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Mining sector keeps local shares from sinking into red

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Mining sector keeps local shares from sinking into red

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Newcastle carbon reduction company SmartCarbon bought in private equity deal

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The deal for the Gosforth company aims to support its growth and help develop its technology

Anna-Lisa Mills and Lee Jackson, from CarbonSmart

Anna-Lisa Mills and Lee Jackson, from CarbonSmart(Image: CarbonSmart)

Newcastle-based carbon reporting and reduction specialist SmartCarbon has been acquired by private equity firm TVI Group in a deal that aims to support the company’s growth.

The Gosforth firm, which was founded in 2016, has grown from a specialist carbon reporting platform working with several businesses in the North East into a national organisation serving both public and private sector organisations. Clients include such as Greggs, Durham University, Thirteen Group and UCL Hospitals London.

As well as helping organisations to measure and reduce carbon emissions, it has a partnership with Northumbria University to deliver carbon footprint training and other course for organisations working towards long-term carbon reduction.

The new investment from Berkshire-based TVI Group will support the development of SmartCarbon’s carbon calculator and reporting platform, integrating automation and AI capabilities that area designed to reduce the administrative burden associated with carbon accounting.

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SmartCarbon managing director Lee Jackson, said: “We’re delighted by the TVI acquisition as this brings not only great experience in technological innovation but also a shared commitment to Smart Carbon’s longstanding values and purpose of driving progress in driving carbon reduction in business. Through this new investment, SmartCarbon will be able to execute plans for the development of our carbon accounting platform, enhance our customer experience and, fundamentally, make it easier for businesses to build emissions reporting and carbon reduction planning into their operations.

“Crucially, SmartCarbon will continue to deliver a combination of technology and environmental expertise. Our highly qualified consultancy team remains committed to providing the practical and insightful support that our clients have relied on over the years.”

The company’s founder and principal consultant, Anna-Lisa Mills, will remain with the business within its consultancy team. She said: “When SmartCarbon was founded, the ambition was to give organisations the tools and the knowledge needed to take genuine action on carbon emissions. I’m incredibly proud of how far the business has come since 2016 and I’m excited to remain part of SmartCarbon’s journey as we build on those foundations as a TVI Group business.”

The deal sees Ian Whittaker join SmartCarbon as chairman. He has more than 20 years of sales, marketing and general management experience in the UK and Europe with IT company Hewlett Packard and, as a CEO and board member of a start-up software technology business that listed on the London Stock Exchange and was subsequently sold in 2024.

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He said: “I am excited and delighted to join the SmartCarbon team and look forward to building and growing further the fantastic business the team have established.”

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At Close of Business podcast September 23 2026

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At Close of Business podcast September 23 2026

Tom Zaunmayr speaks to Justin Fris about how WA’s small business sector is navigating a series of challenges. 

Plus: City council sacks CEO Michelle Reynolds; ACCC blocks IAG-RAC deal, again; $130m Scarborough project approved. 

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How Workplace Grime Quietly Drains Billions From Business Bottom Lines

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How Workplace Grime Quietly Drains Billions From Business Bottom Lines

Almost none will mention the item that research suggests is silently taxing their payroll every single day — the physical cleanliness of their workplace.

The numbers are not small. As a company that cleans commercial spaces across one of the most competitive business environments on earth, we at Green Hands Cleaning Services Corp in New York City have watched businesses treat cleaning as a grudge purchase — the first line item cut when budgets tighten. The research says that instinct is spectacularly expensive. Here’s the evidence, and why the humble cleaning contract may be one of the most underrated productivity investments in business.

Your Desk Has 400 Times More Bacteria Than a Toilet Seat

Let’s start with the finding that made headlines around the world and still shocks every executive who hears it. Research led by Dr. Charles Gerba, a microbiologist at the University of Arizona, found that the average office desk harbours roughly 400 times more bacteria than the average toilet seat — around 10 million bacteria on a typical work surface.

