Classeq, the leading British manufacturer of professional warewashing equipment, has launched Wi-Fi connectivity across its full range of dishwashers, glasswashers and utensil washers with the introduction of Clean Connect. Designed to bring greater control, visibility and simplicity to high-volume warewashing environments, Clean Connect enables operators to remotely monitor their machines through a single online portal – providing real-time insight without needing to be on site. In busy professional kitchens and bars, warewashing is mission-critical. When machines perform, service runs seamlessly. When they don’t, disruption is immediate. Clean Connect gives operators instant visibility of performance, usage and maintenance requirements – helping teams protect wash quality, drive efficiency and avoid unnecessary downtime. Wi-Fi connectivity and access to the Clean Connect portal is available across Classeq’s full warewashing range*, delivering measurable benefits across multiple areas: Quality wash results: Regular cleaning is essential for consistent wash quality and long-term machine performance. Clean Connect allows operators to check whether drain down, refresh and deep-clean cycles are being completed correctly, helping maintain standards across every shift and site. Energy efficiency: By comparing operating hours with powered hours, customers can identify unnecessary energy consumption and adjust usage patterns accordingly – driving smarter, more cost-effective operations. Hard water management: Limescale build-up remains one of the most common causes of machine failure. Clean Connect enables operators to monitor cycles completed without salt and proactively prompt teams to refill – protecting machines and avoiding costly repairs. Preventative maintenance: Like mileage on a vehicle, wash cycles accumulate over time. Clean Connect allows servicing to be scheduled based on real usage data rather than fixed time intervals, supporting preventative maintenance strategies that maximise lifespan and reliability. Multi-site visibility: From single-location operators to national estates, Clean Connect enables customers to monitor machine status across multiple sites within one simple dashboard, with the ability to drill down into individual machine data as required. Multiple machines, one portal: Even smaller venues often run separate machines in kitchen and bar areas. Clean Connect enables managers to oversee both from one interface. Scale this across hotels, stadia, universities or contract catering operations, and the operational value increases significantly. Service, rental and leasing support: For customers working with service partners, rental agreements or leasing models, Clean Connect enables wash cycle tracking, smarter servicing schedules and improved asset management – benefiting operators and suppliers alike. Andy Salter, Managing Director at Classeq, said: “Clean Connect represents a natural evolution of our warewashing range. Classeq machines are built to deliver exceptional results day in, day out - and now we’re giving customers the data and visibility to protect that performance." “Connectivity isn’t about complexity; it’s about simplicity, and ease of visibility. It allows operators to stay ahead of maintenance, improve energy efficiency and maintain consistent wash standards across single sites or entire estates. For today’s hospitality businesses, that level of insight makes a real operational difference.” Clean Connect adds an extra layer of value to Classeq’s British-built warewashing machines, helping operators maintain standards, support their teams and maximise the performance and lifespan of their equipment. All machines come with a two-year warranty as standard. To find out more or request a demonstration, visit here .

Entrepreneurs across the UK are racing to reshape their financial strategies ahead of expected tax and policy changes, according to research from Brown Shipley, the UK wealth manager and subsidiary of Quintet Private Bank. Changes announced in the November 2025 UK Budget have triggered a surge in activity among business owners. New data shows that more than a third (35%) of entrepreneurs plan to accelerate profit extraction ahead of the April 2026 dividend tax rise, bringing forward income while current rates remain more favourable. The Budget confirmed that, from 6 April this year, dividend tax rates for basic and higher-rate taxpayers will increase by two percentage points. The Budget also introduced a new £2,000 annual cap on salary-sacrifice pension contributions that are exempt from National Insurance, due to take effect from April 2029. In response, nearly a third (31%) of entrepreneurs say they expect to scale back employee pension provision, a shift that could materially reshape benefits structures across smaller, founder led businesses. Exit plans are also shifting. A third (33%) of entrepreneurs say they are now less likely to use Employee Ownership Trusts following reductions in Capital Gains Tax relief, prompting a reassessment of succession routes that had previously gained strong traction. Meanwhile, confidence in long-term planning remains subdued. Just 29% say the recent Autumn Budget has increased their confidence, while nearly as many (26%) report it has weakened it. There is evidence of declining sentiment across other key indicators. Among entrepreneurs, confidence in their business as the primary store of wealth has fallen from 48% to 41% in the past year, signalling growing unease about the durability of enterprise driven wealth. Alignment between personal goals and business plans has also weakened, falling from 54% to 48%, suggesting entrepreneurs are finding it increasing challenging to balance long term ambitions with short term pressures. Concerns about 2026 risks are also elevated. 50% of entrepreneurs report being concerned that market volatility will impact their ability to preserve their wealth in 2026, compared with 41% of the wider wealthy UK population. A similar pattern emerges around tax changes, with 51% of entrepreneurs expressing concern about the impact this will have on their ability to maintain their wealth, versus 41% overall. Yet despite heightened levels of caution and weakening sentiment, many entrepreneurs are taking decisive action. Faced with rising uncertainty and a tightening tax regime, entrepreneurs are acting early and reshaping their financial architecture to stay resilient in a more demanding environment. Katrina Johnson, Head of North Region at Brown Shipley, said: “Entrepreneurs are reading the signals early. We are seeing a cohort that is not waiting for tax changes to take effect – they are already adapting how they extract profits, structure benefits and plan exits." “Confidence has clearly softened, and heightened concern around volatility and tax risk is driving a much more proactive mindset. These business owners are reshaping their financial architecture now to stay agile in what they expect will be a more demanding and less predictable environment.”

