspect can create a sense of detachment from the company and a lack of direction.
• Neglecting remote employees If the company has remote workers or hybrid teams, failing to tailor onboarding for them (with virtual introductions, remote training, etc.) can lead to feelings of neglect or exclusion.
• Information overload Bombarding new hires with too much information in a short amount of time can overwhelm them and make it harder to retain key details. Onboarding should be paced, with information spread out over time.
PLANT HEALTHPrioritising
We’ve managed to take back control of how we handle the plants and offload them ourselves, and our relationships with our suppliers have gotten stronger
The way that plants are imported into the UK changed significantly in April – and for some, it has led to “painful border processes,” according to the Horticultural Trade Association (HTA). Amidst reports of 11 trucks being held at the government’s new £147m Border Control Post (BCP) in Sevington, the association requested “urgent action” as those importing are now under “maximum pressure”.
As of 30 April, all plants being brought into the UK need to go through a BCP, replacing the previous Place of Destination (PoD) system whereby plants could be delivered directly to a nursery or landscaping site and inspected there. Those selected for inspection at Sevington are facing lengthy delays – and additional costs too. There’s a Common User Charge for all lorries passing through the BCP to cover the cost of unloading and reloading the lorries.
But there’s one nursery that is managing to avoid the BCP altogether. This summer, Provender Nurseries became the first trade supplier to have its own Control Point – an inland inspection facility – having spent the last three years working towards gaining the status from the government. This allows the nursery’s stock to bypass the BCP and instead be unloaded at its own site in Swanley, Kent and inspected there within a four-hour period.
That’s not to say it hasn’t come without its own challenges and costs; Provender has converted one of its outdoor structures into an air-tight external temporary storage facility, a process that has meant putting applications through Defra, Border Force and HMRC.
This was made somewhat more difficult in that its customs agent handles its prenotifications through IPAFFS – the system which replaced PEACH earlier this year.“If we were doing
Provender Nurseries is the first trade nursery in the UK to have its own Control Point, giving it the edge when it comes to importing plants
it ourselves, it probably would have been a lot easier,” says Stuart Tickner, Provender’s head of nursery, biosecurity and production.“We had to work out how our customs agent could continue to do it for us, but we be the Control Point.”
It is also the first of its kind, so Provender’s Control Point has arguably been acting as the test bed for future facilities. Border Force, for instance, visited the site and expected the Control Point to be built within one month of being approved – but Tickner still needed the approval of the other government departments. An ‘acceptance in principle’ had to be put in place.
that at BCPs, so a lot of stock was being destroyed by association where there are multiple consignments on one lorry and a mobile pest is found. It’s the way it has to be, but it’s gutting; no one wants their plants that have taken years to grow to be destroyed in a matter of minutes.
Education is really important – not just the staff, but our customers as well
It was, understandably, a relief when Tickner returned home from holiday to find that the nursery’s application had been accepted and all the planning that had taken place could finally be put into action.
Once it opened in June, the way Provender buys its plants had to change. It can no longer accept groupage loads as it can only inspect its own stock at the Control Point until it applies for third party clearances – something the nursery is looking to do.
The benefits of having its own inspection facility are considerable, though. “We can offload everything, inspect it and isolate it. We can deal with any issues on site, whereas they can’t do
“So, we’ve managed to take back control of how we handle the plants and offload them ourselves, and our relationships with our suppliers have gotten stronger because of the Control Point too. Some transport companies refuse to come to the UK now because of the delays at the BCPs; but they use us because they haven’t got to wait.”
Whilst getting to grips with various applications and acronyms might have been a learning curve for Tickner, the plant health side of becoming a Control Point is something he and the business are very familiar with. Provender has been Plant Healthy certified since February 2021 but even before this had a strong focus on biosecurity, and Tickner has always strived to build a strong relationship with the Animal Plant Health Agency and its inspectors.
“They’re there to guide you and teach you. Our inspector trains those working on the floor and
PROVENDER’S BORDER CONTROL POINT
provides legislative training for the sales staff –what they can and can’t sell and why. This is incorporated into the training I run myself.”