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The reason is behavioural, not mysterious. Toilets get disinfected regularly because they’re perceived as dirty. Desks don’t, because they’re perceived as clean. Meanwhile, Gerba’s research found that the areas where employees rest their hands and eat lunch are bacterial hotspots: the average office phone carried around 25,000 bacteria per square inch, keyboards roughly 3,300, and computer mice about 1,600. The office kitchen fared even worse — communal sponges, fridge handles, and coffee pot handles ranked among the most contaminated objects in the entire building.

And contamination doesn’t stay put. A University of Arizona tracer study placed a harmless virus surrogate on a single office door handle at the start of a workday. Within four hours, the virus was detectable on more than half of all commonly touched surfaces in the office — and on the hands of roughly half the employees. One handle. Four hours. Half the workforce.

Now consider that 80% of common infections are transmitted by touch, according to widely cited public health research, and the business implications start coming into focus.

The £14 Billion Question: Sickness Absence Is a Cleanliness Problem

For UK readers, the macro numbers are sobering. The Office for National Statistics reported that UK workers lost approximately 185.6 million working days to sickness absence in 2022 — the highest on record — with minor illnesses such as coughs and colds consistently the single largest cause. Estimates of the total cost of sickness absence to the UK economy run into the tens of billions of pounds annually, and that’s before counting presenteeism: employees who turn up ill and work at a fraction of capacity, which research by Deloitte and others suggests costs employers considerably more than absence itself.

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Here’s where cleaning stops being janitorial and starts being financial. A frequently cited workplace hygiene study found that implementing a targeted disinfection programme for high-touch office surfaces reduced surface contamination dramatically — and related research on workplace hygiene interventions has associated proper cleaning protocols with reductions in employee absenteeism of up to 30–40% for illness-related absence. When flu season alone costs businesses billions in lost output, a professional cleaning regime targeting phones, keyboards, door handles, and kitchen surfaces isn’t overhead. It’s insurance with a measurable payout.

The pandemic taught every business this lesson at gunpoint. The follow-up lesson — that the economics of workplace hygiene were compelling before COVID and remain compelling after it — has been forgotten remarkably quickly. It’s a core reason demand for structured commercial programmes like https://www.greenhandscleaningservices.com/services/office-cleaning-new-york-city has remained well above pre-2020 levels even as pandemic-era anxiety has faded: the firms that measured the absence data kept the contracts.

Clean Workplaces Don’t Just Prevent Sickness — They Manufacture Productivity

The second body of evidence is, if anything, more commercially interesting than the first: cleanliness doesn’t merely stop losses. It actively improves output.

The clutter tax on cognition. Princeton University neuroscientists demonstrated in The Journal of Neuroscience that visual clutter competes for the brain’s processing capacity, measurably degrading focus and performance. Your employees’ brains are running background processes on every stack of paper and dusty surface in their field of vision.

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The air they breathe is a performance variable. A landmark Harvard T.H. Chan School of Public Health study (the COGfx study) found that workers in well-ventilated offices with low levels of indoor pollutants showed cognitive scores 61% higher than in conventional office conditions — rising to 101% higher in optimised environments. Dust-laden carpets, clogged vents, and grimy surfaces are direct contributors to the indoor air quality problem, and the US EPA estimates indoor air is typically two to five times more polluted than outdoor air. Given that office workers spend roughly 90% of their time indoors, the air inside your office is arguably a line on your P&L.

Employees notice — and judge. A survey by Staples found that 94% of workers reported feeling more productive in a clean workspace, and 77% said they produce higher quality work in a cleaner environment. Separate research found a majority of employees judge their employer by the state of the workplace — with dirty toilets and grubby kitchens repeatedly cited in surveys as factors that damage morale and even influence decisions to stay or leave. In a tight labour market, that’s a retention issue wearing a mop’s disguise.

