BOOK REVIEW

A story of love and loss

Shortlisted for the Women’s Prize of Fiction, Maggie O’Farrell’s Hamnet imagines the short life of William Shakespeare’s only son. Millie Bruce-Wattdelves into the novel and explores the parallels between two worlds battling the effects of a global pandemic

In 1596, William Shakespeare’s only son, Hamnet, died from the bubonic plague in Stratford-upon-Avon. He was 11 years old and contracted the disease from his twin sister, Judith, who survived the illness. Four or so years later, the famous playwright wrote one of his most powerful and influential works of literature and duly named the tragic hero after his son. Maggie O’Farrell’s Hamnet – a name intercha ngeable with that of Hamlet – is a profound study of love and grief and imagines the story behind Shakespeare’s great tragedy. It arrives more than 400 years after a virus travelled from the Mediterranean to Stratford, and then to the thatched-roof home of Shakespeare, his wife and three children. We now read O’Farrell’s extraordinary description of the life of a family battling the effects of a deadly disease, just as a pandemic is shaking the world we know today.

In April, O’Farrell was shortlisted for the Women’s Prize for Fiction, with the winner being announced in September at a rescheduled ceremony. The Irish-British author said that although her novel was written before the coronavirus outbreak, eerie parallels can be found between the two worlds. O’Farrell has previously won the Costa Novel A ward for her novel The Hand That First Held Mine and has appeared in Waterstones’ 25 Authors for the Future. Her memoir I am, I am, I am: Seventeen Brushes with Death also reached number one in The Sunday Times Bestseller list.

The inspiration for O’Farrell’s latest novel, however, was sparked 30 years ago when she learned of the young boy’s fate while studying Hamlet at school. Hamnet’s short life did no t feature prominently in his father’s biography despite his death sending long-lasting ripples through the lives of those he left behind. This inspired O’Farrell to delve deeper into an unknown part of the playwright’s life – a part that eventually led him to write one of the greatest works of his career.

Although this is not O’Farrell’s first engagement with historical fiction, with her 2006 novel The V anishing Act of Esme Lennox set partly in the 1930s, Hamnet is written like no other. The dreamlike prose and reference to figures from mythology and folklore transport you away from both this world and the one we previously knew of Shakespeare, allowing us to explore a relatively unknown path in the playwright’s life. O’Farrell not only intimately explores the famous marriage between Shakespeare, and his wife Anne Hathaway, who is referred to by her Christian name Agnes in the novel, but weaves a theme of family love through the very fabric of the tale. We learn of the strong bonds between a mother and child, a brother and sister and a father and son. Once the illness leaps from Judith to Hamnet in August 1596, however, the novel becomes a breathtakingly moving study of grief. The boy who once bounded through the meadow “like a hare, like a comet” becomes like a “blue-white lily flower” and O’Farrell’s accurate portrayal of maternal and sibling bereavement leaves the readers’ eyes glossy.

From the outset, Agnes is characterised as an unconventional spirit, “a girl that lives on the edge of the forest”. She understands animals and people; she is a beekeeper, a falconer, a gifted herbalist and a moth er to “the whole town, the entire county”. O’Farrell places Agnes at the very heart of the novel and, as a result, we experience an almost entirely female take on the story, allowing us to explore the playwright’s life more intimately.

Names are also of great importance in O’Farrell’s story. Throughout the novel, the most famous character is merely referred to as “her husband”, “the father”, and “the Lat in tutor”. Shakespeare himself has very little speech, freeing the narrative of the weight that he carries, allowing the reader to empathise with the lives of a normal, domestic family coping with the loss of a loved one. When we first learn Agnes’s name, there is focus on its pronunciation, showing how her identity and uniqueness are at the very core. “Said differently from how it might be

A 19th-century engraving imagining Shakespeare’s family life. Hamnet stands behind Shakespeare, left of centre

written on a page, with that near-hidden g. The tongue curls towards it yet barely touches it. Ann-yis. Agn-yez. One must lean into the first syllable, then skip over the next.”