Tickner’s ‘Guess Who’ games of 20 questions – on everything from notifiable pests to invasive species – have sparked friendly rivalry between the more than 70 staff at the nursery; but on a more serious note, they equip the team with the knowledge needed to safely sell plants to customers. For instance, it keeps them updated on what is and isn’t permitted within the oak processionary moth ‘Buffer Zone’ in the UK.
and keep records of where the plants they’re buying are being planted.“APHA can do follow-up inspections and they might ask you six months down the line where a particular plant has gone. Not knowing is not an option. So, we recommend writing the details at the top of the invoice.”
It’s become a really good staple for topping up our lines and it offers consistency to our customers; they can get the same quality plant every time
“It builds trust with customers,” says marketing manager, Liz Hughes.“To be able to say ‘no’ to a customer is difficult; but when you can give them the reasons why and there’s validity behind it, it can change people’s viewpoints.”
“For me, education is really important – not just the staff, but our customers as well,” adds Tickner. For instance, during site visits, he reminds landscapers that they need to be registered as a professional operator
Tickner also encourages garden designers and landscapers to ask their supplier for their biosecurity policy – because they should have one – and to be aware that having proper plant health procedures in place and quality checking means that the “Amazon effect” is “long gone”. Provender always has a three-day waiting period from the plant arriving until it’s available to ensure everything is done correctly.
As well as continually striving to enhance its own biosecurity measures, Provender is eager to collaborate with others to help the industry as a whole, working with the government and the HTA to ensure the new import system becomes a help rather than a hindrance.
It’s not just focused on biosecurity, though. Provender is working on launching a recycling scheme for its pots, plant trays and bulk bags, which it’s trialling at the moment with a couple of customers.
On top of that, it’s steadily growing its own peat-free production at a nearby site in Kent. “We started originally growing lavender, because there was talk of it being banned at one point. Then we wanted to grow some of the commercial lines so that we’d have the stock when we needed it, rather than waiting for a supplier. And it’s progressed from there. It’s become a really good staple for topping up our lines and it offers consistency to our customers; they can get the same quality plant every time,” says Tickner.
Provender has grown around 50,000 herbaceous plants across the year and around 10,000 woody plants, so the production is “not a huge amount” but the nursery is focused on quality rather than quantity, perfecting its process before slowly adding onto the range.
Its attention to detail is what is putting it in good stead for the year ahead, both for growing its own stock as well as importing from the continent – all of which comes with the confidence that Provender does everything possible for the health of its plants.
provendernurseries.co.uk
HTA BORDER CONTROL MEETING AT PROVENDER IN FEBRUARY 2024
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GARDEN STORIES Countless
Clare Matterson looks at how this year’s RHS theme of ‘Your Space, Your Story’ reflects the country’s passion for gardening and what we can expect from RHS Chelsea Flower Show in 2025
Much like people, our gardens are beautifully diverse and range from being perfectly pruned to wild and rustic havens. For many, gardens are small, intimate retreats in urban and suburban spaces that are cultivations of our own tastes and preferences. With 30 million gardeners in the UK, there are millions of possibilities as to what each garden looks like. As we nurture our gardens and our plants, however, we don’t often consider how in the process of this growth we’re also being nurtured and growing as people as well. That’s why this year at the RHS, we’re using the theme of ‘Your Space, Your Story’ to explore how the hugely positive impact of gardening to our wellbeing is also a reflection of our personal heritage, beliefs and individuality.
We’re using the theme of ‘Your Space, Your Story’ to explore how the hugely positive impact of gardening to our wellbeing is also a reflection of our personal heritage, beliefs and individuality
multitude of ways in which we love to garden. It celebrates all gardeners in every type of garden, whether artists, wildlife lovers, families, keen cooks, entertainers or houseplant fanatics, and to demonstrate this we will bring two of the UK’s greatest loves – gardens and dogs – together in one garden. The RHS and BBC Radio 2 are joining forces with Monty Don, who will be designing his first-ever garden at the show designed for dogs. Nothing lifts us like a beautiful garden, and for added joy, we’ve added some of our four-legged friends. Following the show and as part of our commitment to ensure gardens live on after RHS Chelsea, our canine companions at Battersea Dogs & Cats Home will enjoy the rehomed Dog Garden at their premises in central London.
our natural rhythm to help facilitate creativity, inspiration and the ability to flourish.
