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In this long-read, our Marketing Services Account Director Ross Molloy takes a detailed look at why communicators – especially those in B2B – should ignore feelings at their peril. Read on for his research-led insights and practical tips at the end on how you can leverage human connection for your organisation. 

“The best thing a company can do is protect its brand. A strong brand is a barrier that protects the business from competition.”  It’s a quote that’s been attributed to investor and philanthropist Warren Buffett; whether he said it or not, it’s one marketing and comms teams should always keep front of mind.  

And never has it been more the case than right now.  

In 2025, companies that recognise their brand is more than just a logo stand to be the big winners. Emotional storytelling is a competitive advantage. By designing communications that evoke joy, trust, nostalgia, humour or belonging, brands can enhance engagement, strengthen recall and, crucially, command premium pricing.  

Forging an emotional connection with audiences is not a new trend, but it has been taken to new heights by Nike with its powerful return to the Super Bowl ad scene earlier this year following a 27-year hiatus.  

In today’s increasingly crowded marketplace, emotion is the key to capturing attention, influencing decisions and fostering loyalty. A brand now must embody personality, values, promises and trust. 

With what was its first commercial for the Super Bowl since 1998, Nike’s return to this strategy with So Win marked a new dawn in brand building and emotional storytelling to a mass live audience. Since the Covid-19 pandemic, Nike has largely relied on direct-to-consumer promotions and digital membership initiatives, but why is this switch, led by CEO, Elliot Hill, important?   

Shifting from short-term gains to sustainable growth  

After heavily investing in e-commerce and tactical sales promotions, Nike experienced a drop in brand value to $29.8 million in 2024 against $31.3 million in 2023. An over-reliance on passive, targeted media, focused on fact-heavy messaging aimed at converting already-interested consumers, contributed significantly to the decline.  

This prompted Nike to choose generating future demand and short-term activation to convert existing demand, rather than choosing one over the other. The shift fuelled Nike’s strategic decision to seize a moment watched by millions, like Super Bowl 59, to reignite its brand mojo. 

Showmanship over salesmanship  

Focusing too much on features and not enough on storytelling can make the brand feel less memorable and harder to relate to. Branding expert and the founder of ‘eatbigfish’ Adam Morgan described this pitfall in “the extraordinary cost of dull” (Warc, 2023) and explained that uninspiring campaigns require excessive media spend to achieve the same impact as an emotionally compelling one.   

Research consultancy System1 echo this in analysis of 1,700 ads across six B2B categories and found that:  

77% of all B2B creative scores 1 out of 5 for creativity; 
Only 0.5% scored 4 or 5; 
And 90% of content was forgotten within 48 hours. 

Content is everywhere and with attention harder to grab now than ever before, brands must be smart about where and when they show their messages. They should aim to show up in the right places, at the right times, when people are most engaged. 

Brands winning with emotion  

And Nike isn’t alone in playing to how people feel. Many brands across different industries and categories are dialling up emotional communications to differentiate themselves and stand out.  

A Town Called Bruce, is a campaign produced by BIG for Serica Energy. Focusing on a close-knit community of over 300 workers and their vital role in national energy security, the film and supporting brand materials use emotional storytelling to spotlight the lives of workers on the Bruce offshore platform, which processes nearly 5% of the UK’s oil and gas production. Designed to humanise the industry and appeal to public empathy and pride, the campaign uses real voices and stories to highlight the risks posed by current government policies to both jobs and domestic energy production. 

McDonald’s Famous Orders taps into nostalgia and personal connection by showcasing the go-to order meals of celebrities, making the brand feel more personalised and culturally relevant.  

Guinness Presents: A Lovely Day considers a world so polarised and divided with an ad that reframes our perspective on difference and promotes the benefit of finding common ground together. That unity starts with raising a glass, together.  

Rory McIlroy’s career grand slam is captured in a long-form social video that re-creates his rollercoaster final Masters round on 13 April when he fulfilled his childhood dream and made history by joining only five other elite golfers who have won the career Grand Slam of all four Majors. The timelapse highlight reel brings you through all the highs and lows, setbacks and near misses, restarts and comebacks on the long 11-year journey to victory since he won his last Major. It’s not just a celebration of athletic excellence: it’s a catalytic sporting moment, one that reignites belief, stirs global admiration, and shows the power of persistence under pressure. A masterclass in storytelling, this video is emotionally led communications in its rawest form – timely, motivational, and unforgettable feeling. 

