A leading Dorset funeral group that invested heavily in two of its branches has seen its team grow to meet increasing demand from the communities it serves. Douch Family Funeral Directors has expanded the team at its two Lesley Shand branches in Corfe Mullen and Blandford. The Corfe Mullen branch was completely rebuilt in 2018 and the Blandford branch opened in 2015. Both have ceremony rooms available to local families and community groups. Emma Byron, who manages both branches, said: “We are really proud of what the Lesley Shand team has become. Five people working across two branches, supporting each other and the wider Douch Family when needed." "Our ceremony rooms are there for families arranging services but also for the wider community to use. Being rooted in these towns matters to us and we work hard to reflect that." “Our community outreach is important to us and being a long-standing family business means we really understand the communities we work in.” Nick Douch, managing director of Douch Family Funeral Directors, said: “The investment in both Lesley Shand branches has been worthwhile and it’s great to see the team grow in response to that. Being a family business we look ahead for generations, and our philosophy is one of service, transparency and doing right by the communities we serve.” Douch Family Funeral Directors operates seven branches across Dorset and offers a multi award-winning funeral plan. Photo: (l-r) Peter Short, Danielle Beechey, Emma Byron, Natalie Lanham Leanne Admini, Douch Family Funeral Directors have been helping families with funeral arrangements for over 100 years. Branches include Douch & Small, A E Jolliffe & Son, Albert Marsh, James Smith, Ives & Shand and Lesley Shand Funeral Service. They’re based in Wimborne, Ferndown, Wareham, Poole, Swanage, Blandford and Corfe Mullen.

A West Lothian award-winning gelato business is growing from strength to strength with support from Business Gateway, as it expands its offering and launches a first-of-its-kind 'churn at home' gelato kit. Villaggio Gelato, founded by Marguerite Spina, is a family-run gelato shop at the heart of Winchburgh Marina. Drawing on her Italian heritage and a commitment to quality ingredients, Marguerite produces small-batch gelato using traditional Italian machinery from her colourful beach hut, offering a variety of flavours to locals and visitors, while also supplying events and online orders. Since launching in 2022, Villaggio Gelato has sold over 15,000 cones and 1,000 tubs across its store and events, including weddings, farmers markets and corporate partnerships, with this growth also enabling the creation of two local jobs. Marguerite began Villaggio Gelato from her home, inspired by a long‑standing ambition to run a creative, family‑focused business that she felt truly passionate about. She trained at the University of Gelato and was mentored by Edinburgh ice cream specialist Joseph Boni, to develop her own signature recipe. What began as small sales to friends and neighbours soon gathered pace, with word spreading and customers travelling from across the central belt to try her handmade gelato. This early success gave Marguerite the confidence to open her first permanent premises at Winchburgh Marina, where Marguerite's ambition is to create not only an outstanding product, but a feeling where visitors can connect and be part of a community. In response to growing customer demand, Villaggio Gelato has recently launched a unique ‘churn at home’ gelato kit, allowing customers to create gelato at home. Initially inspired by a request from her brother who lived in London, the idea has evolved into a distinctive new product. The kit offers a simple way to make high-quality gelato, enabling customers to enjoy the taste of Villaggio Gelato wherever they are. Business Gateway adviser Tahrir Waswas provided one-to-one support from the outset, helping Marguerite develop her business as it expanded into retail premises and beyond. With guidance on premises and access to funding opportunities, Marguerite successfully secured a Digital Development Grant and a Trade Development Grant, part-funded by the UK Shared Prosperity Fund. The funding enabled her to invest in a professional website and attend a trade show, helping her build industry knowledge, expand her network and raise the profile of the business. Alongside this, Marguerite received ongoing support including advice on marketing, strategic planning and access to workshops and events. She completed the West Lothian Women in Entrepreneurship Programme, a four-week initiative delivered by Invest in West Lothian and Business Gateway, which provided valuable skills development and the opportunity to connect with other local businesswomen. Marguerite’s gelato has already gained industry recognition, with the business awarded five bronze medals across different flavours at the Royal Highland Show Dairy Championship Awards, highlighting the quality and consistency of her products. Marguerite Spina, owner of Villaggio Gelato, said: “Opening the beach hut was a defining moment for the business, and having Business Gateway’s support gave me the confidence to take that step and think bigger about what Villaggio Gelato could become." “Being guided towards funding opportunities came at exactly the right time. It allowed me to invest in the business, reach new customers and keep building momentum with fresh ideas." “The ‘churn at home’ gelato kit has been a really exciting step, inspired by customer demand, and it’s been rewarding to create a unique product that allows people to enjoy our gelato in a new way, wherever they are.” Tahrir Waswas, Business Gateway adviser, said: “Marguerite has shown real ambition in developing Villaggio Gelato into a business that continues to evolve and innovate. From establishing a strong retail presence to expanding into new product areas, her passion and commitment to growth has been clear throughout." “Our role has been to support that journey with practical guidance, helping with planning, premises and access to funding, while also connecting her with relevant programmes and opportunities. It’s great to see the business thriving and gaining recognition, and we look forward to continuing to support Marguerite as she builds on this success.” To find out more about how Business Gateway can help your business, visit here.