Clients judge faster than employees do. Multiple commercial surveys have found that around 95% of customers say exterior and interior cleanliness influences their perception of a business, and a significant share say they would not return to a business with dirty facilities — with unclean toilets being the most cited deal-breaker. First impressions form in seconds; grime forms them for you.

The Hybrid-Work Trap: Why Offices Are Getting Dirtier, Not Cleaner

Here’s a counterintuitive development from the post-pandemic workplace that business owners should understand: hybrid working has made office hygiene worse, not better.

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The logic seems backwards — fewer people should mean less mess. But three forces work in the opposite direction:

  1. Hot-desking multiplies exposure. When desks were assigned, each keyboard hosted one person’s microbes. Desk-sharing means every surface is now a rotating exchange point for the whole workforce. Studies of shared-desk environments have found significantly higher contamination on hot desks than on assigned ones.
  2. Cleaning contracts were cut to match headcount, not usage. Many firms reduced cleaning frequency proportionally to attendance — but a desk used by three different people across a week needs more attention than one used by a single occupant, not less.
  3. Intermittent occupancy creates its own problems. Water sitting in unused taps and appliances, dust accumulating in low-traffic zones, and kitchens used heavily on peak days but cleaned on schedules designed for even usage.

The businesses handling this well have shifted from fixed-schedule cleaning to usage-based programmes — deeper cleans aligned to peak occupancy days, disinfection of shared workstations between users, and periodic intensive cleans that reset the whole environment. It’s the model behind flexible offerings such as Green Hands’ custom cleaning plans, and it’s rapidly becoming the standard sophisticated tenants demand rather than a premium option.

What New York’s Hyper-Competitive Market Teaches Every Business

Operating in New York City is a stress test for any theory about commercial cleanliness, and a few lessons from our market translate directly to businesses anywhere — London, Manchester, or Leeds:

Lesson 1: The businesses that measure it, keep it. Our longest-standing commercial clients are the ones who tracked something — sick days, client feedback, Glassdoor mentions of the office environment — before and after establishing a proper cleaning programme. Cleaning survives budget reviews when it has a KPI attached. When it’s a vague “facilities” line, it gets cut, and the costs reappear elsewhere, unlabelled.

Lesson 2: Frequency beats intensity. A monthly blitz clean is far less effective than lighter, more frequent attention to high-touch points. Microbial recolonisation of surfaces happens within hours, not weeks. The University of Arizona door-handle study proved contamination spreads building-wide in half a working day — your cleaning cadence needs to respect that timeline.

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Lesson 3: The kitchen and the toilets are your brand. Employees forgive a scuffed floor. Surveys show they do not forgive a dirty kitchen or washroom — and neither do visiting clients. If budget forces prioritisation, prioritise where humans eat and where they’d rather not think about.

Lesson 4: Deep cleans are infrastructure, not indulgence. Carpets, vents, blinds, upholstery, and the zones behind and beneath furniture are where the Harvard air-quality findings live. Quarterly or biannual deep cleaning — the kind detailed at https://www.greenhandscleaningservices.com/services/deep-cleaning-service-new-york-city — is what keeps the daily cleaning meaningful, in the same way servicing a boiler keeps the radiators worth bleeding.

Lesson 5: Insurance and vetting are non-negotiable. Whoever cleans your premises has out-of-hours access to your offices, your equipment, and potentially your data environment. Insured, bonded, background-checked teams aren’t a luxury tier — they’re baseline commercial risk management.

Running the Numbers for Your Own Business

Sceptical? Good — run your own maths. Here’s the back-of-envelope model we suggest to every commercial prospect:

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  • Take your average fully-loaded daily cost per employee (salary, NI/benefits, overheads).
  • Multiply by your annual sick days per employee (UK average: roughly 5.7 days per worker, per ONS).
  • Assume a professional hygiene programme trims illness-related absence by a conservative 20% (well below the reductions reported in workplace hygiene studies).
  • Add a modest 2–5% productivity uplift from the environment effects documented by Harvard, Princeton, and the Staples survey data.