Similarly, Hamnet’s name becomes almost sacred after his death. Agnes could not understand how her husband could “thieve” their son’s name and, she became enraged every time she heard her Hamnet’s name on stage, resisting the urge to tell them not to “dare pronounce his name”. Here, we also see Shakespeare and Agnes’s worlds collide and it becomes clear that while Shakespeare was busy writing the play in the capital he was missing the real business of life back home.

Throughout the novel, there is also very little reference to Shakespeare’s birthplace, Stratford, and O’Farrell instead uses street names and local terms to navigate throug h the town. The accuracy of O’Farrell’s research and the description of Shakespeare’s former home, complete with the smells of the workshop and the heat of the cookhouse, is extraordinary and drops the reader directly into the family’s close-knit community. London is also merely on the periphery of the novel and, instead of feeling a rush of urban excitement, Agnes expresses her disgust for the city’s chaotic and unclean streets, describing London Bridge as “noxious” and “oppressive”.

Hamnet is evidence that there are always new and fascinating stories to be told, even about well-documented historical figures. This is a story about grief, and the means by which families find their way through it. Many would argue that Hamnet’s life, although rarely dissected in the history books, unquestionably had an e ffect on his father’s work thereafter. However, O’Farrell leaves it up to the reader to decide whether his comedies featuring twins were a playwright’s small gesture to remember the youngest of his three children.

Ultimately, O’Farrell’s ability to take us into the minds of a great playwright, a dying boy and a grieving mother is simply outstanding. Hamnet is a strong contender for the Women’s Prize for Fi ction. n

Dine Romero

Leader of Bath and North East Somerset Council

We all know Bath is a special place and this has really been brought home to me over the past few months. Covid-19 has had an impact on us all. Tragically, some have lost their lives, others left to grieve and many more will be living with the health consequences of this illness for a long time.

Many businesses have been hit hard due to the lockdown; parents are still juggling working from home with educating their children and others are worried about the future of their jobs.

However, through adversity, the very best of humanity shines through. I’ve been moved by the dedication of our key workers, the countless stories of neighbours h elping each other out. Our traders in h igh streets and local centres across Bath and North East Somerset have done amazing things to help local communities. We have shown that we are a Compassionate Community and I hope that will prove to be the legacy of these testing times.

Our Compassionate Community Hub has supported thousands of vulnerable people since lockdown, delivering emergency food parcels, co llecting prescriptions and providing benefits and well-being advice. T he Hub team – which includes the CCG, Virgincare and local 3rd sector organisation 3SG – can call on 2,400 volunteers and will continue to provide vital support throughout the pandemic and beyond. Again, this shows the depth of community spirit across our area.

Recovery and renewal will be no less challenging than lockdown itself. Covid -19 is still very much with us and people must feel safe i f they are to be encouraged to return to a more normal way of life. Social distancing is the ‘new normal’, and we must adapt.

We’ve been working hard on measures to help people socially distance as they go about their everyday life. We’ve widened some pavements and introduced access restrictions on some roads to enable pedestrians to pass each other safely. While these measures are temporary, we will regularly review their impact. The council has changed how it does business too. Our meetings are now conducted on Zoom and streamed on YouTube and we hold webinars to give people a bigger say, continuing conversations and starting new ones about issues that matter right now.

As restrictions ease we want people to shop local and use local business es. That’s essential if the local economy is to bounce back. We are incredibly fortunate to have had so many local shops and businesses support us all through lockdown. The council is currently working to help them by promoting and highlighting the incredible offerings we have on our own doorsteps.

We know that social distancing rules will have a big impact on business. Central government has recently re laxed some of t he regulations on outside tables and chairs. In a vibrant heritage city such as ours we always need to balance the potential benefits of an alfresco café culture against the impacts this can have on local residents – including disabled people and people with prams and pushchairs.