Allied Mobility, the UK’s leading wheelchair accessible vehicle manufacturer, has been announced as the Official Accessibility Partner for Glasgow 2026 Commonwealth Games and an Official Partner for Team Scotland, reinforcing the Games’ commitment to inclusivity. Allied Mobility will provide a fleet of their wheelchair accessible vehicles (WAVs) for competing Para athletes when the Games return to the city from 23 July to 2 August, hosting 10 days of electric sporting events and the largest Para sport programme in Games history. The Games will unfold across an eight-mile corridor, staged within four iconic venues where Allied Mobility will also support with funding for dedicated signage to highlight accessible routes to spectator areas. Alongside Allied Mobility’s Official Accessibility Partnership, sister company Mobility Solutions will also be providing a range of wheelchairs and electric scooters for public use at the Games. Both are part of Glasgow-based employer, Allied Vehicles Group, which employs over 800 staff in the city and across Britian and Europe. The partnership was announced at one of the Games’ venues, Scotstoun Stadium, with Allied Chairman, Gerry Facenna and Managing Director Peter Facenna, as well as, Jade Gallagher, Chief Operating Officer at Glasgow 2026 who met Commonwealth silver medallist Sean Frame who is set to compete for Team Scotland in the T54 1500m. Para Athlete, Sean Frame commented on the partnership: "Allied Mobility being involved in the Games and supporting disabled athletes is absolutely amazing and it will be invaluable to the athletes selected to compete. It will make it so much easier and less stressful not having to worry about transferring out of our day chairs as we have to do in normal cars. It will also make it a more relaxing and enjoyable experience when travelling to different venues during the games." "These are my second games representing Scotland and I am very excited and very proud to get to compete in my home city of Glasgow." Jade Gallagher, Chief Operating Officer, added: “Accessibility is central to our venue planning for Glasgow 2026. We're hosting the largest Para sport programme in the history of the Commonwealth Games and we need our operations to match that ambition." “Para athletes and visitors across Glasgow will benefit from Allied Mobility’s partnership and expertise in accessibility, helping in part to make the Games inclusive.” Gerry Facenna added: “As a wheelchair accessible vehicle manufacturer that has been helping to support the independence of people with disabilities for over three decades, we’re extending our commitment to providing accessible travel at this year’s Games, ensuring Para athletes and Commonwealth Teams can travel comfortably, confidently and with ease to competition venues." “It’s also important that businesses like ours support Glasgow to host fantastic events like this in our great city.” Tickets for Glasgow 2026 are on sale now via here.