In addition, The London Square Chelsea Pensioners Garden has been designed for pensioners to share or enjoy moments of quiet reflection. The garden will incorporate a water feature modelled on the water tanks originally
from the Royal Hospital as well as a circular table with a decorative world map, creating a talking point. The garden will live on in the hospital after the show.
We look forward to capturing gardeners’ individuality through our shows and initiatives where we invite members and the public to immerse themselves in the designers’ stories.
This year’s RHS Chelsea Flower Show undoubtedly reflects this theme and the
The ‘Your Space, Your Story’ theme continues in The Addleshaw Goddard: Freedom to Flourish Garden, designed by Norfolk couple Joe and Laura Carey as a creative interpretation of nature’s call to embrace its unhurried pace. This garden addresses the rising tide of ‘being too busy’, inspired by the Norfolk colloquialism: ‘slow you down’. Joe and Laura are using this garden to advocate for patience and stillness to be part of
CLARE MATTERSON
Clare Matterson CBE is the director general of the RHS. She was previously executive director of engagement at the Natural History Museum and spent 17 years with the Wellcome Trust leading its work in engagement, education, policy and strategy. Clare was awarded a CBE for services to public engagement and a Fellowship to the British Science Association for outstanding contributions to public engagement and was named on GQ's Most Connected Women in Britain in 2015. rhs.org.uk
THE ADDLESHAW GODDARD FREEDOM TO FLOURISH GARDEN, DESIGNED BY JOE AND LAURA CAREY
RHS AND BBC RADIO 2 DOG GARDEN DESIGNED BY MONTY DON
THE LONDON SQUARE CHELSEA PENSIONERS GARDEN, DESIGNED BY DAVE GREEN
IInternational INSPIRATION
Katerina Kantalis was recently asked to speak at an event in China and left feeling blown away by the country’s appreciation of horticulture
t’s not every day you receive an invitation to speak at an international garden show in Chengdu, China. When I first designed my Mediterraneo garden, I could only dream of the recognition it would achieve at this year’s
RHS Hampton Court Palace Garden Festival. To stand on the same stage as past RHS Gold medal winners like Joe Perkins, Kazuyuki Ishihara, Jihae Hwang, and many others was an opportunity I couldn’t pass up. More importantly, being invited to share the garden’s journey with talented Chinese garden designers was an incredible honour. At first, I was unsure whether the invitation was real; but once confirmed, I eagerly accepted. Preparing for the presentation, I aimed to inspire with my Mediterranean design and share insights into what we do here in the UK. However, I quickly realised how little I knew about Chinese garden design –what could I share with the delegates?
In the UK, we hear surprisingly little about their work, which is not right considering Chinese gardens date back over 3,000 years. Their designs – synonymous with pagodas, pavilions, framed views, water features, and intricate rock arrangements – have influenced Japanese gardens, which we know far more about. Meanwhile, UK suppliers regularly collaborate with Chinese manufacturers to bring horticultural products to global markets, yet the broader Chinese gardening industry remains something of a mystery.
As I arrived in Chengdu and travelled into the city, I was struck by its dedication to green spaces. I expected a dense urban sprawl, but instead found highways, buildings, and parks adorned with an impressive variety of plants, flowers, and trees. The number of mature Ginkgo biloba trees alone was staggering. Chengdu, located in the Sichuan region, has experienced rapid economic growth, leading to significant urbanisation. Like many Chinese cities, this has raised concerns about environmental impact and a growing disconnect between people and nature, with
CHENGDU
green spaces often sacrificed for expansion. However, Chengdu took a bold approach, transforming itself into a ‘Park City’. This initiative, supported by both national and regional governments, aimed to create a lush urban environment for the city’s 20 million residents. One flagship project has been the development of a nearly 20,000km greenway network, connecting natural spaces and public green areas throughout the city – and the parts that I visited were stunning.
It became clear why the organisation Garden Gathering had chosen Chengdu as the host city for its international garden show. My incredibly kind and generous hosts organised much of the event, which served as a showcase for its mission. But who is
Garden Gathering? It is an industry exchange platform dedicated to garden designers, landscape architects, and private garden and courtyard landscaping enterprises. Its mission is to advance talent in the gardening industry and demonstrate the transformative power of gardens in everyday life.