For a 30-person business with a £45,000 average fully-loaded cost, even the conservative version of that calculation typically lands between £25,000 and £60,000 in annual recovered value — against a cleaning programme costing a fraction of that. The ROI conversation ends quickly.

Then add the unquantifiables: the client who noticed the immaculate meeting room, the candidate who accepted the offer partly because the office “felt looked after,” the review that mentioned your premises. Cleanliness compounds.

The Bottom Line

Business leaders spend fortunes on productivity software, engagement consultants, and wellbeing programmes — while the physical environment their people inhabit eight hours a day carries 10 million bacteria per desk, air that measurably dulls cognition, and clutter that taxes every brain in the building.

The research verdict is unambiguous: workplace cleanliness is not a facilities expense. It is a performance input with one of the clearest, most measurable returns available to any business — a rare investment that simultaneously cuts costs (absence), raises output (productivity), protects revenue (client perception), and supports retention (morale).

The dirtiest secret in business isn’t hiding in the accounts. It’s sitting on the desk.

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About Green Hands Cleaning Services Corp

Green Hands Cleaning Services Corp is a professional commercial and residential cleaning company headquartered in East Elmhurst, Queens, serving businesses and homes throughout New York City, including Manhattan, Brooklyn, and Queens. The company provides office cleaning, commercial cleaning, janitorial services, disinfection services, and deep cleaning for workplaces of every size, alongside a full range of residential services including apartment cleaning, move-in/move-out cleaning, and recurring maid service. Fully insured and bonded, with vetted professional teams, custom cleaning plans, transparent pricing, and flexible scheduling — including same-day and after-hours service — Green Hands partners with businesses that understand a clean workplace is a competitive advantage, not a cost centre.

Green Hands Cleaning Services Corp
22-16 79th St, East Elmhurst, NY 11370, United States greenhandscleaningservices.com
+1 212-812-9418

 

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Don't Sell This Nasdaq Rally

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Don't Sell This Nasdaq Rally

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Cineplex explores strategic alternatives as new CEO Bill Walker takes the helm

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Cineplex explores strategic alternatives as new CEO Bill Walker takes the helm

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Intel Stock: The Future Has Arguably Never Looked This Bright (NASDAQ:INTC)

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Intel: Getting Better, But Not Quite There Yet

This article was written by

JR Research is an opportunistic investor. I was recognized by TipRanks as a Top Analyst, and also by Seeking Alpha as a “Top Analyst To Follow” for Technology, Software, and Internet, as well as for Growth and GARP. I identify attractive risk/reward opportunities supported by robust price action to potentially generate alpha well above the S&P 500. My picks have consistently demonstrated market outperformance over time. My approach combines timely and sharp price action analysis with fundamentals as my foundation. I also tend to avoid overhyped and overvalued stocks while capitalizing on battered stocks with significant upside recovery possibilities. I run the investing group Ultimate Growth Investing which specializes in identifying high-potential opportunities across various sectors. My main ideas revolve around stocks with strong growth potential, and also well-beaten contrarian plays. I designed the group for investors seeking to capitalize on growth stocks with solid fundamentals, robust buying momentum, and appealing turnaround plays to generate alpha consistently. Learn more

Analyst’s Disclosure: I/we have a beneficial long position in the shares of META, AMZN, TSM either through stock ownership, options, or other derivatives. I wrote this article myself, and it expresses my own opinions. I am not receiving compensation for it (other than from Seeking Alpha). I have no business relationship with any company whose stock is mentioned in this article.

Seeking Alpha’s Disclosure: Past performance is no guarantee of future results. No recommendation or advice is being given as to whether any investment is suitable for a particular investor. Any views or opinions expressed above may not reflect those of Seeking Alpha as a whole. Seeking Alpha is not a licensed securities dealer, broker or US investment adviser or investment bank. Our analysts are third party authors that include both professional investors and individual investors who may not be licensed or certified by any institute or regulatory body.