Often overlooked, UK immigration compliance is an area of reputational risk brought on by increased Home Office scrutiny and enforcement action against organisations with civil and criminal penalties for breaches of immigration duties. Against the backdrop of the UK’s evolving immigration regime, compliance has become a core strategic risk requiring oversight at board level, shifting from an HR function to a strategic governance issue. Breaches often develop quietly, through staff turnover, system and regulatory changes, human error and assumptions. The bar has been raised with digital reforms and stricter legal interpretation which mean that failures of any sort can now expose organisations to serious reputational, operational and financial risk. Understanding why this shift has occurred and how organisations must respond is now critical for any business reliant on overseas talent. The political direction is unequivocal, as set out in the Home Office white paper ‘Restoring control over our immigration system’, with enforcement data demonstrating a clear escalation in action. Between July 2024 and December 2025, immigration enforcement teams raided more than 17,400 businesses, representing a 77% increase on the previous period. These operations resulted in over 12,300 arrests and more than 1,700 deportations. Sponsor licence holders have been a particular focus, with suspensions and revocations reaching record levels. This rise in enforcement is being driven by structural changes that materially increase the immigration compliance burden on employers. The mandatory transition to eVisas and the phased removal of physical Biometric Residence Permits require organisations to adopt Home Office approved digital right-to-work systems, increasing exposure to internal process failure. At the same time, changes to the Immigration Rules have heightened the risk of inadvertent non-compliance, particularly in relation to salary and role changes, for organisations holding sponsor licences. Immigration compliance is now a fast-moving risk with immediate operational, financial and reputational consequences, placing it firmly on the board agenda. Compliance risks All UK employers are required by law to comply with the prevention of illegal working regulations. Employers must fulfil their obligations, with ignorance being no defence. Employers can still be found liable even if they were employing illegal workers unknowingly. Right-to-work checks remain the first line of defence. If conducted correctly, they provide a statutory defence against civil penalties. In practice, however, the process has changed significantly. For most non-British nationals, checks must now be carried out online. Manual document checks are no longer valid in most cases. The consequences of getting this wrong are severe. Civil penalties can reach £60,000 per illegal worker. These penalties are applied even where the failure is administrative rather than deliberate. Sponsor licence compliance adds a further layer of risk, requiring sponsors to fulfil strict responsibilities and duties. These must be maintained within strict deadlines via the sponsor management system, ensuring that sponsored roles remain genuine, appropriately skilled and paid at compliant salary levels in line with the relevant Standard Occupational Classification code. Sponsors must also cooperate fully with the Home Office, respond promptly to information requests and comply with audits, which can take place with little or no notice. Failure to fulfil these duties is treated as a breach and can result in suspension, downgrading or revocation, often with immediate and far-reaching consequences for the sponsored workforce and wider business operations. While civil penalties alone can be significant, the wider operational consequences are often more damaging. A suspended sponsor licence prevents an organisation from hiring new overseas workers. Revocation requires existing sponsored workers to potentially leave the UK, disrupting teams, contracts and revenue streams. Reputational risk is also heightened as the Home Office continues to publish details of non-compliant employers, and enforcement action can undermine investor confidence, client relationships and the organisation’s ability to attract and retain talent. Perhaps most critically, immigration risk becomes more acute during periods of corporate change. Important to note, sponsor licences do not automatically transfer following mergers, acquisitions or restructures. In a share sale, the existing licence will usually become invalid, requiring a fresh application. In an asset sale under TUPE, employment contracts may transfer, but sponsorship does not. The new employer must already hold, or rapidly obtain, a new sponsor licence. Even internal group reorganisations that alter direct ownership can trigger the same obligations. These issues are frequently overlooked until late in a transaction, at which point non-compliance can delay completion or expose the business to immediate enforcement action. Despite the significant risks, immigration compliance failures most often arise from ordinary business pressures rather than deliberate wrongdoing. Common causes include inadequate record-keeping, missed reporting deadlines, insufficient training on digital systems and reliance on outdated