Since its founding in 2016, Garden Gathering has established a Garden Collection Academy and influenced more than 10,000 garden enterprises. It has created an inclusive environment for professionals, offering resources such as events, forums, training courses, collaborations, and study groups, while also celebrating and displaying their work.
This ethos was evident throughout the two-day show, which featured several prestigious awards: the Chinese Gardening Leading Figure Award, Gardening Pioneer Award, 40 UNDER 40 Outstanding Young Chinese Garden Designer Award, Chinese Gardening Master Craftsman Award, and 30 UNDER 30 Emerging Chinese Garden Designer Award. The event also showcased Chinese gardens designed by a diverse range of talents.
UK suppliers regularly collaborate with Chinese manufacturers to bring horticultural products to global markets, yet the broader Chinese gardening industry remains something of a mystery
The awards felt like a blend of the UK’s Society of Garden Designers’ designerfocused principles combined with the inclusivity of organisations like Pro Landscaper and Association of Professional Landscapers (APL). The result was a celebration of designers at all stages of their careers. The atmosphere was diverse, inclusive, and exciting, fostering new talent,
ideas, and opportunities. Large display boards proudly showcased award-winning designers, industry pioneers, and innovative garden designs for everyone to admire. Running alongside the conference was a trade show featuring over 300 horticultural brands. I wasn’t sure what to expect but was pleasantly surprised to find an impressive range of products, from traditional offerings to cuttingedge innovations. One standout was a piece of decking bent into a knot – it was a double take moment! The show also featured indoor display gardens, where teams of designers were challenged to build stunning gardens in just two days. Imagine Chelsea show gardens on fast-forward.
The awards and trade show reflected Garden Gathering’s broader goals: to promote
the art of gardening, unite industry professionals, enhance design concepts and skills, and set benchmarks for excellence. It also aims to foster greater collaboration within the field. Ultimately, the event provided a platform for designers to showcase their talents and for garden enthusiasts to appreciate outstanding works. There are certainly elements here that could inspire more inclusivity within the UK’s garden design community – recognising young talent, career changers, and established professionals alike. Creating a show garden is an intense experience. It’s about translating your garden passion into a physical space, conveying a message, inspiring others, and then being judged not only by your peers but by the public. As I prepared my presentation, I felt nervous. Would the audience relate to my garden? Would they find Mediterraneo interesting? Did my RHS garden have anything valuable to share with a Chinese audience? In the end, I needn’t have worried. There was a mutual respect and appreciation, proving that no matter where you are in the world, good design and
inspiration transcend borders. As I stepped onto the stage, my nerves gave way to pride. Sharing the story of Mediterraneo with a new audience was a privilege – and who doesn’t love a beautiful Mediterranean garden? And what a way to thank my sponsors, suppliers, volunteers and landscapers who played a significant role in creating this garden. What surprised me most was seeing echoes of my garden in unexpected places. At the trade show, I spotted limestone cladding and rock-filled landscapes reminiscent of Mediterraneo. Later, when we visited a new property development landscaped in a Mediterranean style, I was blown away. Even the plants I used in my garden were thriving in abundance – especially Feijoa sellowiana. In one of the trade stands there was a massive basket of guava fruit.
My time in Chengdu left me deeply inspired – not just by their commitment to urban greening and innovation, but by the warm, inclusive spirit of their garden design community
This experience has highlighted the universal language of gardens and creating green spaces. They connect us across cultures and geographies, offering beauty, inspiration, and a shared sense of purpose. My time in Chengdu left me deeply inspired – not just by their commitment to urban greening and innovation, but by the warm, inclusive spirit of their garden design community. It’s a reminder that gardens are far more than just plants and spaces; they are platforms for connection, creativity, learning and cultural exchange.