International logistics service provider Gebrüder Weiss has appointed a new Managing Director for its Land Transport & Logistics Germany business unit. Effective July 1, 2026, Goran Susak will assume the position. In his new role, Susak will be responsible for the strategic and operational development of the company’s German land transport and logistics activities. Key priorities include the stabilization and further development of the organization as well as expanding integrated logistics solutions. A logistics expert with over 25 years of experience in the logistics industry, he most recently held a management position at Kuehne+Nagel, leading several regions with full responsibility for financial results. His scope of responsibility included road freight and contract logistics as well as sea and air freight. Prior to that, he held various leadership roles in sales and contract logistics. He began his career at Dachser. He graduated from the German Academy for Foreign Trade and Logistics (DAV) with a degree in business and transport management, focusing on management. Throughout his career, he has received numerous awards for achievements in sales and contract logistics and has an excellent professional network, particularly in Germany. Goran Susak said: “Gebrüder Weiss stands for reliability, entrepreneurial thinking, and a very clear commitment to quality. I look forward to taking responsibility for the land transport and logistics business in Germany and to advancing it sustainably together with the team in a challenging market environment." Jürgen Bauer, Member of the Management Board at Gebrüder Weiss, adds: “With Goran Susak, we are gaining an experienced executive who knows the German market extremely well. He brings the necessary operational expertise and strategic perspective to further develop our organization and to generate additional momentum in the contract logistics segment.” Germany remains a key market in Europe for Gebrüder Weiss. Accordingly, the company will continue to focus on the sustainable development of its structures and the consistent expansion of its service portfolio.

A team from Buzzworks’ Bridge of Weir venue, The Coach House, were one of only four teams across the UK to reach the national final of a prestigious competition recognising the next generation of hospitality talent. Commis chef Chloe Cornfoot and front-of-house colleague Matthew Downie represented the restaurant at the inaugural Master Chefs of Great Britain (MCGB) Seafood Chef & Front of House Team Competition, held at City of Glasgow College on 14 April. The competition showcased excellence in sustainable seafood, technical precision and seamless front-of-house delivery. Finalists were given just 90 minutes to deliver a complete restaurant experience, including the preparation and presentation of a seafood main course alongside impeccable service, drinks pairing and guest engagement. Chloe and Matthew impressed judges with a refined menu featuring pan-seared Scottish salmon with lemon-buttered plaice and crab tortellini, served with fondant potato, samphire, purple sprouting broccoli and a zesty beurre blanc sauce, paired with a Coastal Garden Fizz – a non-alcoholic serve combining juniper, citrus and botanicals. Chloe Cornfoot, Commis Chef at The Coach House said: “I’m incredibly proud to have made it to the final and to have represented The Coach House on the national stage. It was a fantastic opportunity to push myself creatively, particularly around sustainable seafood, which I’m really passionate about." “Working so closely with front-of-house makes it even more rewarding, it’s about delivering a complete guest experience, and we were fully focused on that from start to finish.” Their achievement highlights Buzzworks’ strong commitment to developing emerging talent and creating meaningful career progression opportunities across the business. Daniel Brown, Head Chef at The Coach House said: “To be one of only four teams to make it the final of a competition of this calibre is a phenomenal achievement. It reflects not only Chloe and Matthew’s skill and dedication, but the strength of collaboration across our teams. “We’re incredibly proud to see them representing The Coach House and performing at such a high level under pressure.” Buzzworks is a corporate sponsor of MCGB, reinforcing its investment in future hospitality leaders through masterclasses, mentorship from leading UK chefs and enhanced training opportunities across its portfolio of venues. To find out more, visit here.

The Munnelly Group has announced the appointment of Tom Emery as Managing Director of Weston Analytics, reinforcing the growing importance of technology, data and innovation within their business strategy. Tom brings more than a decade of experience in operational leadership, utilising data and analytics to drive service transformation and performance improvement within complex and high-volume environments. In previous roles at both Heathrow and Wilson James, Tom has managed large operational portfolios across critical service operations, along with digital transformation programmes and business improvement initiatives across aviation and transport, security, and workforce operations. In his new role at Weston Analytics, Tom will lead the continued development of digital and analytical capability across the group with a focus on creating scalable solutions that help businesses operate smarter, make faster decisions, and unlock greater value from