assumptions that right-to-work checks are “once and done”. Structural changes such as relocations, role adjustments or corporate reorganisations frequently trigger reporting obligations that go unnoticed. Staff turnover within HR or recruitment teams can further exacerbate the problem, leaving knowledge gaps that only become visible during a Home Office visit. Boards should recognise that these are risks that require proactive governance and carry out regular audits, training, integration into corporate planning, and invest in technology and expert guidance. As legal expectations evolve with digitalisation and intensified enforcement boards must treat compliance as a core responsibility, embedding oversight into corporate planning, transactions and daily operations. By doing so, organisations safeguard access to the global talent essential for innovation and long-term competitiveness. By Lisa Uttley, Immigration partner at Gherson Solicitors LLP

Women are just as likely as men to plan their finances carefully but are significantly less likely to feel confident managing investments, new research from Rathbones, one of the UK’s leading wealth and asset management groups, suggests. A nationally representative survey of 3,092 UK adults with investable assets from £25k to over £2.5 million shows that while women are highly engaged when it comes to saving, investing and pension planning, they tend to be more cautious, less confident and more likely to doubt their investment knowledge than men. That confidence gap has real-world consequences. HMRC data shows around half a million more men than women subscribe to Stocks & Shares ISAs, with roughly 1.8 million men compared with 1.3 million women investing through the tax efficient wrapper. By contrast, women dominate Cash ISA ownership, with around 4.0 million women subscribing compared with 3.1 million men. Despite this, the Rathbones research suggests that the gender investing gap is driven not by apathy, but by confidence, perceptions of risk and access to support - an issue that remains particularly relevant ahead of International Women’s Day (8 March). With interest rates expected to ease and more savers needing investment growth to protect long-term wealth, confidence gaps risk becoming lasting wealth gaps. A confidence gap — not an engagement gap Careful planners, lower confidence: More than eight in ten women (83%) say they carefully plan their savings, investments and pensions, broadly matching men (86%). Engagement does not translate into confidence: Around two thirds of women (67%) say they feel confident managing their savings and investments, compared with four in five men (80%) — a gap of around 13 percentage points. Women more likely to question their knowledge: Over a third of women (36%) say they lack the knowhow to manage their investments themselves, compared with 23% of men. Risk appetite drives divergence: Four in ten men (40%) say they are happy to take a high level of risk to achieve a high return, compared with one in four women (25%). Perceptions of risk differ: Around 35% of women say stocks and shares are too risky, versus 23% of men. Rebecca Williams, Financial Planning Divisional Lead at Rathbones, says:  “Taken together, the findings challenge outdated assumptions that women are uninterested in investing. Instead, they show women are active and engaged planners who often approach investing more cautiously - largely due to lower confidence rather than lack of interest." “Women are CFOs of their own lives every day, this isn’t a matter of capability. It’s about having access to the right resources, information and support to give women the confidence to make investment decisions." “With women typically earning less over their lifetimes, taking more career breaks, living longer and retiring with smaller pension pots, this information gap risks compounding existing financial inequalities over time.” Rather than avoiding investing altogether, the poll suggests women are more likely to seek guidance, reassurance and a relationship-based approach. Six in ten women say they want a personalised service from someone who knows them. Nearly threequarters of women (73%) say they are happy to pay for financial advice if it delivers a better outcome, compared with 56% and 70% of men, respectively. Other notable findings Values matter more to women: Around one in three women (34%) say they would prefer to invest in ethical or sustainable investments even if it reduced their financial return, compared with 29% of men. Information gaps persist: More than one in four women (26%) say they usually don’t know current interest rates or return levels, versus 17% of men. Joanna Pennington-Jones, Senior Investment Director at Rathbones, says: “Through our Female Financial Awareness Courses, we regularly hear from women who want to feel better informed and more confident about their investments and savings." “International Women’s Day is a reminder that women aren’t disengaged from investing — they’re engaged, but often less confident. Improving access to clear information, personalised advice and supportive investment solutions, particularly for those taking their first steps into investing, could play a vital role in narrowing the gender wealth gap and helping women turn careful planning into long-term financial confidence.”