Currys’ social strategy on TikTok zigs when everyone else zags, using original humour through its in-store staff to stand out in the electronics category. It’s distinctive, meaningful, culturally in sync and, most of all, is delivering impressive results, garnering millions of organic views, enabling the brand to reach a much broader audience on TikTok.      

Emotion is not restricted to the B2C world. In fact, it can be even more strategically important when applied to longer buyer journeys, where trust matters more than features, capabilities and/or price. The “We Bring Companies & Customers Together” campaign by Salesforce highlights the emotional connections between businesses and their clients, reinforcing trust and success rather than just selling CRM software.  

The business case for emotional branding  

Emotion isn’t just about making people feel good – it delivers measurable business results:  

Emotional differentiation drives pricing power whereby consumers display 30x higher willingness to pay more (Think with Google).  
Emotive messaging significantly influences B2B purchasing decisions, with a strong emotional connection accounting for 56% of the final decision (Why difference matters for B2B marketers – Kantar, 2024).  
5.3x higher brand consideration and 12.8x higher purchase intent (Think with Google).  
Emotionally engaging adverts generate 2.4x greater sales impact (ThinkTV).  
B2B buyers are 50% more likely to choose brands they feel connected to (Google & CEB, HBR).  

Measuring the impact of emotional branding  

Traditional metrics such as message delivery and brand linkage fail to capture emotional resonance. Modern measurement tools quantify emotional effectiveness:  

System1 assesses creative effectiveness through emotional impact and brand recognition.  
Nielsen Neuroscience tracks neurological responses to gauge engagement.  
Kantar’s framework evaluates emotional appeal and audience response.  

Takeaways for marketers  

 Deliver short-term targeted tactics aimed at converting already‑interested consumers using factual messaging and special offers.  
Support this with ongoing brand positioning campaigns, reputation management and community engagement to create future demand and lasting value. Invest in distinctive brand assets to trigger emotional connections and make a brand stand-out over time.  
Prioritise high-attention environments and moments where prospective buyers are attuned to what you have to say. Use creativity, multiple channels and mixed formats to maximise memorability.  
Implement a robust measurement system to track emotional engagement and its impact on creative effectiveness and brand performance.  
Maintain creative consistency across campaigns to reinforce brand identity and maximise long-term return on investment.  

In this guest post, Jason Rose, former Head of Media for the Scottish Greens, gives his perspective on how TV appearances and photo ops are affecting the parties’ chances.

It’s a Westminster election so devolved topics should be off limits. Other than lobbying the UK Treasury to spend more (good luck with that), there’s not much a Scottish MP can do about the NHS or schools north of the border. But this is what the public say they care most about, so that’s what the parties want to talk about and what the media end up covering. As the newspaper editor in the Man Who Shot Liberty Valance said, when the legend becomes fact, print the legend.

So while our press and airwaves are filled with discussion of issues that Scottish MPs won’t be doing anything about, what can also help win votes is tone, how you come across. That’s where TV appearances and photo ops come in.

The Tories chose Silverstone for their launch. Metaphors of car crashes abound. Labour occupied a could-be-anywhere corporate building in Manchester, suggesting they are ready for the boardroom. The SNP appear to be pitching John Swinney as an everyman, by meeting and greeting real people, including getting his kilt on and downing steins in Munich with the Tartan Army. Meanwhile, I saw the Greens visiting a distillery where a small glass of something fiery was raised by the small and fiery Patrick Harvie. As for the LibDems, they have doubled down on wacky stunts, in marked contrast to Ed Davey’s incredibly moving and highly personal story used in their party election broadcast. Is the message that he is human? If so, they’ve nailed it. 

My teenage daughter’s perspective is instructive – she’ll be voting at the Holyrood election in less than two years’ time. Her sense is of a contest between Rishi and Keir – that’s the coverage analysed in the school debate club, and that’s the narrative she’s overheard from the radio that is always on in our kitchen. She has found it hard to shake off the sad image of Rishi calling the election while slowly getting soaked, while she has found it hard to form any opinion of bland (her word) Keir.

The most interesting TV moment so far, in my view, has been the SNP’s decision to embrace the middle way on oil and gas. On BBC Question Time, Kate Forbes said oil and gas licences would be climate-compatibility assessed case by case, leading to laughter from the audience, a haranguing from presenter Fiona Bruce, and applause for an audience member who said: “We’re in a crisis in both climate and nature – let’s start talking about it seriously.” 