Katerina Kantalis is an RHS Gold medal-winning garden designer based in London who specialises in creating stunning outdoor spaces that are instinctive, immersive, and uniquely tailored to each client. katerinakantalis.co.uk
KATERINA KANTALIS
CHENGDU
SEEDS
CHANGE of
Do we have to accept hybrids of native and non-native plant species in a changing world, wonders Lewis Normand
Irecently watched a fantastic talk, which was part of The Caley Winter Lecture Series at the Royal Botanic Gardens Edinburgh on the Nature Restoration Fund Project which is funded by the Scottish Government and delivered by RBGE and Nature Scot. Firstly, the talk – which was presented by Rebecca Drew Galloway from the Botanics – was brilliant; but it was also eye-opening and lead to further thought. We now expect to hear about plants dying out or with their habitat reduced because of poor land management and climate change. In some cases, this was true, and plants were being squeezed into ever smaller spaces and the pressures on them to survive are becoming overwhelming.
Apples very freely pollinate one another and the biggest risk to the native wild growing crab apples is hybridisation with other domesticated apples
The project aims to secure true stock of 10 threatened plant species in Scotland, propagate them as much as possible, while determining historic and suitable reintroduction sites before planting, tagging and recording the work. This is a project that could take decades to work well, but the funding (as is often the way with these things) lasts for just three years. As a consequence, a vast amount of work is being undertaken, with the hope that citizen science will help continue the monitoring and recording of successes and failures. Two apps can be used to do this citizen science if you are interested (ArcGIS
Survey123 and Fieldmaps) allowing anyone to access the site information which is freely available and citizen scientists, including keen amateurism can find plants and record their observations.
While that is all very interesting and I’m sure you, like I, support the work to protect our most endangered plants, it wasn’t this that most surprised me about the project. I was initially perplexed that one of Scotland’s (if not the UK’s) most endangered native plants is Malus sylvestris, our native crab apple.
Anyone who knows this tree or the nursery trade, will know that it is widely available and especially common as winter planted bare root hedging whips. The issue with its threatened nature is not the plants' resilience, but its promiscuity. Apples very freely pollinate one another and the biggest risk to the native wild growing crab apples is hybridisation with other domesticated apples –so much so that only a handful of genetically pure Malus sylvestris could be found from which to propagate.
Malus sylvestris
This risk seems to have snuck up on us while we weren’t looking, though it should be something we think about more readily. Also in Scotland, the Scottish wildcat (Felis silvestris silvestris) is most heavily at risk from breeding with domestic cats and the hybrids being less resilient to the weather exposure tolerated by the wildcat. Indeed, without bears, lynx and wolves in the UK now, the wildcat and red fox
are apex predators and help with the balancing of our ecosystems. It isn’t inconceivable that a more resilient and robust hybrid wildcat could be produced, but the long-term reality of this is that the wildcat would eventually go extinct.
So, where should we stand on this argument? In one hand, to quote Dr Ian Malcolm – Jeff Goldblum’s character in Jurassic Park – “life finds a way” and hybrids are a natural part of evolution. In the other hand, we can protect these species, and where human activities have been a cause of their decline, perhaps we owe it to them to help rebuild.
One example of this that I have seen over many years now is in our native bluebell. Hyacinthoides non-scripta is a glorious spring plant, with delicate scent, shepherd’s crookshaped curved flower stems and a rich
deep-blue stem and flower colour – culturally, an important moment in spring indicating improving weather. Many of us will travel to woodlands to see and photograph bluebells in spring. The Spanish bluebell (Hyacinthoides hispanica) is an altogether bigger plant, with strappy leaves, stout, green stems holding larger, pale blue and unscented flowers that don’t have the curved top to each spike. Both have their merits, and it is only when we compare them that we are either impressed by the rampant vigour of the Spanish bluebell or charmed by the delicate beauty of our native.
One reality is certain, however, and that is that many gardeners for decades now have been sold Spanish bluebells in autumn for spring flower in their gardens. No crime there – although from the outrage expressed annually, you wouldn’t believe it to be legal. The Spanish bluebell outperforms our native quickly, bulking up and filling space. Every spring there will be articles in the press decrying the Spanish bluebell and crying out for preservation of our native, and yet sales of the Spanish form remain strong.