Retail sales volumes fell at a rapid pace in the year to February, extending a run of weakness that dates back to mid-2023. Sales are expected to decline again next month, albeit at a slower rate, according to the CBI’s latest quarterly Distributive Trades Survey. Persistently weak demand continues to weigh on sentiment, with retailers expecting their business situation to deteriorate over the coming quarter to one of the greatest degrees in 17 years. Against this backdrop, retailers are pulling back on both investment and headcount. Numbers employed in the year to February fell at the fastest rate since May 2023, and the pace of decline is expected to quicken slightly next month. Key findings included: Retail sales volumes fell at a rapid pace in the year to February (weighted balance of -43% from -17% in January). However, the rate of decline is expected to decelerate next month (-17%). Sales for the time of year were judged to be “poor” in February to a similar extent to January (-16% from -15% in January). Next month’s sales are set to fall short of seasonal norms to a lesser degree (-9%). Sentiment amongst retailers fell at a similar pace to last quarter, marking one of the quickest declines in 17 years (-34% from -35% in November). Retailers expect to reduce capital expenditure over the next 12 months (compared to the previous 12) to a slightly greater degree than in November (-46% from -42% in November; long-run average of -4%). Retail employment declined in the year to February at the fastest pace since May 2023 (-40% from -19% in November). Headcount is expected to fall at a marginally quicker pace next month (-44%). Retail selling prices grew at a pace in line with the long-run average in the year to February (+41% from +46% in November; long-run average of +41%). Retailers anticipate selling price inflation to remain broadly unchanged next month (+42%). Total distribution sales volumes fell in the year to February at a faster rate compared to January (-40% from -34% in January). Sales are set to decline at a moderately slower pace next month (-28%). Martin Sartorius, Lead Economist, CBI, said: “Retail sales volumes fell at a sharp pace in the year to February, with some firms reporting that the wet weather discouraged shoppers from visiting stores. Soft demand conditions and elevated costs have continued to feed through to gloomy sentiment in the retail and broader distribution sector, prompting many firms to scale back investment plans and headcount." “The Spring Forecast represents an important milestone for the government to build momentum behind its growth mission. Firms will be looking for the Chancellor to set out how the government plans to mitigate the impact of rising employment costs in the distribution sector, particularly given its vital role in providing first jobs for young people.” In addition, data from the survey showed: Online retail sales volumes recovered in the year to February, growing at the fastest pace since April 2021 (+43% from -41% in January). Retailers expect online sales to grow at a similar rate in March (+42%). Retailers’ orders placed upon suppliers declined at an accelerated rate in the year to February (-47% from -27% in January). However, retailers expect to reduce orders at a markedly slower pace next month (-9%). Retailers reported that stock volumes relative to expected sales eased relative to January (+11% from +20% in January; long-run average of +17%) and are expected to soften further in March (+7%). Wholesale annual sales volumes fell at a slower pace in February (-36% from -46% in January), with the rate of decline set to remain steady next month (-33%). Motor trades sales volumes contracted at a quicker rate in the year to February (-47% from -28% in January) but are expected to decline at a slightly slower pace next month (-42%).

Heineken N.V. (HEINEKEN) announces that it has appointed Romain Apert as Chief Digital & Technology Officer, and member of the HEINEKEN Executive Team, as per 15 May 2026. Romain, currently Chief Information Officer Petcare at Mars, will succeed Ronald den Elzen, who after a successful 31 years with HEINEKEN, signalled his intent last year to pursue new career and learning opportunities and remained in role to support a smooth transition. Romain Apert Romain served more than two decades at Mars, where he has held global CIO positions across the business and, most recently, served as CIO for Mars Petcare. In that role he has led a multi‑year digitalisation‑at‑scale strategy, combining ERP modernisation, strong data foundations and capability building to support growth and productivity. He has sponsored dozens of high‑impact digital use cases across supply, commercial and consumer domains, including AI‑enabled diagnostics and is steering one of the sector’s most ambitious ERP implementation programmes. An engineer by training, graduating from ECAM Lyon (France), his international experience spans Europe, the UK and the United States, partnering closely with senior business leaders to translate strategy into tangible technology outcomes. Dolf van den Brink Chairman of the Executive Board/CEO commented: "I am delighted to welcome Romain to the HEINEKEN family. He joins HEINEKEN with deep international experience leading large-scale digital transformation, data and technology strategy, and complex change across global businesses. Romain will be partnering across the Executive Team, advancing HEINEKEN’s EverGreen 2030 strategy through the further deployment of the company’s Digital Backbone, and scaling value from data and AI." "He is known for combining operational rigour with practical innovation and a people‑centred leadership style, and is an excellent fit with the HEINEKEN culture." Ronald den Elzen Ronald joined HEINEKEN in