Kate seemed pleased to be “in the middle” between Labour and the Conservatives, but it’s a muddle that simply pleases no-one. You either believe the scientists and the economists and leave the stuff in the ground while ramping up the alternatives, or you embrace the ‘This is fine’ fire-engulfed cartoon dog meme. It’s hard to imagine Nicola Sturgeon, for example, fronting the current position. It will be interesting to see if the SNP change tack as those with a clearer message press their advantage.

For many of us, this election is simply an appetiser for Holyrood 2026. The scale of Labour’s success this July will be key to any sense of momentum. Even if it’s close, say Labour 25, SNP 24, as the latest Survation MRP poll suggests, that will be enough to start the big ball rolling, with John Swinney as Indiana Jones. Now that would be a photo op.

In a room filled with industry colleagues, investors and policy watchers, the timing of a members-only session in Inverness last week with Chris Stark, Head of the UK’s Mission for Clean Power, could not have been more critical.

Sentiment in the sector has taken a knock, with Ørsted’s recent withdrawal from the Hornsea 4 offshore wind project casting a long shadow over proceedings. The developer said the 2.4 GW project has faced rising supply chain costs, higher interest rates, and increased construction and delivery risks since the Contract for Difference (CfD) award in Allocation Round 6 last September.

Harbour Energy, the UK’s largest oil and gas producer, had also said on the morning of the event that it would cut 250 jobs in Aberdeen, blaming regulation and “punitive” government measures. It is yet another huge blow to the offshore industry.

Conversations before and after the event were laced with concern about market conditions, infrastructure constraints and wavering investor confidence. It’s clear that many in the room felt the weight of growing uncertainty.

But Chris Stark tried to strike a different tone.

Without glossing over the challenges, he acknowledged the difficulties and disappointments, including the impact of US policy shifts on renewables, but made a compelling case for optimism. His message was that the UK is still firmly in the race to become a clean energy superpower, and that Scotland has a pivotal role to play.

What stood out was his emphasis on the “quiet business” of Mission Control: working steadily, building alignment with the Scottish Government, and focusing on the long-term wins. Stark spoke of reaping real economic rewards through power system investment, grid upgrades and port revitalisation. He reminded us that while the critics are growing louder, the most powerful responses are progress and proof.

We were told that Mission Control is not making too many headlines about the successes. But at a time when net zero and the benefits of implementing clean technologies are under attack – that needs to change. It is an opportunity to highlight once-in-a-generation investment in the UK’s energy infrastructure. Real jobs being created. Real emissions being cut. Real value added to communities.

But we can’t rely on government alone. If we want to shift public sentiment, attract investment, and secure a resilient energy future, then as a sector, we need to get on the front foot.

We need to come together – developers, supply chain, government and communities – to make the strongest possible case for renewables. That means clearer communication, more visible leadership and more collaboration. The conversation will no doubt continue in Glasgow this week at the All-Energy conference with delegates set to hear from senior figures from the UK and Scottish Governments as well as industry heavyweights.

Stark insisted that the “secret sauce” in all of this is infrastructure. That means the ports, grid and a stable policy environment. But another vital ingredient is unity. Not just around climate goals, but also energy security, economic opportunity and the role renewables play in delivering both.

A colleague attended a Holyrood celebration of bp’s 60 years in the North Sea and fed back that despite the headwinds facing the sector there was a sense that it has met and overcome many challenges over the years, with one person even saying they were looking forward to the 70th anniversary in another decade.

It shows that even in a global storm, we can be a safe port. But only if we work together to build it.

Richard and other members of the energy team will be attending All Energy 2025. Get in touch to arrange a coffee.

With the clock ticking on climate targets and the net-zero horizon fast approaching, you might expect a cohesive national strategy guiding the UK’s energy transition. Instead, policy proposals, reversals and consultations, are arriving at the feet of the sector, often faster than the sector can absorb them.

For those building or financially backing renewable projects in the UK, the opportunity remains immense, but so does the uncertainty. The transition is no longer a question of ambition, but of execution. How it will be achieved? When will investment align with delivery? And where does the clarity and confidence needed to move at pace come from?

A flurry of reforms or a storm of confusion?