data and operational intelligence. Weston Analytics utilises the latest technology and innovations to generate business value; its Fatigue360 platform was implemented at Transport for London in 2023, with TfL recently investing in additional user licences. Tom’s approach will combine operational credibility with a strong focus on innovation, bringing together technology, people, process, and insights into a more connected operating model. As part of Munnelly Group’s senior leadership team, Tom will guide Weston Analytics through its next phase of growth as digital capability becomes ever more central to the future of construction and infrastructure. Commenting on his appointment, Tom Emery said: “I’m excited to join the business at such an important stage of its growth journey. There is a huge opportunity to build on the strong foundations already in place and evolve our digital and analytics capabilities into something that creates value for clients and external partners whilst supporting the group internally." "What excites me most is the combination of ambition and opportunity. My focus is to build scalable products and leverage my passion for data to improve operational visibility and create a more connected, insight-led way of operating across the business.” Paul David Munnelly, CEO of the Munnelly Group, said: “Our ambition at the Munnelly Group is to be the delivery partner our clients turn to first across the full project lifecycle, and that depends as much on the technology and data we bring as it does on the people we put on the ground." "Weston Analytics sits at the heart of that ambition. Tom’s appointment as MD reflects both the central role we expect the business to play in delivering Target2030 and the confidence I have in him personally to lead it through its next phase of growth.” The Munnelly Group: Established in 1982, The Munnelly Group is a vertically integrated delivery partner to the construction and infrastructure sectors, operating as an extension of its clients across the full project lifecycle – from RIBA Stage 0 through to Stage 7. With its core strategic philosophy of ‘One Group, One Mission, One Standard’, the Group’s eight specialist trading businesses – Munnelly Support Services, Guardior, MacRail, Bishopsgate Group, City Calling, Weston Analytics, Bridgehead Consultancy and Severn Partnership – deliver integrated workforce, logistics, safety, security, rail, technology and consultancy solutions across major projects throughout the UK. With a strong focus on innovation, collaboration and operational excellence, The Munnelly Group supports clients in delivering safer, smarter and more sustainable construction and infrastructure projects. Photo: Tom Emery has been appointed as managing director of Weston Analytics, a part of the Munnelly Group.

The release of Deloitte Private’s second report in its Family Business Insights Series: Family Business Cybersecurity, 2025 examines how family businesses are addressing one of the most pressing challenges of the digital era: cyber threats. Based on a survey of 1,587 family businesses across 35 countries and in-depth interviews with 30 senior executives, the research explores how family businesses with revenue of at least US$100 million are building resilience amid an increasingly complex cyber landscape. Key Takeaways Nearly three-quarters (74%) of family businesses globally experienced at least one cyberattack in the past two years; 33% faced multiple incidents Nearly half (43%) report having a robust cybersecurity strategy; most rely on basic defenses such as software updates (59%) and multifactor authentication (57%) Family businesses affected by attacks reported financial (54%), operational (51%), or reputational (51%) damage; just 4% reported no resulting damage “Cybersecurity has become one of the most urgent issues facing family enterprises today,” says Adrian Batty Deloitte Private Global Family Enterprise Leader, Deloitte Global. “Deloitte Private’s latest Family Business Insights Series report reveals how these organizations are balancing tradition with transformation, protecting not just their data, but the legacy and trust that define them. The findings offer a blueprint for building lasting cyber resilience in an increasingly complex digital world.” Cyber Threats Are Becoming More Frequent And Complex In a continuously connected business environment, family businesses are facing more cyber threats. Nearly three in four (74%) family businesses globally have faced at least one cyberattack in the past two years, with one-third (33%) reporting two or more incidents. These attacks take many forms, including malware (49%), phishing or business email compromise (48%), and social engineering (43%). While cyber threats are universal, regions face different levels of exposure. Asia Pacific-based respondents reported the highest frequency of cyberattacks within the last two years (90%), followed by North America (76%), Europe and the Middle East (both at 67%), Africa (64%), and South America (61%). This disparity reflects not only exposure and digitalization across regions, but also variations in breach reporting, regulatory environments, and cyber resilience maturity. Moving Beyond Basic Defenses To Strengthen Resilience Many respondents understand the gravity of cyber risk, with nearly 70% viewing cyber threats as a moderate (44%) or high (25%) risk. However, only 52% of family business feel prepared “to a large extent” to safeguard their businesses