the Netherlands in 1995 as a Finance Management Trainee and held a variety of Finance roles, including Finance Manager of HEINEKEN Brouwerijen, Finance Director of HEINEKEN UK and Global Business Controller for HEINEKEN NV. In 2004, he became Wholesale & OnPremise Director for HEINEKEN Netherlands. Ronald led the integration of Scottish & Newcastle into HEINEKEN and subsequently became Finance Director for the UK. Ronald then moved into general management in 2012 as Managing Director of Sociedade Central de Cervejas e Bebidas (Portugal), and in 2015 became Managing Director of HEINEKEN USA. Since March 2020, Ronald served on the Executive Team as HEINEKEN’s first Chief Digital & Technology Officer, helping to lay strong foundations in platforms, data and analytics, and cyber resilience, and embedding digital capabilities across our markets. Under his leadership, working in close partnership with colleagues across the business, the D&T team has advanced our ambition to be the ‘Best Connected Brewer’, building a solid foundation for the future. “Ronald retires from HEINEKEN after an extraordinary 31-year career across five countries in Europe and the Americas and across 6 distinct functions. His contributions to HEINEKEN’s success in the past three decades through his deep knowledge of the company and portfolio, his passion and incredible people skills, will be greatly missed. I wish Ronald all the best in his future endeavours." Photo:  Ronald den Elzen and Romain Apert

Firms across the private sector expect activity to fall in the next three months (weighted balance of -13%), according to the CBI’s latest Growth Indicator. Nonetheless the pessimism has eased noticeably, with expectations at their least negative since November 2024. The downturn is expected to be driven by falling distribution sales (-36%) and a modest decline in manufacturing output (-12%). Business volumes in the services sector are also set to drop, albeit marginally (-5%). Within services, February saw another bleak outlook for consumer services volumes (-38%), whereas business & professional services firms expect activity to rise in the three months to May (+4%). This marks the most positive expectations for business and professional services since the quarter to October 2024. The subdued outlook comes as private sector activity fell in the three months to February (-19%, at a slower pace from -33% in the three months to January). All sub-sectors reported falling activity. Charlotte Dendy, CBI Economic Surveys & Data Manager, said: “While private sector firms still expect activity to fall over the next three months, the improvement in the outlook is notable – with expectations at their least negative since November 2024. Nevertheless, expectations remain well below their long-run average, underscoring the fact that firms continue to face a challenging trading environment." “Businesses continue to highlight the impact of recent Budgets on costs, alongside weak customer confidence and a broader lack of demand indicating that the mood remains fragile." “While the Spring Forecast may not carry the full weight of a Budget, it still provides an important moment for the Chancellor to double down on the government’s growth mission. With business costs continuing to weigh on private sector activity, growth and investment, broader solutions must be found on lowering business energy costs and on the practical implementation of the Employment Rights Act.”

Willmott Dixon has started a new £20 million neighbourhood health hub in Weybridge, Surrey, to create a modern, purpose-built facility that will transform primary and community healthcare provision for the local population. Procured via the Procure23 framework, the project is being delivered on behalf of NHS Property Services, working in partnership with the Department of Health & Social Care and NHS Surrey Heartlands Integrated Care Board. Once complete, the development will represent one of the region’s most substantial recent investments in primary and community healthcare infrastructure. The new facility will provide a modern health hub designed to meet both current and future population needs. The Phoenix Family Practice will relocate into the building, which will also include maternity services, same day urgent care, diagnostics, and health and wellbeing support. A flexible first floor space will allow the NHS to adapt services over time in response to changing local demand. Pioneering Model for Neighbourhood Health Delivery The Weybridge facility brings together a range of primary and community health services under one roof, providing a sustainable response to local needs and forming part of a wider commitment to improving health outcomes and modernising healthcare infrastructure. Richard Poulter, Willmott Dixon’s Managing Director for the South: “We are pleased to be delivering this much needed community health facility for Weybridge. This development will bring essential health and wellbeing services closer to local residents, creating a modern, accessible centre shaped around the needs of the community." “With more than 100 healthcare construction projects, 30 of which have been community healthcare facilities, delivered across England and Wales over the past decade, our team brings deep experience in creating environments that support high quality patient care. Working closely with NHS Property Services and our project partners, this will be a sustainable, high performing building that the people of Weybridge can be proud of. We look forward to completing the new facility in 2027.” Vicky Stobbart, Director of Commissioning and Delivery for NHS Surrey Heartlands: “This is a significant milestone for the project. The start of construction work represents years of planning, extended