Over the past 12 months, UK energy policy has shifted so rapidly that even the most seasoned analysts are struggling to keep up. On one hand, you have sweeping proposals to reform the Contracts for Difference scheme, offering a more flexible, investor-friendly approach. Measures include longer contract durations and a broader eligibility net, all with the goal of accelerating renewables deployment. A new Planning and Infrastructure Bill promises to streamline approval processes, reducing the friction that has historically slowed large-scale renewables.

And then, on the other hand, the government is exploring zonal electricity pricing, one of the most contentious proposals currently under consideration. If progressed, this fundamental shift would mean different regions of the UK paying different prices based on local supply and demand. While intended to improve market efficiency and better reflect grid constraints, the move is drawing increasing criticism. A recent report from the UK Energy Research Centre warned that zonal pricing could increase consumer bills by up to £3 billion a year until the 2040s, rather than reduce them.1

Industry voices, including trade associations and unions, echo these concerns, warning that such a reform risks disincentivising renewable investment in Scotland, where energy generation is abundant, but demand is comparatively low. For developers and communities already contributing significantly to the UK’s clean energy supply, the message is unsettling: generate more but expect to earn less.

Some, meanwhile, argue that the change could in fact bring broader benefits. Octopus Energy, for example, supports zonal pricing, stating it would make the system more efficient and stop the waste of wind energy. According to their assessment, the best independent analysis shows it could save everyone billions on energy bills annually, foster economic growth, and give places like Scotland some of the cheapest energy bills in Europe.

In a sector where success depends on long-term planning and stability, inconsistency doesn’t just slow progress, it puts it at risk. If the UK is serious about leading the global energy transition, then consistency, not complexity, must guide the way forward.

A call for alignment

The opportunity in front of the UK is extraordinary. Across the country, there is potential to unlock hundreds of billions of pounds in renewable energy investment over the coming decade. But to unlock that scale, we need alignment between governments, departments, policy and practice.

The energy transition cannot be delivered piecemeal. It requires coherence, longevity, and strategic coordination. It means ensuring that taxation and investment policy work hand-in-hand. And it means trusting devolved administrations to deliver on their ambitions with the tools they need.

The verdict?

For all the government fanfare, the UK’s energy transition is starting to feel like a half-finished jigsaw. Pieces are flying in fast with new subsidies here and planning reforms there, but the picture isn’t coming together. The stakes are high, not just for Scotland with its world-class wind potential, but for the entire UK, which must deliver on climate commitments while securing energy resilience and economic renewal.

Right now, developers and investors face a landscape filled with opportunity, but also with caveats, contradictions, and calculated risk. Scotland wants to lead the UK into a greener future, but it can’t do it alone. Until there’s a coherent and coordinated national approach, the clean energy transition will remain a case of two steps forward, one uncertain step back. As the UK prepares to play a leading role in a global net-zero energy system, the single most valuable thing governments can offer is not new money or novel mechanisms, but something far more fundamental: clarity.

With the clock ticking on climate targets and the net-zero horizon fast approaching, you might expect a cohesive national strategy guiding the UK’s energy transition. Instead, policy proposals, reversals and consultations, are arriving at the feet of the sector, often faster than the sector can absorb them.  

For those building or financially backing renewable projects in the UK, the opportunity remains immense, but so does the uncertainty. The transition is no longer a question of ambition, but of execution. How it will be achieved? When will investment align with delivery? And where does the clarity and confidence needed to move at pace come from?  

A flurry of reforms or a storm of confusion? 

Over the past 12 months, UK energy policy has shifted so rapidly that even the most seasoned analysts are struggling to keep up. On one hand, you have sweeping proposals to reform the Contracts for Difference scheme, offering a more flexible, investor-friendly approach. Measures include longer contract durations and a broader eligibility net, all with the goal of accelerating renewables deployment. A new Planning and Infrastructure Bill promises to streamline approval processes, reducing the friction that has historically slowed large-scale renewables. 

And then, on the other hand, the government is exploring zonal electricity pricing, one of the most contentious proposals currently under consideration. If progressed, this fundamental shift would mean different regions of the UK paying different prices based on local supply and demand. While intended to improve market efficiency and better reflect grid constraints, the move is drawing increasing criticism. A recent report from the UK Energy Research Centre warned that zonal pricing could increase consumer bills by up to £3 billion a year until the 2040s, rather than reduce them.¹ 

Industry voices, including trade associations and unions, echo these concerns, warning that such a reform risks disincentivising renewable investment in Scotland, where energy generation is abundant, but demand is comparatively low. For developers and communities already contributing significantly to the UK’s clean energy supply, the message is unsettling: generate more but expect to earn less.  