I think a really clear sign that Bath is once again open for business is the reopening of the Roman Baths Muse um. Vi sitors will notice that the Baths will be operating at just one-third of normal capacity. Pre-booking will be essential, a one-way system will be in operation and visitors requested to maintain two-metre physical distancing. However, while it is great news that the Roman Baths are opening its doors once again, we recognise we’ve got to address our over-reliance on mass tourism and we very much wan t to welcome residents to e njoy our local heritage attractions.

The pandemic has given us the opportunity to reflect on how we do things and reassess our priorities. For example, it’s brought into focus the need to move more quickly to a cleaner, greener future.

With fewer vehicles on the roads during lockdown we enjoyed improved air quality and as a result of being encouraged to take daily exercise mor e people are now walking and cycling. We need to maintain the momentum and encourage a permanent shift to sustainable transport use. We are also encouraging residents to suggest locations where we can develop Liveable Neighbourhoods, where vehicle use will be reduced and walking and cycling encouraged. We have set up a special website for you to record your views, which so far has received over 10,000 v isits.

I hope we will also emerge from this crisis with a stronger sense of community, a greater willingness to help the most vulnerable, a deeper sense of empathy and tolerance, and a new-found appreciation of our beautiful environment, across our city and surrounding rural area of North East Somerset. n

• beta.bathnes.gov.uk

Ian Bell

Executive Director of Bath Chamber of Commerce

Our members and the wider business community in Bath have responded to the challenges of the pandemic with their customary energy and creativity, devising working practices which have allowed them, where possible, to continue to operate.

Working from home and video conferencing have become the new normal and it seems quite likely some of that will continue in the medium to long term, where going into the office only happens two or three times a week for group discussions or team meetings.

The consequences of such a change could be far-reaching. If a company with 10 0 employees only ever has 50 or 60 of t hem in their premises at the same time, then they could potentially halve their office space. That won’t happen overnight, but there maybe businesses starting to think about saving money by renting smaller buildings which might free up space other businesses could take up.

The same may be true when it comes to retail premises, some of which will also become availabl e. It will be worth a sking the question about whether they should be used for something else, such as high quality residential.

It would certainly help the aspiration of making Bath an even more walkable city if a greater number of people had the chance to live and work here. I don’t imagine for a moment that very many retail units would be changed in that way, but it’s something that could be considered in a positive light and m ight make a significant change to the place.

Meanwhile shopkeepers have also been working creatively to give shoppers the confidence to come out of their retail hibernation by showing an orderly and hygienic way of shopping.

Among the things that people have missed most is social interaction, meeting people and seeing real goods rather than pictures on a screen. The ability to b e able to satisfy the c raving for that experience will be the unique selling point that should give our retailers a sense of optimism. Of course, price and quality will always be an issue for shoppers, but we have enough range in our chains and independents to deliver a great day out and I think that is key.

I expect the high street to continue to evolve from something which was just about retail to a pl ace for shopping, e ating and drinking, entertainment and a chance to enjoy our wonderful culture.

Great work is going on to ensure different sectors can work more closely, to produce an attractive offering which will continue to draw people into Bath who will continue to play a huge part in our future economic success. So things will never be exactly the same again, but thanks to the energy, creativity and drive of o ur business community, I think there are plenty of reasons to be cheerful and remain confident that things might even be better in a variety of ways. n • businesswest.co.uk

Claire Smith

Bath Office Director and Partner at Buro Happold Fellow of the Institution of Structural Engineers

We are certainly living in fascinating times. Who would have guessed that in 2020 seemingly slow prog ress on Brexit would be completely eclipsed by the speed of change resulting from the Covid-19 pandemic?

As the director of Buro Happold’s head office in Bath, home to over 400 of our 1,900 employees, I was amazed at the strength of our IT systems and the flexibility of our staff that enabled a move to 100 per cent home working at 24 hours notice. Three months later we continue to thrive from our home offices, delivering world-class e ngineering for landmark projects such as the Tottenham Hotspur stadium, the Bristol University Enterprise Campus and the Bath Abbey footprint project to heat the building using the thermal springs.

