Robinsons Brewery has achieved a turnover surpassing £100 million for the first time (2025: £103.5m, 2024: £97.7m), reporting an impressive 40% increase in Operating Profit (EBITDA) at £8.6m (2024: £6.2m). The record turnover came with further successes: Managed pubs delivered over 10% like-for-like sales growth. Beer volumes also bucked industry trends, with cask beer volumes 5% ahead and total beer sales outperforming the market by 1.5%. Whilst it is a milestone year for the family brewers, business operating costs have also increased significantly with the Chancellor’s budget costing the business £1m more in National Insurance Contributions alone. These factors affecting the industry simply cannot be ignored. Despite rising costs, Robinsons completed their brewhouse relocation to their packaging site, having invested £8.1m in the three-year project. The Company has reported that initiatives across their managed estate have reduced carbon emissions by 18%, further reductions have been achieved in their brewing operations by consolidating production onto one site. Additionally, the company invested a total of £6.9m across 37 pubs in their estate in 2025. Some notable investments include the refurbishment of St Tudwal’s, Abersoch; the Broadoak Hotel, Ashton-under-lyne; the Craven Heifer, Kelbrook; the Tollemache Arms, Alpraham and the Wilbraham Arms, Alsager. Robinsons has also continued to invest in their people, with over 100 colleagues having participated in its apprenticeship program. Focusing on developing and introducing the best talent into the business. Jason Crowder-Barton received an internal promotion to become Director of Managed Pubs, and Beth Anderson joined as Director of People and Culture. Both bring a wealth of knowledge and insight into both the retail operations, and the people function. These appointments coincide with significant retirements in the leadership team over the last twelve months, Managing Directors, Oliver and William Robinson, extended thanks to the entire Executive Team for their contributions in driving the business forward, acknowledged nationally by the recent achievement of ‘Best Brewing Pub Co’ at the Publican Awards and by winning two Gold Awards at the International Brewing awards. The sixth-generation family brewers have continued to move forwards and demonstrated agility in the futureproofing of pubs and brewing, remaining acquisitive in both their brewing and pub estate.

St Austell Brewery is raising a glass to 175 years with the launch of a new anniversary book, A History of St Austell Brewery. Written by the company’s archivist Paul Holden, the book brings together stories, records and personal insight to chart the evolution of one of the South West’s leading independent, family-run brewing, hospitality and wholesale businesses - one that continues to thrive today. The story begins in 1851 with founder Walter Hicks, from his early days brewing at the Seven Stars Inn in St Austell to the construction of the Trevarthian Road brewhouse in 1893, where St Austell Brewery’s beers are still made today. Designed around a gravity-fed system rather than pumps, the Victorian brewhouse reflects traditional brewing methods of the time and remains part of the working brewery - a rare and much-cherished link between past and present. A standout chapter explores the role of Hicks’ daughter, Hester Parnall, who took over the business following her father’s death. At a time when women were rarely involved in brewing or hospitality, Hester led the brewery through periods of expansion and change, travelling across Cornwall and beyond to grow the pub estate and helping to secure the brewery’s independence for future generations. Drawing on meticulously kept handwritten brewing logs and recipe books dating back to the 1800s, the book reveals how beer was once brewed using instinct, experience and taste alone. Many of these rediscovered records have since inspired heritage beers brewed especially to mark the brewery’s 175th anniversary. The book also details how St Austell Brewery adapted through some of the most challenging moments in its history, including both World Wars, when recipes were adjusted during rationing and buildings and labour were repurposed to keep the business running. Readers are also offered glimpses into a time when beer was delivered by horse and cart to local pubs, with ledgers detailing delivery routes, volumes and even the impact of the weather. Alongside this rich history, the book explores the stories behind modern favourites such as Tribute - originally brewed as Daylight Robbery for the 1999 solar eclipse - as well as Proper Job and Korev. Paul Holden, Archivist at St Austell Brewery and author of the book, said: “This book is about the details as much as the big moments - the handwritten notes, the delivery ledgers and the people whose decisions shaped the brewery. It’s a story rooted firmly in the South West, but also one of resilience, change and a long-standing pride in brewing great beer and building a thriving hospitality business across the region. This is a must-have for fans of St Austell Brewery, lovers of history and anyone with a passion for beer and brewing.” Produced to mark the milestone anniversary, A History of St Austell Brewery is available to buy now via St Austell Brewery’s online shop here. About St Austell Brewery St Austell Brewery was founded as a family-owned company in 1851 and has been fuelled by Cornish spirit and independent thinking ever since. Celebrating its 175th anniversary this year, it is the South West’s leading brewing, hospitality and drinks wholesale business. The company operates two breweries, in St Austell and Warmley (near Bath), following the acquisition of Bath Ales in 2016. Its award-winning beers - including Tribute pale ale, Proper Job IPA and korev lager - are available in pubs and supermarkets nationwide. St Austell Brewery owns over 160 pubs and inns across the South West, comprising of 45 managed houses alongside managed operator and leased and tenanted sites that are independently run by business partners. With a network of six distribution centres across the region, from St Columb to Wimborne, the company is the South West’s leading drinks wholesaler. In 2026, it became a majority shareholder in Harbour Brewing Company, expanding Harbour’s distribution footprint and making its high-quality craft beers available in St Austell Brewery pubs and for wholesale customers. Proud of its heritage and inspired by the future, St Austell Brewery is brewing great experiences for generations to come.