Some, meanwhile, argue that the change could in fact bring broader benefits. Octopus Energy, for example, supports zonal pricing, stating it would make the system more efficient and stop the waste of wind energy. According to their assessment, the best independent analysis shows it could save everyone billions on energy bills annually, foster economic growth, and give places like Scotland some of the cheapest energy bills in Europe. 

In a sector where success depends on long-term planning and stability, inconsistency doesn’t just slow progress, it puts it at risk. If the UK is serious about leading the global energy transition, then consistency, not complexity, must guide the way forward. 

A call for alignment 

The opportunity in front of the UK is extraordinary. Across the country, there is potential to unlock hundreds of billions of pounds in renewable energy investment over the coming decade. But to unlock that scale, we need alignment between governments, departments, policy and practice. 

The energy transition cannot be delivered piecemeal. It requires coherence, longevity, and strategic coordination. It means ensuring that taxation and investment policy work hand-in-hand. And it means trusting devolved administrations to deliver on their ambitions with the tools they need. 

The verdict?  

For all the government fanfare, the UK’s energy transition is starting to feel like a half-finished jigsaw. Pieces are flying in fast with new subsidies here and planning reforms there, but the picture isn’t coming together. The stakes are high, not just for Scotland with its world-class wind potential, but for the entire UK, which must deliver on climate commitments while securing energy resilience and economic renewal. 

Right now, developers and investors face a landscape filled with opportunity, but also with caveats, contradictions, and calculated risk. Scotland wants to lead the UK into a greener future, but it can’t do it alone. Until there’s a coherent and coordinated national approach, the clean energy transition will remain a case of two steps forward, one uncertain step back. As the UK prepares to play a leading role in a global net-zero energy system, the single most valuable thing governments can offer is not new money or novel mechanisms, but something far more fundamental: clarity. 

In a room filled with industry colleagues, investors and policy watchers, the timing of a members-only session in Inverness last week with Chris Stark, Head of the UK’s Mission for Clean Power, could not have been more critical.

Sentiment in the sector has taken a knock, with Ørsted’s recent withdrawal from the Hornsea 4 offshore wind project casting a long shadow over proceedings. The developer said the 2.4 GW project has faced rising supply chain costs, higher interest rates, and increased construction and delivery risks since the Contract for Difference (CfD) award in Allocation Round 6 last September.

Harbour Energy, the UK’s largest oil and gas producer, had also said on the morning of the event that it would cut 250 jobs in Aberdeen, blaming regulation and “punitive” government measures. It is yet another huge blow to the offshore industry.

Conversations before and after the event were laced with concern about market conditions, infrastructure constraints and wavering investor confidence. It’s clear that many in the room felt the weight of growing uncertainty.

But Chris Stark tried to strike a different tone.

Without glossing over the challenges, he acknowledged the difficulties and disappointments, including the impact of US policy shifts on renewables, but made a compelling case for optimism. His message was that the UK is still firmly in the race to become a clean energy superpower, and that Scotland has a pivotal role to play.

What stood out was his emphasis on the “quiet business” of Mission Control: working steadily, building alignment with the Scottish Government, and focusing on the long-term wins. Stark spoke of reaping real economic rewards through power system investment, grid upgrades and port revitalisation. He reminded us that while the critics are growing louder, the most powerful responses are progress and proof.

We were told that Mission Control is not making too many headlines about the successes. But at a time when net zero and the benefits of implementing clean technologies are under attack – that needs to change. It is an opportunity to highlight once-in-a-generation investment in the UK’s energy infrastructure. Real jobs being created. Real emissions being cut. Real value added to communities.

But we can’t rely on government alone. If we want to shift public sentiment, attract investment, and secure a resilient energy future, then as a sector, we need to get on the front foot.

We need to come together – developers, supply chain, government and communities – to make the strongest possible case for renewables. That means clearer communication, more visible leadership and more collaboration. The conversation will no doubt continue in Glasgow this week at the All-Energy conference with delegates set to hear from senior figures from the UK and Scottish Governments as well as industry heavyweights.

Stark insisted that the “secret sauce” in all of this is infrastructure. That means the ports, grid and a stable policy environment. But another vital ingredient is unity. Not just around climate goals, but also energy security, economic opportunity and the role renewables play in delivering both.