against cyberattacks, while the remaining 48% do not feel at all prepared or only feel prepared to a small or moderate extent. While most family businesses have taken initial steps to protect their operations, many remain reliant on basic cyber hygiene rather than comprehensive resilience strategies. While 43% of family businesses report having a robust cybersecurity strategy with no known weaknesses, the majority of respondents (57%) indicated they either have gaps in their strategy (49%) or no strategy at all (8%). Most rely on foundational “first-line” protections, such as software updates (59%), network security (57%), and multifactor authentication (57%), while fewer have adopted advanced safeguards like cyber maturity assessments (36%) or incident response playbooks (40%). Cyber Can Help Protect Legacies And Safeguard Trust Family businesses increasingly face significant losses or damage due to cyberattacks. Only 4% of those surveyed reported no loss or damage from such attacks. The majority of those targeted have experienced financial losses (54%), operational disruptions (51%), and reputational harm (51%). In response, many businesses are strengthening their governance practices, upgrading their systems, and investing in new capabilities. To address cyber challenges, family business should consider the following leading practices: • Position cybersecurity as a business imperative • Perform ongoing cyber maturity reviews • Fortify core and advanced protections • Build workforce awareness and manage insider threat risk • Establish and test response and recovery procedures • Tap expert and peer networks within cybersecurity • Strengthen vendor and supply chain resilience • Keep track of regulatory shifts “In an increasingly digital world, the challenges that family businesses face today are multidimensional,” says Dr. Rebecca Gooch, Deloitte Private Global Head of Insights, Deloitte Global. “Every click, connection, and collaboration carries potential risk and opportunity." "The path forward for family enterprises requires treating cybersecurity not as a cost, but as a strategic investment in resilience, reputation, and the continuity of the legacy they’ve spent generations building.” About Family business cybersecurity, 2025 The global Family business cybersecurity, 2025 report is the second edition in Deloitte Private’s Family Business Insights Series. To inform this research, Deloitte Private surveyed 1,587 family-owned businesses worldwide between March and June 2025, each having a minimum revenue of US$100 million. The report also includes in-depth interviews with 30 senior executives from prominent family businesses, offering qualitative insights into the strategies and practices that drive long-term success. For more information or to access the full report, please visit Deloitte Private’s website here About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), its global network of member firms, and their related entities (collectively, the “Deloitte organization”). DTTL (also referred to as “Deloitte Global”) and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see www.deloitte.com/about to learn more. Deloitte provides leading professional services to nearly 90% of the Fortune Global 500® and thousands of private companies. Our people deliver measurable and lasting results that help reinforce public trust in capital markets and enable clients to transform and thrive. Building on its 180-year history, Deloitte spans more than 150 countries and territories. Learn how Deloitte’s approximately 460,000 people worldwide make an impact that matters at www.deloitte.com.

Barclays Property Insights reveals that global and economic uncertainty is impacting how UK homeowners are managing their household finances. Almost one in five UK adults (17 per cent) say their housing plans have been affected by the conflict in the Middle East, with many taking action to protect against interest rate and cost‑of‑living pressures. To safeguard against future rate rises, over a quarter of homeowners (27 per cent) say they are overpaying on their mortgage, and a fifth (20 per cent) of those remortgaging are looking to lock in a new rate as soon as possible in case of future volatility. Early signs of this behaviour appear in Barclays’ mortgage data from March, which shows that the share of customers borrowing for a remortgage – compared to other reasons for borrowing, such as a first-time purchase or a home move – rose 9 percentage points year-on-year1. However, it’s important to note that most of the remortgages completed were initiated prior to the escalation of the conflict in Iran, so this increase is more likely driven by the high numbers of people in the UK rolling off five-year fixed rates taken out during the low-interest rate environment in 2021. Movers adapt to macroeconomic conditions Existing homeowners cited a number of factors which could delay or prevent their next move. The top barrier was economic uncertainty, with three in 10 (29 per cent) saying this could change their plans. Other factors include stamp duty (27 per cent), moving fees (28 per cent), mortgage rates (24 per cent), and the price gap between their current home and available properties (24 per cent). Nearly half of adults in work (45 per cent) say their wages are not keeping pace with rising costs, so many may find it harder to take the next step up the ladder. Facing these barriers, Barclays Mortgage data shows that existing homeowners increasingly