Young carers from north Glasgow will get a rare chance to step away from daily caring responsibilities and enjoy time to play and just be carefree for a while, thanks to a three-day countryside residential break delivered by The Honeypot Children’s Charity. Glasgow is home to the highest number of young carers in Scotland, with children as young as five years old providing hours of practical and emotional support to family members each week. These young people often miss out on everyday childhood experiences such as after-school clubs, birthday parties and time with friends as they prioritise their caring responsibilities. The Honeypot Children’s Charity works to change that by offering respite breaks at its Honeypot House. The first Scottish Honeypot House was opened in Ayrshire in 2023 and has since welcomed over 700 young carers from across Scotland, allowing them to relax and make friends in a safe and nurturing environment. The break is part of Honeypot’s wider work to expand its support for families across Glasgow, where demand for respite and emotional support continues to grow. Responding to this, the charity hopes to deliver 10 dedicated residential breaks for young carers from across the city in 2026. The project has been supported by a £500 donation from the Allied Vehicles Charitable Trust, which will help support young carers specifically from north Glasgow. Lyndsay Anderson, Scotland Fundraising Manager at The Honeypot Children’s Charity, said: “We are incredibly grateful to Allied Vehicles Charitable Trust for their generous donation to The Honeypot Children's Charity. This support will help provide a much-needed countryside residential respite break for young carers in north Glasgow, giving them the chance to relax, have fun, and create lasting happy memories. Together, we are helping brighter futures for Glasgow's young carers.” During the stay, children will take part in outdoor activities, shared meals and group experiences designed to help them relax and connect with others who understand their situation. Gerry Facenna, founder and owner of Allied Vehicles Group, said: “So many young carers in Glasgow take on responsibilities well beyond their years. I am delighted that the Allied Vehicles Charitable Trust can support The Honeypot Children’s Charity in giving local children time away from those pressures, allowing them to enjoy themselves and just be kids for a while, before returning home feeling more confident and supported.” The countryside break will give young carers from north Glasgow a chance to recharge and return home with positive memories that last long after their stay.