A colleague attended a Holyrood celebration of bp’s 60 years in the North Sea and fed back that despite the headwinds facing the sector there was a sense that it has met and overcome many challenges over the years, with one person even saying they were looking forward to the 70th anniversary in another decade.

It shows that even in a global storm, we can be a safe port. But only if we work together to build it.

Richard and other members of the energy team will be attending All Energy 2025. Get in touch to arrange a coffee.

From Trump’s Signal security leak to Duck Bay Marina’s PR disaster and not forgetting the Heathrow CEO who went to bed when an airport substation was literally on fire, March was quite the month for crisis communications.

Each of these extraordinary events are all significantly different to each other, but what they have in common is that their responses didn’t quite consider the optics. Like many individuals and businesses that find themselves in the spotlight for the wrong reasons, they acted quickly instead of thoughtfully.

Duck Bay Marina’s decision to point the finger at an inexperienced employee for the venue’s unacceptable treatment of a terminally ill baby was at best, misguided, and at worst, deeply distressing for all concerned.

Trump’s dismissal of a group chat security breach as a “glitch” and buck-passing to his national security adviser is beyond incredulity. Trump has long played fast and loose with fact and fiction, but the US President’s attempts to play down the incident and claim Michael Waltz has been unfairly attacked over the matter does nothing to suggest he has learned a lesson.

The case of Thomas Woldbye, CEO of Heathrow, is more complex. The £3.2m-salaried boss was said to have been attending an event in London when the fire broke out last Thursday evening. He rushed to the airport where it is reported its emergency response team formed two ‘gold command’ groups to deal with the crisis, which caused the cancellation of 1,300 flights and left 200,000 passengers stranded worldwide.

One group stayed up through the night and the other – which included Woldbye – went to bed. While the protocols make perfect sense and it is true that nobody makes good decisions when they are tired, the Heathrow chief will forever be known as the CEO who went to sleep – and it’s hard to see how he can restore his reputation after a slew of negative headlines to this effect.

It’s a bit like the former Archbishop of Canterbury Justin Welby notoriously failing to follow up on a damning report into a prolific child abuser associated with the Church of England. Despite initially insisting he would not resign, his inaction ultimately led to his demise.

As much as businesses try their best to prevent problems, mistakes can and do happen. Humans make errors. Technology fails. Circumstances change. So, what should businesses that get into trouble do?

There is no one size fits all solution but considering the worst thing that could possibly happen and what your business would do both to resolve and communicate it is a good start. For companies at risk of becoming involved in serious industrial accidents, this exercise should be conducted regularly and with vigour.

If the worst does happen, and your business must explain itself, then that’s exactly what you should do. It’s better to apologise for your mess, account for how it happened, explain what you are doing to make things better and how you will prevent it from re-occurring rather than hope it will all go away or, even worse, lie. Concealing the truth not only creates an additional issue; it also destroys any chance of regaining trust.

Following these steps doesn’t guarantee that people will forgive and forget. Rebuilding reputation can be a long and painstaking process, but transparency does create certainty which is essential for restoring confidence. In times of crisis, people seek reassurance, not excuses. Acting with integrity – owning up to mistakes, demonstrating accountability, and outlining clear corrective actions – is the only way to rebuild trust.

International Women’s Day is not only a time to celebrate the remarkable achievements of women worldwide but also a moment to reflect on the path ahead and explore new ways to support and empower women and girls.

We spoke to two of our Board Directors, Kat Wallace and Gayle Grant, about the women who have inspired them, the advice they’d give their younger selves and how BIG Partnership is championing gender equality.

Kat

What female has inspired you on your journey to leadership?

There are lots of women I admire, and I tend not to look too far from home. I have a lot of fiercely intelligent and committed friends and family members, including my sister, in roles that demand a lot from them. They continue to inspire me.

If you could use a time machine, what would you say to your younger self on entering this industry?

Ask lots of questions, attend all the events you can, throw yourself wholeheartedly into projects even if they don’t initially excite you. Have the best attitude in the room.

What’s the biggest challenge women face in the workplace today?

Every sector is different and there are so many variables that it’s impossible to pinpoint one challenge.

It is spoken about all the time, but there is often a pressure to work as though you don’t have children and to parent as if you don’t have a job. Couple this with the extortionate cost of childcare and it is little wonder that so many women feel locked out of the workplace.