What is less clear at the moment for any business is the impact of the pandemic in the longer term. Our current workload is from projects secured pre-pandemic and it is in the next six to 12 month period that we will start to u nderstand the longer term impacts. The hope is for a sharp V-shaped decline and recovery focused around a relatively short lockdown period. We need to be prepared for a reality that could be somewhat different and will inevitably vary in our 21 offices across the globe.

During my 30-year career the advances in technology have enabled ever-increasing levels of ho me and flexible working. T he pros and cons of office versus home working is often debated, based on differing levels of experience and, dare I say, prejudice. One of the advantages of the lockdown is that these two modes of working have been put into stark contrast overnight. This has enabled us, as a business, to survey and talk with all our staff to capture insights about the best (and worst) parts of each so when we return to the ‘new normal’ w e can go forward in a way that captures the best of both worlds.

In addition to planning our own return, our specialist analytics and people movement teams are busy helping universities, sporting venues and city councils to find their way to opening again, with public health top of their criteria. Ironically, we’ve been quickly adapting their software, originall y designed to create interaction, which now must f acilitate the opposite in the short term.

Longer term, I am excited by the impetus that this crisis will give to our consultancy and advisory work in the development of a green recovery as we push to build back in a more resilient and sustainable way. n • burohappold.com

Joe Cussens

Managing Director Bath Pub Co. (The Locksbrook Inn, The Hare and Hounds and The Marlborough Tavern)

One of the defining characteristics of this crisis has been just how powerless you have felt at times. Ordinarily when major events happen, like the 2008 crash or Brexit, a business can make plans on how it is going to respond.

... But the massive decisions that have been taken recently are completely out of our control – locking down the country for weeks – and not knowing what restrictions you will have when you reopen and the support you will get. Getting everything ready for opening was remarkably stressful. It felt like doing a new pub launch, but we were doing three at the same time in a difficult situation and with only half a team. S o it was strange indeed, but it was exciting to be busy and bustling. I had an army of volunteers helping – I put a tweet out and asked if anyone fancied helping us get back on our feet and I had a really great response.

We had our two maintenance guys back in advance of opening because there was a window of opportunity to do various jobs. So we refitted the kitchen at The H are and H ounds and have built an outdoor bar there. You are between a rock and a hard place because you’ve got the opportunity and the time to do the jobs but your finances are in a perilous situation. In some ways that’s what being an entrepreneur is about – weighing up risk with opportunity – but it was pushed to the extreme.

“Perhaps coming out of this there will be more awareness about how vulnerable we are and that we operate on fine margins”

My big worry is that we haven’t yet got on top of this virus, and that there m ay be a second spike. I am also surprised at t he number of enquiries we’ve had for groups of 15 or 20. That sends a worrying signal to me; I do think that the messaging from government hasn’t been consistently clear.

My second concern is whether we can trade viably under these restrictions. How well our outside bars trade is dependent on the weather, and if we just trade indoors we have to reduce the nu mber of covers. What happens in the a utumn and winter will be crucial because that’s when all trade comes indoors.

Much depends on the support the government will give. The tax burden that we face is extraordinary compared to other businesses, and because we’re a high turnover industry they think there is plenty of money in the background. But we are taxed within an inch of our lives with VAT and busine ss r ates. Perhaps coming out of this there will be more awareness about what a difficult business this is to run, how vulnerable we are and that we operate on fine margins. Fundamentally our business is about offering food and drink in a friendly and convivial atmosphere. There is always going to be a market for that. n

• thebathpubcompany.com

Charles Beer

Property and Marketing Manager, The Ethical Property Company

When the lockdown and furlough began I was left as the only Ethical Property employee at Green Park Station. Overnight we went from a vibrant hub to a quiet and eerie place – and often I was the only person there.