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Renishaw plc (RNSHF) Q4 2026 Earnings Call Transcript

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OneWater Marine Inc. (ONEW) Q1 2026 Earnings Call Transcript

William Lee
CEO & Director

Right. I have the thumbs up from the back. So, we’re good to go. So, welcome, everyone, to our full year results presentation for 2026. I am going to go through on strategy and outlook after John, our Chief Financial Officer, has given an update on the financial results for the year. Clearly, it’s been an excellent year for us. And I just wanted to go through some of the highlights though, before handing over to John. So great progress, revenue and profit growth in all areas. Now clearly, the headline driver and star there has been the investment triggered by AI going into semicon investment.

For me, most pleasing though is the progress that we’ve made in our portfolio of emerging businesses, and we’ll touch more on that later. We remain very well positioned in a range of attractive markets. And I really think we’re making the most of that opportunity with our innovation-led strategy, important new products that we’ve released that are really going well and more coming through. And again, I will touch more on this later.

We are investing. We have been investing in capacity. This is targeted to meet the needs and the demands that we are seeing. We are doing this very cognizant of the fact that we operate in cyclical industries, particularly that semiconductor one, of making sure that we invest in

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Customer Service Outsourcing Options for UK Ecommerce Brands, Compared

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Customer Service Outsourcing Options for UK Ecommerce Brands, Compared

This comparison looks at three ways to add external support. A brand can use a dedicated outsourced provider, keep an internal team and add external overflow, or work with freelancers and platform-based agents. Channel coverage, language needs, peak capacity and the amount of control kept in-house separate the three models.

Which support model covers the channels you need

A brand selling across several markets and receiving queries outside UK office hours may need several channels covered by the same support operation. When the requirement includes 24/7 multilingual support across phone, email, live chat and WhatsApp, outsourced customer service for ecommerce brands offers one way to place those channels with a managed external team.

With a dedicated provider, several channels can sit within one managed operation, but the scope and handover rules still need to be clear. A hybrid model keeps more knowledge inside the business, but the external team needs access to the same channels if customers are to receive consistent support. Freelancers suit smaller volumes, though coordination becomes harder once several people, tools and time zones are involved.

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Language needs change the trade-offs

International growth adds another layer. A German-speaking customer with a delivery problem needs more than a translated template, especially when the query involves a return, payment or account issue.

For ecommerce teams reviewing customer service outsourcing companies UK brands can work with, language depth matters as much as the number of languages advertised. Dedicated providers with multilingual delivery can recruit and manage teams across several markets. Hybrid arrangements let the internal team retain its strongest markets while an external team covers others. Freelance support gives a brand access to individual language skills, but holiday cover, training and handovers remain the brand’s responsibility.

Peak demand exposes capacity gaps

Seasonal ecommerce can change the workload quickly. Online retail activity can move noticeably around promotional periods, while a product launch or delivery disruption can add more customer queries before an internal team has time to recruit and train extra people.

Dedicated outsourcing suits planned peaks when the provider has enough capacity available for agreed increases in volume. A hybrid model gives the business a permanent internal base with extra cover when demand rises, though handover rules need to be clear. Freelancers offer more freedom at lower volumes, but adding several people quickly creates more recruitment, access management and training for the brand.

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Brand fit depends on how much control you keep

Ecommerce customer service outsourcing also changes who trains the people speaking to customers. In a fully managed dedicated arrangement, the provider handles initial training, coaching and service checks. Effective agent training still needs clear product knowledge and communication standards. The brand also needs to define its tone of voice and escalation rules.

A hybrid model keeps more day-to-day knowledge inside the company, which can help with unusual product or fulfilment issues. The external team still needs the same updates. With freelancers, the brand keeps direct control over each agent but also owns most of the training and checking, which becomes more demanding as the team grows.