gravitate towards cheaper properties and larger mortgages. The proportion of home purchases below £500,000 rose to 73.2 per cent year‑on‑year (up from 70.5 per cent in March 2025), while the share of next-time buyers putting down a deposit of less than £20,000 increased to 56.7 per cent from 43.2 per cent over the same period. Second‑steppers face the largest financial leap on the housing ladder Two-in five (41 per cent) UK homeowners say they are living in the first property they’ve ever owned, but moving up to the next rung of the property ladder can be challenging. First-time owners looking to move to their next home – also known as ‘second-steppers’ – estimate needing to save an average of £75,648 to fund the purchase, on top of any proceeds from the sale of their current home. That figure breaks down into £41,751 for a deposit, £28,112 in stamp duty, and £5,785 in third‑party costs such as legal fees. In contrast, third‑steppers and beyond – i.e. homeowners buying their third or subsequent primary residence – estimate needing to save just £52,651 on average. This includes £19,835 for a deposit, £26,860 for stamp duty, and £5,996 in third‑party costs. That is £22,998 less than second‑steppers, reflecting the greater equity this group has typically built up in their current home. Over two in five (43 per cent) of those further along the property ladder say they would not need to save anything for a deposit at all. Jatin Patel, Head of Mortgages, Savings and Insurance at Barclays, said: “Periods of geopolitical and economic uncertainty inevitably place greater focus on household finances, and we’re seeing homeowners and potential buyers respond in pragmatic ways. Borrowers are demonstrating resilience by overpaying where they can, reassessing their mortgage options, and thinking carefully about timing to maintain flexibility and control." “For those moving from their first to their second primary residence, the challenge is more structural. Buyers at this stage often face the widest gap between properties, while still needing to fund deposits, stamp duty and moving costs largely from savings rather than equity alone. That makes second‑steppers particularly sensitive to economic pressures, even as they take considered steps to keep their housing plans on track.” Barclays has solutions for homeowners at every stage of the property ladder, from Mortgage Boost for first-time buyers, or additional borrowing if customers need to fund a large purchase, renovation, or to consolidate debt. Find out more here.

A Lake District spa resort is striking a soothing new chord for guests with the introduction of a musical relaxation experience designed to calm both body and mind. Low Wood Bay Resort & Spa has launched its new ‘harp sound bath’ service, inviting guests to unwind in its tranquil relaxation lounge while listening to the gentle melodies of a live harpist. The restorative harp sessions aim to deepen relaxation for spa guests, allowing them to step away from the pace of daily life and reconnect with a quieter, more restful state. After using the spa’s indoor and outdoor thermal facilities, participants in the sessions can lie back, close their eyes and settle into the immersive atmosphere of live harp music. The spa’s sound bath experiences are being led by Lakeland musician Gareth Wilkins, performing on a traditional Scottish clarsach harp known for its warm, resonant tone. During each session, Gareth creates a continuous flow of music, intuitively composed to support deep rest and the gradual release of physical tension. Guests are encouraged to settle comfortably and effortlessly relax to the gentle tones of the harp. The experience brings together the calming presence of live acoustic harp music with the restorative atmosphere of the spa environment, creating a tranquil space in which guests can fully switch off and unwind. Annabel Berry from English Lakes Hotels Resorts & Venues explains: “Our aim is to provide something extra and distinctive that enhances the overall wellness journey for visitors to the Spa at Low Wood Bay." “We’re always looking for ways to elevate the spa experience and help our guests truly switch off. The harp sound bath is incredibly calming because the instrument produces soft, resonant tones that naturally slow the body and mind." “The soothing vibrations of the harp can help lower stress levels and encourage a more restful spa experience. When people lie back and let the music wash over them, their breathing often slows and physical tension begins to ease. It’s an intimate experience offering a special way to unwind, disconnect from everyday worries and nurture a greater sense of calm.” Gareth adds: “The emphasis of the sessions is on rest rather than any particular technique. The live harp creates a calm, receptive atmosphere where they can simply arrive, settle and unwind." “The sound of the clarsach is naturally gentle and immersive too. Its resonance fills the space in a way that encourages the body to soften and the mind to slow.” The harp sound bath sessions have been introduced as part of the spa’s wider wellness offering, which includes a range of thermal experiences and relaxation spaces overlooking some of the Lake District’s most scenic settings. The spa plans to run regular sessions so that more guests can experience the calming acoustics of live harp music as part of their visit. For further information, visit here. Photo: Annabel Berry from English Lakes Hotels with harpist Gareth Wilkins.