Sarah Campbell (Ethical Property’s area manager for the south west) and I a greed that it was vital that the Bath Farmers’ Market continued. The market has operated for over 20 years and has been fundamental to the growth of Green Park Station. Together with Laura Loxton, the Farmers’ Market manager, we agreed social distancing measures, additional staff, sanitising stations, an increased cleaning regime and a reduction in number of essential food traders.

We worked with Sarah from BA1 Radio, BBC Radio and with our great local social m edia network to let Bathonians know we were staying open. Paul Robertson, the Sainsbury’s manager, worked with me to provide synergy in our approach to our overall safety. In the early weeks, the footfall dropped off dramatically, but the traders and regular customers kept the faith.

Ethical Property also donated £400 towards food parcels for those most affected, and the traders and regular customers s upported the venture, eventually raising over £1,000 and distributing to over 50 families. As each week passed more customers have returned and there was great support for the small local independent traders. The lockdown has enabled new customers to experience the great produce on offer for the first time and then they have continued to shop here. Now we have a vibrant Saturday morning marketplace once a gain with a great atmosphere.

Ethical Property has supported our other tenants both retail and office based to reopen as safely as possible. We are assisting our tenants to re-engage with their clients in new ways as they get to grips with the realities of the current restrictions.

The lockdown has inspired a sense of community nationally and this is fu lly evident at Green Park Station. Our tenants h ave been enthusiastic in their belief in the future and finding new ways to support each other. The reduction in out-of-town visitors may enable local residents to explore the less wellknown areas of the city and increase our footfall.

In the last week we secured new tenants for both retail and office space which is an indication that the outlook is pro mising and that we are bucking the normal high street t rend. We have also received many enquiries from new prospective market traders and those seeking larger retail opportunities.

Now that all the units within are fully opened, there is a genuine optimism that collectively we can emerge from this Covid-19 experience in a strong place. n

• ethicalproperty.co.uk

Michael Musgrave

General Manager, Apex Hotels

Since lockdown commenced in March, hospitality has been among the hardest-hit industries in the UK, and its return much-anticipated.

While our doors at Apex City of Bath Hotel have been closed, we have been working tirelessly behind the scenes to reinvent the customer journey and provide the safest possible environment when our doors open again on 20 July. Bookings are open, and I am thrilled to already see demand for hotel rooms this month – a positive and reassuring start after a challenging few mont hs.

A s well as our signature warmer welcome, we want to give visitors complete peace of mind, so our ‘Apex Assured’ commitment outlines exactly how we are approaching cleanliness and safety, as well as ensuring flexibility on bookings and the best possible rates for booking direct.

Apex Assured will take every element of the journey into consideration, building upon our already exacting cleaning standar ds. Like many other hotels, guests will notice more s ignage, there will be screens in place and, of course, sanitising stations throughout the hotel with social distancing guidance. Guests will also find welcome packs in their rooms with the likes of hand sanitiser and PPE, and antibacterial wipes have been added to our list of essential in-room amenities.

The pandemic has changed everyone’s priorities, and we h ave enhanced our services to match these, ensuring our guests enjoy themselves and experience the same top-class service they always have while staying safe.

In terms of the wider hospitality sector, I believe that the way we travel has changed and may not return to the way things used to be – but this could be a force for positivity. One major change will be the need to plan carefully when think ing of travelling, whether this be a family staycation or a n overnight trip. Essentially, everything will need to be booked in advance from hotel rooms to restaurant bookings which may take getting used to.

We are likely to see more people travelling within the UK and being tourists in our own countries. We expect to see families and couples staying with us from Bath, Bristol and further afield like Lon don, instead of hopping on a plane. A gain this is something which we are looking at positively, the city of Bath will benefit greatly and we are thrilled that we are able to play our part.

We certainly can’t wait to welcome guests back to a new and improved Apex City of Bath Hotel. As expected there will be changes – a reduced breakfast offering for example – but we will do our utmost to ensure those s taying with us will feel c ompletely comfortable and safe, and we hope they enjoy their well-deserved break. n • apexhotels.co.uk