Which model fits the next stage of growth

Dedicated outsourcing tends to fit brands with steady or rising contact volumes, several support channels, longer service hours or customers using more than one language. A hybrid model suits businesses that want the internal team to remain central but need extra cover for evenings, weekends or busy trading periods. Freelance support can make sense at lower volumes when the brand has enough time to manage training and coverage directly.

The right choice depends on where the pressure sits. Language requirements, channel coverage, seasonal demand and the amount of day-to-day management the business wants to keep in-house give buyers a practical basis for deciding which of the three models fits their operation.

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Subsea equipment make Royal IHC upbeat about prospects as it grows workforce

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Bosses at the North East-based arm of the international engineering group said they expect to see more orders this year

Royal IHC says restructuring efforts have paid off.

The Hi-Traq Jetter cable trenching vehicle built by Royal IHC.(Image: Royal IHC)

Offshore engineering specialist Royal IHC says geopolitical instability, energy security concerns and a trend towards lower carbon alternatives are fuelling opportunities for its operations in the North.

The UK arm of Dutch shipbuilding and subsea group, which operates from Newcastle offices and a Port of Blyth base, is upbeat about its key oil and gas, offshore renewables, and telecommunications markets. New accounts for the 118-strong business show turnover was broadly flat in 2025 at £20.3m but with a return to operating profit of £8.6m, following the previous year’s £79,000 loss.

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Gross profit at the maker of pipe and cable lay equipment, among other products, was £1.4m, compared to £5.4m in 2024. Last year’s figure included a £5.15m write down of stock, without which gross margin would have been £6.5m, 32%.

During the year, Royal IHC workers supported several offshore energy projects including helping clients with installation and commissioning two pipelaying vessels. They also delivered upgrades, servicing and spare parts for existing offshore sites.

Bosses said demand for fibre optic cables in the offshore telecommunications market grew, driven by demand for high speed global connectivity and also a growing sense of vulnerability with protection and resilience becoming more important. The North East base secured work on the design and building of two new cable laying vessels that will be equipped with the firm’s laying and burial systems, along with jetting ploughs, launch and recovery systems.

There was also the sale of a four-tracked trencher vehicle, the building of new tensioners which are used to lay and pick up subsea power cables that connect wind turbines and send energy between countries, and the commissioning of a modular cable lay spread which is designed to speed up the installation and repair of offshore wind cables.

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Equipment rentals also boosted the results with the firm investing in construction of two new 15-tonne tensioners. That will add to Royal IHC’s fleet, which will also be upgraded to run on bio-oil in a bid to become more sustainable.

A spokesperson for the firm said: “Royal IHC Limited has delivered a strong performance in 2025, reflecting a period of positive transformation and high-level growth for the business. This progress is supported by a robust pipeline of confirmed orders, with the business well placed to respond to significant opportunities across its core markets.

“In the past 12 months, Royal IHC Limited has expanded its workforce with 31 new recruits across all areas of the business. The company plans to increase personnel further over the coming year to support the delivery of upcoming projects and future orders.

“Royal IHC Limited remains committed to investing in local talent across its North East facilities and supporting early-careers development through its graduate and apprenticeship programmes.”

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John Hancock Income Fund Q2 2026 Commentary (Mutual Fund:JSTIX)

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Northern Small Cap Index Fund Q1 2026 Commentary (Mutual Fund:NSIDX)

A company of Manulife Investment Management, John Hancock Investment Management serves investors through a unique multimanager approach, complementing our extensive in-house capabilities with an unrivaled network of specialized asset managers, backed by some of the most rigorous investment oversight in the industry. The result is a diverse lineup of time-tested investments from a premier asset manager with a heritage of financial stewardship. Note: This account is not managed or monitored by John Hancock Investment Management, and any messages sent via Seeking Alpha will not receive a response. For inquiries or communication, please use John Hancock Investment Management’s official channels.

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