Barclays US Consumer Bank released its fourth annual Travel Rewards and Loyalty Report, showing that today’s travellers are approaching vacations with a sharper focus on control, value, and confidence. This year’s findings point to a timely travel lens Barclays calls the “Three A’s”: anxiety, affordability, and AI. Travelers are feeling more pressure to plan around uncertainty, stretch budgets without sacrificing experience, and use digital tools to reduce friction throughout the trip. Based on a national survey conducted by Burson of 1,002 US adults with a rewards credit card, the report finds that travellers are using rewards to make trips feel more attainable and more rewarding, while planning more intensely to manage uncertainty, rising costs, and day-of-travel obstacles. One of the clearest signals is the continued popularity of the “upgrade economy.” Over three-quarters (76%) of respondents say they would be more likely to select upgrades if they could use points or miles instead of money, reinforcing how rewards can unlock premium moments without requiring additional out-of-pocket spend. Doug Villone, Head of US Cards and Partnerships at Barclays US Consumer Bank said: “At Barclays, we’re focused on understanding what travelers want as their expectations continue to shift. Our 2026 Travel Rewards and Loyalty Report highlights how people engage with rewards programs in unique ways, and a one-size-fits-all approach doesn’t deliver the same impact. Our goal is to provide value that feels relevant at every stage of a customer’s journey and helps them travel with confidence and ease, through the brands they know and love.” Key findings from the report include: Affordability: Flexibility from Rewards and the “Aspiration Gap” 86% enjoy finding ways to maximize the value of their travel budget. 71% say getting “a great deal” is very important when planning a vacation. 76% would be more likely to select upgrades if they could use points or miles instead of money. 59% redeem rewards for statement credits or everyday expenses, even though many prefer travel-related uses such as reducing trip costs, upgrades, or covering unexpected travel expenses (43%). Among those who would like to use rewards differently, 72% would use them for travel expenses compared to 28% for everyday expenses. Anxiety: Travel stress is influencing how people plan and where they go 55% say they tend to over-plan vacations to avoid surprises. 64% worry about personal safety and security at their destination, and 58% worry about the safety of their belongings. 32% say news and current events about a destination influence their final vacation decision. AI: Planning tools are becoming a practical part of travel 46% use AI to find the best deals on flights and accommodations, 44% use it for advice on local customs and etiquette, and 43% use it to create personalized itineraries. Parents are particularly AI-forward: 79% find AI helpful for travel and vacations (vs. 58% of non-parents), and 57% are comfortable using AI to resolve unexpected travel issues (vs. 28% of non-parents).

A Poole-headquartered storage company has passed an internationally-recognised standard for self-storage. The BS EN 15696:2008 certificate for Store and Secure covers both business and domestic customers. The standard covers the handling of customer enquiries, contracts, vacation processes, after sales service, insurance and risk management as well as operations and human resources. Store and Secure is based in Hamworthy and includes a variety of storage units as well as serviced offices. The family-run firm prides itself on customer service and has a manned office from which it sells boxes, tape and other essentials for storage and house moves. Lucy Maidman said: “This certification examines all aspects of the business and is widely-recognised within the industry and beyond. It states that we meet or exceed all the standards." “We work hard to provide a friendly and efficient service and we put an emphasis on transparency. Customers appreciate this and they also like the fact we have staff on site who can answer enquiries and offer advice." “As well as being physically secure we also have the Cyber Essentials certification that provides a level of cyber-security." “We have a clean, secure and friendly business and we have exciting plans looking ahead.” Photo: Lucy Maidman, Kavan Wood and Sophie Maidman

From Autumn 2026, subscription businesses will need to operate under significantly stricter rules about how they sign customers up, remind them before renewals and let them cancel. The changes, introduced under the Digital Markets, Competition and Consumers Act 2024 (“DMCCA”), are designed to tackle what the Government sees as a structural problem: too many consumers staying subscribed, not because they actively want the service, but because they forgot, missed a renewal date, or found cancellation harder than it should be. This is not marginal reform. The new regime places clear obligations on businesses at the three moments that matter most in a subscription lifecycle, and it does so at a time when the Competition and Markets Authority (“CMA”) has been given direct enforcement powers and the ability to impose substantial financial penalties for breaches of consumer law. For businesses that rely on recurring revenue from subscriptions, the question is not whether to comply, but how soon preparation needs to start. Why The Government Is Intervening Now Subscription models have become one of the most powerful commercial tools of the modern economy. They create recurring revenue, help manage cashflow, and allow businesses to build long-term customer relationships. But they also rely, to some extent, on consumer inertia. People forget what they have signed up to. They overlook the moment a