How is BIG Partnership championing gender equality at work?

It’s important to recognise the contribution that everyone makes, regardless of sex. BIG is a ‘people’ business and we understand that everyone has different ambitions, motivators, and pressures, both inside and outside of work. By supporting people and encouraging them to reach their full potential – whatever that looks like – we can ensure everyone has the same opportunity to do well.

What’s one action everyone can take today to support workplace equality?

Listen to different perspectives and engage in conversations that allow people to express their thoughts, ideas, and concerns. An inclusive approach invites people from different groups to participate, and it’s a win-win – often the best work is delivered this way.

Gayle

What female has inspired you on your journey to leadership?

I’m lucky to have had several strong women to look up to and learn from over the years. I continue to seek out the guidance of colleagues and have developed strong bonds with peers in the energy sector who are a trusted sounding board.

My mum was my original cheerleader and as a middle child with two brothers, she made me believe I could do anything they could do and actively encouraged me to pursue my passions, which led to me leaving home at 17 to study journalism in Edinburgh.

If you could use a time machine, what would you say to your younger self on entering this industry?

Be yourself, not what you think a ‘businessperson’ should be. Seek out mentors. Build your network and have fun along the way.

Now that I spend a lot of time hiring people, I realise that it’s not personal when someone is simply not the best fit at that time and it doesn’t mean they wouldn’t be right at another time or in another role.

In my early career I applied for a job at a newspaper in Cambridge and when I didn’t get an interview, I took it personally. I now realise I should have called and asked for feedback. I made my first move into PR at an agency in Cambridge, so it all worked out in the end.

What’s the biggest challenge women face in the workplace today?

Unconscious bias plays out in several ways. Research has shown that women are less likely to pursue opportunities with a list of requirements if they don’t fulfil every ask, unlike male counterparts who are more likely to go for the opportunity if they meet only a few.

There has been some positive work on inclusive hiring practices to reverse this trend, but it’s a reminder to be mindful of creating the right conditions. Working mums have to navigate career breaks and face the ‘juggle’ pressure and guilt.

We also need to normalise menopause, provide support and show women are relevant at every stage of their career.

How is BIG Partnership championing gender equality at work?

We have a balance at BIG in the boardroom and across our teams but appreciate the same can’t be said across every sector we support.  For us, it’s about creating the space for every person to turn up at work and be themselves and be heard.

What’s one action everyone can take today to support workplace equality?

Active listening is important. Seek out different perspectives and advocate for people so that they can thrive.

At BIG we know that championing gender equality is an ongoing journey – not just a one-day event. We remain committed to creating an inclusive environment where women thrive, voices are heard and opportunities are open to all. Together we can build a future where everyone can succeed regardless of gender.

As the month of International Women’s Day, March is massive for Smart Works Scotland, creating a valuable annual platform to raise awareness of our important work – and secure much-needed funds.

Smart Works Scotland, which has been operating for just over 10 years, provides free high-quality clothing and professional coaching to unemployed women. Many have faced significant challenges in their lives, from long-term unemployment to domestic violence or resettling in a new country.  

Our services, which are free, inclusive and designed to uplift, help women to fulfil their potential, get the job and transform their lives.  

The Smart Works Unemployment Index, based on conversations with more than 4,900 unemployed women across the UK, revealed that the likelihood of women securing work is at its lowest point in three years. 

Respondents applied for an average of 38 jobs before they got work; and more than a quarter applied for at least 50 jobs. Unsurprisingly, their confidence diminishes with every rejection – anyone who has ever been unemployed will know how soul-destroying it can be. We believe that unemployed women deserve better. We’re asking employers to be transparent in their recruitment processes, reimburse travel costs associated with interviews, and above all, be compassionate. 

Last month, we hit the ambitious target we set ourselves three years ago, to support 10,000 women across the UK. We want to do even better in the next three years, but we can’t do it on our own, which is why we’re making March a month of action.  

Over the coming weeks, our Scottish team is taking part in a range of corporate events centred on International Women’s Day to celebrate the contribution women make in the workplace while highlighting the gender inequality that continues to exist. The growing number of requests we are receiving to talk about Smart Works demonstrates increasing awareness of what we’re doing and the valuable contribution we can make in both understanding and overcoming the barriers facing unemployed women.   

We’re also staging our own events to secure the funds we need to provide a helping hand. 