Hyacinthoides hispanica
In some cases, a hydrid species best adapted to change may well develop from them and could survive our changing climate
Spanish and hybrid forms to preserve the native stock. In the wild, we must decide what is important to us. Do we take responsibility for the introduction of a non-native species that has overtaken spaces by culling them? Take grey squirrels, Japanese knotweed, sycamore – the list goes on. Or do we accept that these things have happened and allow the non-native species to continue to flourish? In some cases, a hydrid species best adapted to change may well develop from them and could survive our changing climate.
Although they do outcompete our native and could quickly fill our woodlands, after easily 50 years of UK sales, they haven’t except in a few cases. I would argue too that in those cases, we are now not looking at Hyacinthoides non-scripta or Hyacinthoides hispanica; we are now looking at Hyacinthoides x hybrida, a hybrid species formed of the genetic material of both species. I can observe this in my own garden, where the previous owner planted both species – I think more by accident than design – and annually I see hybrids between the two, not quite either in description appear. Horticulturally interesting, but only to a point. I prefer our native species, and I am constantly rogueing out both the
As always, there are perfectly good arguments from all sides and as I see it no wrong answers. Do I want our native crab apple, bluebell or wildcat to go extinct? Absolutely not. But I’m also confident that there are only so many battles we can take on and it is interesting to see which plants and animals we target to protect.
LEWIS NORMAND
Lewis Normand has worked in a wide variety of roles within horticulture over a 20-year career. He has lectured on garden design and horticulture, and designed gardens in the UK, Europe and the Middle East. Since 2011, Lewis has focused on nursery sales, now working as sales manager at Bernhard’s Nurseries, and has helped to launch a number of new plants into the UK plant market. He is a specialist supplier to show gardens, supplying more than 100 gardens at major shows.
The Scottish wildcat
INTERVIEWS Little
Pro Landscaper asks quick-fire questions to gain a small insight into the people who make up our industry. To take part, email content@eljays44.com
What were the biggest challenges of 2024?
As always, the year brought its share of challenges. Global and domestic economic uncertainty, coupled with the arrival of a new UK government and the Autumn Budget has led clients to become more cautious about committing to large investments and projects. Project and operational costs have stabilised, but at a higher base level than a few years ago.
What are you most looking forward to in the new year?
2025 is shaping up to be an exciting year for us. I’m especially looking forward to seeing the redesign of one of the National Trust’s historic gardens – The Long Garden at Cliveden – being brought to life. The Long Garden is being updated to reflect both its historic legacy and modern ecological considerations. I was invited earlier this year along with my design team to produce a new design. The
transformed garden will be open to visitors again in spring 2025, and I can’t wait to see our design goals turning into reality.
What do you hope to see for the industry in 2025?
Next year, I hope to see the design and landscaping industry embrace sustainability more than ever. I’d love to see more widespread adoption of eco-friendly materials, water-efficient designs, and regenerative landscaping techniques that not only beautify spaces but also support biodiversity and environmental health. I also hope our industry continues to follow the current trend towards biophilic garden design, which draws on the beauty of nature, integrating its elements into designed outdoor spaces and increasing people's sense of connection with the natural world.
Contact:
Tel: 01442 832 666
Email: hello@thegardenco.co.uk thegardenco.co.uk
What were the biggest challenges of 2024?
Having enough staff for all our large projects that were skilled enough to cover the more complex areas of what we create.
What are your plans for the new year?
We are aiming to increase business by 50% in 2025. We have restructured plans to cope with our increased workload. We have new strategies in place across all our marketing. We have already invested £500k in new vehicles and equipment in readiness for our expansion.
What are you most looking forward to in the new year?
Transforming our designs into reality. Working with some amazing garden designers on complex projects.
What business strategies do you implement to stay at the forefront?
Keep looking forward. Keep being self critical and analytical about everything we do. No one
and no business is ever 100% perfect, so doing everything we can to maximise our performance.
What do you hope to see for the industry in 2025? New materials to keep modern gardens looking fresh.
Would you recommend entering for a Pro Landscaper Business Award?
Yes, definitely. It’s a great platform to show clients how good you are compared to other local companies. It’s a great event to catch up with your peers.
What did you gain from entering the Pro Landscaper Business Awards?
It helps you analyse what is good and what is great. It helped Cube 1994 gain a reputation as the leading landscape company in Essex.