collaboration and a major investment in the future of this modern health facility and for the health and wellbeing of local people.” Simon Taylor, Director Estates Policy, Strategy and Capital Projects, NHS Property Services: "This groundbreaking event celebrates a key moment as construction begins on this £20 million investment in Weybridge. We are focussed on delivering an NHS estate that is fit for the future and meets the modern health demands of communities across the country. This new neighbourhood health facility will provide more services, which can often prevent ill health, closer to people’s homes, ensuring the Ten-Year-Health-Plan goals are achieved.” Dr Graeme Wilding, GP Partner at The Phoenix Family Practice, said: “Over the past eight years, despite limited space and facilities, our staff at the Phoenix Family Practice has continued to provide safe, compassionate and professional care. Reaching this stage is a significant milestone, and we’re delighted to see the new building finally underway. The new facility will allow us to expand our services, offer a more welcoming environment for patients and give us the stability we need for the future.” The Weybridge health hub is an early example of the type of neighbourhood-based model of care set out in the NHS 10 Year Health Plan and reinforced by the government’s Budget commitment to deliver 250 Neighbourhood Health Centres across England. The programme will co-locate local health services such as GPs and physiotherapists in modern, purpose-built facilities designed to improve access to care and support a more preventative and sustainable NHS. Health Sector Expertise The Weybridge health hub adds to Willmott Dixon’s growing portfolio of transformational healthcare projects. The company recently broke ground on the £140m Emergency Care Building at Derriford Hospital in Plymouth – the first Wave 1 scheme in the New Hospital Programme to begin main construction. News Barnes Hospital and London River Academy Transforming Barnes Hospital: A new era for health and education in South West London Community healthcare hubs Non-acute healthcare in a community environment will drive health and wellbeing Neighbourhood Health Centres Delivering the Future of Local Care Weybridge Health Facility New health facility offering maternity care, same-day urgent care, and diagnostics to Weybridge residents.

St Austell Brewery welcomed acclaimed chef, broadcaster and sustainability campaigner Hugh Fearnley Whittingstall to its head office, as part of a special St Piran’s Day event celebrating Cornwall’s rich food and drink culture. Hosted in partnership with the Cornwall Chamber of Commerce, the event brought together 40 producers, growers, businesses, charities and suppliers from across the county to showcase the creativity that defines the region’s culinary identity. Hugh took part in an in conversation ‘fireside’ chat, where he discussed his long-standing passion for sustainable food systems, the importance of local produce, and highlights from his career. Guests also joined a Q&A session and had the opportunity to network with fellow Cornish producers while sampling a range of locally made products. Commenting on the event and conversations, Hugh Fearnley Whittingstall, said: “It was brilliant to be in Cornwall today on St Piran’s Day with so many local growers, makers and suppliers. Great food is always rooted in great stories. When you know where your food comes from - who grew it, caught it or made it - it creates a much deeper connection to what’s on your plate." "Cornwall has an incredible natural larder, and when we source locally and responsibly, we’re not just supporting producers, we’re protecting the landscapes and ecosystems that make this place so special – and what better day to pay homage." ”Whenever we talk about food, we should also be talking about nature - how we farm, fish and grow in ways that protect biodiversity and build a more resilient food system. There’s real optimism in that conversation, particularly as innovation and new thinking open up smarter, more regenerative ways of producing food for the future.” Jak Yelland-Hill, Food Procurement Manager, St Austell Brewery: “Cornwall is home to some of the most talented producers and exceptional ingredients in the country, and we’re incredibly proud to have strong, long lasting relationships with our suppliers across our heartland." “A strong local supply chain is vital for quality, resilience and sustainability. Events like this help reinforce the importance of our suppliers and St Piran’s Day is a perfect moment to celebrate the Cornish producers who help us deliver quality across our pub menus and ensure our wholesale drinks range continues to reflect the very best of the region.” John Brown, Chief Executive, Cornwall Chamber, said: “Cornwall’s food and drink sector is built on people, place and pride - and telling those stories matters more than ever. When local businesses champion one another and share their successes, it raises the profile of the whole supply chain and strengthens our regional economy." “Events like this create space for curiosity, collaboration and conversation about the future - from food security to regenerative farming and biodiversity. There is a real sense of momentum and optimism across the sector, and by continuing to learn from one another and tell our stories locally, we can drive positive, long term change for Cornwall.” The morning concluded with a Cornish-inspired brunch hosted by St Austell Brewery, featuring dishes such as roasted plums, Cornish honey and Cornish rump steak, fried egg, and watercress on sourdough. Exhibitors included St Ewe, Buttermilk, Jolly’s, Westcountry, Cornish Larder, Colwith Farm Distillery, Cornish Distilling Co., and Cornish Sea Salt.