First up is our Step Up for Smart Works challenge, which asks supporters to complete 10,000 steps daily – in honour of our goal of supporting 10,000 women – for the entire month. Using fashion as a force for good, we hosted an IWD Fashion & Fizz evening at Hobbs in Glasgow, where we heard first-hand about the detrimental impact of being unemployed from Victoria, 21, a marketing assistant from Glasgow. With unflinching honesty, Victoria described how her confidence crumbled before she was referred to Smart Works and with the help of the clothing and coaching provided, finally secured a meaningful job.  

We’re hosting our first ever jobs fair, matching employers with women seeking work, and I’m especially looking forward to our special International Women’s Day event with Shepherd and Wedderburn, where we are bringing together a panel of visionary leaders, including Oakminster Care CEO Sunita Poddar, to reflect, inspire and drive change.   

So, make March the month you join with us at Smart Works – clear out your wardrobe, consider volunteering, sponsor our Step Up team, host a fundraising event, become a corporate partner – and help us to support women into work and wellbeing. 

By Charlene Sweeney, media relations director, BIG Partnership and trustee, Smart Works Scotland. 

A new poll has revealed that support for oil and gas production in Scotland is far more widespread and less polarised than commonly perceived, calling into question the approach being taken by the current UK and Scottish Governments

The public opinion research, carried out by Opinion Matters for the advisory firm BIG Partnership suggests that public opposition to oil and gas is vastly overstated, with over 80% of respondents favouring continued oil and gas production—either alongside renewable energy or as part of a broader energy mix.

The poll of 1,000 Scottish respondents comes as Scottish Labour’s annual conference in Glasgow drew to a close, with the party looking to solidify its position ahead of the next Holyrood election in 2026.  

The poll found that 42% of respondents support Scotland continuing to produce its own oil and gas while growing renewable energy, while another 27% back a mix of oil, gas, and renewables indefinitely.

The results demonstrate a clear public preference for a balanced approach, with oil and gas continuing to play a significant role in Scotland’s energy landscape. This sentiment holds true across a range of age groups, genders, and geographical regions—debunking the assumption that opposition to oil and gas is concentrated among younger voters or in specific areas of Scotland.

The poll may also serve as a wake-up call to both Labour and the SNP, whose energy policies have created tension with North Sea oil and gas producers as they push for a greener future. Labour, in particular, risks alienating a significant chunk of the electorate with its aggressive stance on oil and gas, deepening the divide between Westminster’s policies and Scottish public opinion. This disconnect could cost the party ground to both the Conservatives and Reform UK, who have tapped into populist energy policies that resonate more with voters.

While support for renewable energy remains strong, voters are increasingly calling for a balanced energy mix that delivers lower prices and reliable service. For the SNP, the continued opposition to oil and gas production, despite widespread support for the sector, risks eroding their credibility among voters who see the industry as central to Scotland’s energy security and economic stability.

Key Findings:

68.7% of Scots favour the continued production of oil and gas in some form, whether alongside renewable energy (41.5%) or as part of a long-term mix (27.2%).
Only 6.6% support an immediate end to oil and gas production, while 5.4% chose none of the provided options.
Support for oil and gas production remains remarkably consistent across gender, age, and geography, including urban and rural areas alike.

Allan Barr, chief executive at BIG Partnership, said: “These poll results are a stark reminder to political leaders that public opinion on oil and gas is nowhere near as polarised as has been portrayed. Labour’s current stance on oil and gas risks further dividing the party from the overwhelming majority of Scottish voters, who continue to see the sector as absolutely vital to the country’s economic and energy future. Similarly, the SNP’s opposition to oil and gas production puts it at odds with the views of the electorate, leaving a significant political gap that could be exploited by other parties. 

“It should be clear to all parties that future decisions on energy policy must align with public sentiment, recognising that oil and gas remains the backbone of Scotland’s energy security, economic prosperity, and thousands of skilled jobs. Any policy that undermines the sector risks catastrophic consequences for the country’s future.

The results follow polling results by Opinion Matters for BIG Partnership – revealed in The Sunday Times, that Scottish voters see UK Labour leader Keir Starmer as a bigger influence on their voting decision that Scottish leader Anas Sarwar. When asked who had the greater impact on their vote, 30% of respondents named Starmer, while 13% said Sarwar. 

Survey Results 

‘Which, if any, of the following best represents your view?’   

Fieldwork carried out 14.02.2025 – 18.02.2025.