free trial converts to a paid plan. And when they try to cancel, they sometimes find the process buried in account settings, designed with too many steps, or only possible through inconvenient channels. The Government's view is that too many consumers end up continuing by default rather than by informed choice. The policy intention behind the DMCCA is to reset that balance, ensuring that ongoing subscription payments are supported by active decisions rather than accidental retention. What Changes At Sign-Up Under the new regime, businesses must give consumers clear and specific information upfront, before they enter the subscription. The consumer should not have to hunt through long terms, click through separate webpages or make assumptions about what "membership" or "subscription" means in practice. Key information such as the price, how often payment will be taken, whether the subscription renews automatically and how cancellation works should be presented in a way that is difficult to miss and easy to understand. This matters particularly for services involving free trials, introductory pricing or annual billing cycles, where consumers are more likely to overlook what happens later. In practice, this means businesses should be reviewing their sign-up journeys now, not waiting until the regime is in force. If key terms are currently tucked away in linked documents, or if the consumer has to scroll past several screens to find out how to cancel, this will risk non-compliance. What Changes At Renewal For many businesses, the biggest operational shift will be the requirement to send reminder notices at key points in the subscription lifecycle. These are not optional courtesies. They are intended to ensure the consumer has a timely prompt before being charged again, so they can actively decide whether to continue. Reminder notices will matter most where free trials convert to paid subscriptions, where discounted periods end or where contracts renew annually and are easy to forget. The challenge is that reminder notices only work if the business's systems can trigger them at the correct times, send the right content and link clearly to cancellation routes. This is where compliance becomes a structural business issue rather than a purely legal one. Businesses using third-party billing systems, subscription management platforms or customer relationship tools may need to consider whether those systems are capable of supporting the reminder structure the regime demands and whether processes across departments are properly aligned. For businesses operating at scale, this is not something to delay until the final weeks before commencement! What Changes At Cancellation The regime is designed to ensure subscription businesses cannot retain customers simply because leaving is difficult. The expectation is not that businesses must make cancellation attractive or refrain from offering retention incentives. Rather, it is that consumers should be able to bring the subscription to an end without unreasonable obstacles, delays or confusion. A cancellation pathway that requires phone calls, lengthy web navigation, restricted hours, or repeated steps that do not relate to ending the contract, is likely to become increasingly risky. In broad terms, the cancellation journey should not feel meaningfully harder than the sign-up journey. Businesses should test cancellation from the consumer's perspective and identify friction points now. Common issues include cancellation options that are only available during office hours, processes that require multiple confirmations without clear purpose, and systems that present retention offers in ways that make it unclear whether the consumer has actually cancelled or simply declined an offer. Why Enforcement Risk Has Changed This reform matters not only because it introduces new consumer protections, but also because it sits within a tougher enforcement landscape. The DMCCA strengthens the CMA's powers to take enforcement action directly for breaches of consumer law, including imposing substantial financial penalties. That changes the risk profile for subscription businesses. It is no longer simply a question of whether consumers might complain, leave negative reviews or seek refunds. Non-compliance becomes a regulatory exposure that can carry serious commercial consequences, particularly for businesses operating at scale or with large customer bases. How To Prepare Although the regime is not expected to come into force until Autumn 2026 at the earliest, businesses should start planning early. Subscription compliance is rarely something that can be solved purely by updating terms and conditions. It requires businesses to examine how their sign-up journeys are designed, how their automated billing and customer communications are structured and how quickly and easily a consumer can bring payments to an end. Those changes often take time and sometimes require input from third-party platforms or internal product teams. A sensible starting point is to identify which products and services operate as subscriptions in legal terms, including those that might not be labelled as such internally. The next step is to review how subscription commitments are presented to consumers at sign-up, and whether key information is genuinely being brought to their attention. Businesses should then examine whether their renewal cycles are supported by systems that can deliver compliant reminder notices at the right time, with the right content. Finally, they should test cancellation from the consumer's perspective and remove friction that creates unnecessary risk. For many businesses, the aim will be to ensure that the subscription model remains commercially sustainable while meeting rising consumer expectations of transparency and ease.