Dr Hannah MacKechnie, managing director and co-founder of Radfield Home Care, reflects on building a national care franchise from its roots in Shropshire. Drawing on her upbringing in her family’s care home, she explains why ownership, quality and long-term thinking have determined the company’s growth. Here, she sets out how remaining family-owned continues to influence the way Radfield operates and expands. Alex and I grew up around our parents’ care home in Shropshire, and that experience shaped how we see this sector. We watched our mum build a culture where staff felt valued and residents were known as individuals. It was never only about running a business; it was about creating an environment where people felt safe, respected and properly supported. That belief still underpins Radfield today. If you look after your people well, they will look after your clients well in return. When we founded Radfield Home Care in 2008, we based it in Shrewsbury because it is home and because it made sense for us personally. We both moved back to the area, and for a period, we ran the new home care business alongside the existing care home. Being rooted in Shropshire has never felt like a limitation. Our franchise partners come to see us here, they meet the wider team who support them, and they understand that we are accessible. As we have grown, we have not felt the need to relocate simply for appearances. In the early years we expanded through company-owned offices across Shropshire, Worcestershire, Staffordshire and Cheshire. That model allowed us to test and refine our systems, but over time we began to see its constraints. We had strong regional managers who were capable and committed, yet there is a difference between being very good in a role and carrying full responsibility for a business. What became clear to us was that the gap was not skill; it was ownership. Running a care business requires constant attention to quality, thoughtful people management and sustained local business development. Those demands rarely sit comfortably together in an employed structure. Franchising offered a different alignment - the person leading the business locally is investing their own capital and reputation, and that changes the level of focus and accountability. For us, it created a way to grow without loosening our standards, because we were partnering with people who were motivated to build something of their own within a proven framework. When people hear the word ‘franchise’, they sometimes assume light-touch oversight. In care, that simply is not possible. Compliance with CQC requirements, safeguarding processes, training structures and brand standards are set centrally and are not optional. Our franchise partners often say that this clarity is reassuring. They are not starting from scratch or interpreting regulation alone; they are building on a model that has already been tested. That structure is backed by dedicated teams. Our quality and compliance team carries out audits and delivers ongoing training and support. Our business performance team works with partners on planning and financial oversight, while marketing support covers both digital activity and local outreach. We made an early decision that we would rather grow steadily, with the right level of support in place, than expand quickly and risk stretching the centre too thinly. The ratio of support team members to offices reflects that approach. The outcomes give us a useful measure of whether the system is working. Every CQC-assessed office in our network is rated Good or Outstanding, and franchisee satisfaction has been recognised with consecutive Workbuzz Five-Star awards. Those indicators matter more to us than headline office numbers, because they show that quality and commercial performance are aligned. Remaining family-owned influences the way we make decisions. In a sector where some larger networks are backed by private equity or overseas groups, it is common to see strategies influenced by relatively short investment horizons. We do not operate against an exit timeline. That means we can slow territory sales if necessary, decline prospective partners who are not the right fit and prioritise steady, sustainable growth over rapid expansion. We also think carefully about longevity. Franchise partners sign 10-year agreements and deserve confidence in the direction of the business. Over time we have built a strong management team so that Alex and I are increasingly focused on long-term strategy rather than day-to-day operations. Investment in technology forms part of that thinking, particularly where it improves efficiency and visibility across the network without compromising care quality. For franchise partners, the most impactful form of succession planning is a model that remains profitable, compliant and trusted locally. Working together as siblings has required clarity and discipline. In the early stages there was a tendency for both of us to be involved in everything, which can create confusion for teams. We have learned to divide responsibilities according to our strengths. My medical background and operational focus sit alongside Alex’s strength in strategy, brand and communications, and that separation provides clearer leadership internally. We encourage the same clarity among franchise partners who enter the business with a spouse or friend, because well-defined roles at the outset tend to prevent tension later. Looking ahead, the home care sector will face both opportunity and pressure. Demographic trends point to rising demand, but increasing employment costs and regulatory requirements will continue to challenge margins, particularly for providers reliant on local authority funding. We operate in the private-pay market, which allows fees to move in line with genuine cost increases and supports continued investment in our teams. That positioning is as much about stability as it is about growth. From a single operation in Shrewsbury to a national network, the central idea has not changed. We focus on quality, ensure that ownership sits locally and make decisions with the long term in mind. Scale matters, but only if it is sustainable, and our aim has always been to build a business that will still be strong many years from now.

Bitcoin is surging as global markets rebound and President Donald Trump reinforces his support for the digital assets sector in its intensifying confrontation with traditional Wall Street banks. This is the bullish assessment from Nigel Green, CEO of global financial advisory giant deVere Group as the cryptocurrency jumped 8% to as much as $73,777, its highest level in a month, as investors rotated back into risk assets following easing fears about the potential impact of the war in Iran on global energy markets. He says: “The Bitcoin rally reflects two powerful forces aligning at once: improving risk sentiment across global markets and renewed political backing for crypto from Washington. The original and most influential crypto is responding to a combination of macro relief and political support." "Markets had been rattled by concerns the Iran conflict could deliver a prolonged shock to energy markets and global growth. As those fears eased, investors moved back into risk assets and crypto is often the fastest responder when sentiment turns." The deVere CEO continues: “At the same time, President Trump has stepped in publicly, via his Truth Social platform, to defend the digital assets sector against pressure from traditional banks, which sends a clear signal to markets about the direction of US policy.” Late on Tuesday, Donald Trump posted that banks were attempting to undermine the Genius Act and warned his administration would not allow it. The legislation created a regulatory framework for the rapidly expanding stablecoin sector. Since its passage, tensions have grown between crypto firms and traditional lenders over rules that allow platforms such as exchanges to pay interest on stablecoin balances held by users. Nigel Green says the dispute highlights a deeper shift underway in global finance. “Stablecoins are emerging as a new digital form of the US dollar, and that places crypto platforms into direct competition with traditional banks,” he explains. “When banks push back against that development, it shows how significant the shift has become.” Bitcoin had fallen sharply from its October peak near $125,000 before rebounding in recent sessions as broader market sentiment appears to improve. The latest rally illustrates how closely digital assets are now tied to both macroeconomic developments and political signals coming out of Washington. “Crypto markets react rapidly to changes in global risk appetite, but they also respond to regulatory direction,” he says. “When geopolitical concerns ease and the White House signals clear support for the sector, those forces combine to create powerful momentum for digital assets.” Last week, before the latest relief rally, and looking beyond mid-2026, Nigel Green said that he sees the potential for Bitcoin to exceed its previous record high before the year concludes. “Once momentum re-establishes, fresh all-time highs are achievable before year-end,” he stated. “The prior peak is not a permanent ceiling.” Nigel Green emphasises that volatility remains intrinsic to digital assets but argues that cyclical corrections have historically preceded renewed expansion phases. “The key issue is whether structural adoption has stalled,” he says. “Our assessment is that it has not. Institutional infrastructure is broader, deeper and more resilient than at any point in Bitcoin’s history.” He concludes: “For now, the Bitcoin bulls seem to be back in charge.”

St Austell Brewery is raising a glass to its 175th anniversary with the launch of a special limited-edition cask ale range for 2026. The range includes several much-loved favourites, revived from the brewery’s archives. Drawing on recipes from brewing books dating back to the 1800s, the 175th anniversary collection pays tribute to some of the most well-loved beers in St Austell Brewery’s history. Alongside reimagined beers from its past and current core range - including a new anniversary ale named 1851 - each release has been carefully curated. Classics such as Admiral's Ale (5% ABV), first brewed in 2005 to mark the bicentenary of Nelson's triumph at Trafalgar will return, alongside best bitter Trelawny (3.8% ABV), named after Bishop Trelawny from Cornish folklore. The burnished copper ale is still fondly remembered by beer fans. The final release in the eight-strong cask line-up is Tribute Extra (5.3% ABV), the big sibling of St Austell Brewery’s best-selling Tribute pale ale. Brewed with Cornish barley and signature Celeia and Willamette hops, the rich pale ale is bold, complex, and full of character - a true celebration of that little bit extra. The collection forms part of St Austell Brewery’s wider programme of 175-year celebrations, which includes commemorative events, special collaborations and a renewed focus on the business’s heritage pubs and regional roots. Georgina Young, Brewing Director at St Austell Brewery, said: “Reaching 175 years is an extraordinary milestone, so it felt only right to celebrate by bringing some of our most cherished beers back to life. Our brewing archives are full of wonderful recipes - beers that meant something to the people who brewed them and to the communities that enjoyed them." “Revisiting classics, such as Trelawny and Tinners is a reminder of just how deeply our heritage runs, while giving us the chance to brew the beers with the quality and consistency made possible by modern techniques. As a team, we’re incredibly proud to honour our past while continuing to innovate for the beer drinkers of today.” The commemorative cask beer range will be available in St Austell Brewery pubs and available to order for its wholesale customers. Cornish Ale, Trelawny – the first beer in the range – will be available from March 30th. For pubs wishing to stock the limited-edition beers, visit here .