A resilient group of walkers from the hospitality industry has completed a gruelling 14-hour hike to raise over £5,000 for a Lancashire charity. The team of hikers from English Lakes Hotels Resorts & Venues conquered the specially devised ‘Lancashire 5 peaks’ route, a 20-mile trek with over 2,800 metres of climbing. The group, which consisted of employees from Lancaster House Hotel, Wild Boar Estate and Low Wood Bay Resort & Spa, scaled the summits of Gragareth on the Yorkshire border, Ward’s Stone, Wolfhole Crag and White Hill in the Forest of Bowland, and Pendle Hill near Clitheroe. They were joined by an equally determined band of fundraising hikers from Lancaster based firm Chiptech, making a cohort of 20 in all marching the route. The funds raised by the English Lakes Hotels and Chiptech hiking team is being donated to BEE Adventures to support its young people's suicide prevention programme in Lancaster and Morecambe. It equips young people with the tools to cope with the stresses of life and helps them build resilience, specifically by using the outdoors to improve mental health. HR manager at Lancaster House Hotel Faye McGuinness says: “Our incredible team successfully completed the Lancashire 5 peaks challenge just before nightfall. We started out at 6am and got back just before 9pm." “The terrain was brutal at times, with vast boggy sections, uneven ground, and no defined walking paths on the final three peaks. It truly tested everyone’s resilience." "Despite sore legs, tired bodies, and some very muddy boots, the team pushed on together and achieved something really special." “It was an extremely challenging day and I couldn’t be prouder of everyone involved and the effort they put in to keep going right to the final summit." "Every single donation has helped make this challenge worthwhile and will have a meaningful impact on the incredible work the charity is doing.” Co-founder of BEE Adventures Ryan Bond adds: “We can’t thank English Lakes Hotels enough for all the effort they put into this challenge, from training and fundraising to turning up on the day and making it all happen." “The funding will make a truly life-changing difference for these young people. But what’s more is they get so see caring businesses in their local community who will go through all this effort - and struggle - for them. The knowledge that people who they’ve never met care about their wellbeing is priceless.” Minibus photo (left to right): Ken Bussey, Anthony Patterson, Ryan Bond (all BEE Adventures), then Faye McGuinness, Scott Capstick, Lukas Thackeray, Michele Aldridge, Ioanna Stergiaki, Rachel Baines, Lucy Newton and Gabriel Oanea.

A Family businesses are prioritising near-term financial stability over strengthening resilience, as economic pressures continue to drive their strategic focus, finds Hymans Robertson Personal Wealth. Research from the financial wellbeing firm shows two fifths (40%) of family businesses are currently focussing on reducing their costs or debts, while just under half (45%) say their main priority is improving cash flow and liquidity. While a focus on the short-term can help businesses manage today’s pressures, they risk reducing their resilience over the longer term if decisions aren’t made with a clear eye on the future, warns the firm. To address this, owners should ensure they reflect on how actions on today’s priorities, impact their business later on. The survey found that family businesses that did have a focus on future-proofing tactics were a definite minority, with only 1 inf 5 (19%) prioritising succession planning and a little under a third (30%) wanting to reduce their exposure to potential tax changes. This highlights the delicate balancing act many family business owners are managing. It also points to the need for coordinated advice to link all decisions around tax and succession together so that the business doesn’t suffer as a result of making decisions in isolation. Commenting on the importance of ensuring short-term decisions also support long-term resilience, Jeff Simpson, Head of Wealth Management, Hymans Robertson Personal Wealth, says: “A key challenge for many owners is balancing urgency with importance. Rising costs, economic uncertainty and potential policy and tax changes mean resilience can no longer be thought of in purely short-term terms. Making a clear distinction between immediate actions to protect cash flow and longer-term planning will help protect stability." "It will also ensure time is set aside to focus on structure, ownership, and resilience, rather than strategic planning being sidelined by day-to-day pressures. When owners are able to address the ‘now’ without losing sight of the ‘next’, they put themselves in a stronger position to navigate ongoing uncertainty and build lasting resilience." “Resilience isn’t just about having a strong trading performance today; it’s about having the clarity, structures, and plans in place to support confident decision making over the long term. Taking steps to stabilise cash flow and protect liquidity is essential, particularly in the current climate, but those actions are most effective when they’re taken with a clear view of the wider picture." “That means considering how short-term decisions interact with longer-term priorities such as tax planning, succession, and future ownership. Businesses that can combine a focus on immediate stability with structured thinking about what comes next are typically better placed to weather both sudden shocks and slow burn structural change from external factors.” Commenting on the importance of reflecting on future tax implications for business owners, Jeff adds: “Encouragingly, some business owners are beginning to look ahead, but these findings suggest there’s still an opportunity to take a more joined-up view when working towards future proofing. Tax often gets addressed at key moments rather than as part of ongoing decision-making, which can mean potential liabilities aren’t fully anticipated or factored into today’s decisions." “Taking a more joined-up approach can make a real difference. By stepping back and considering where tax may arise over time, whether through succession or elsewhere, owners can bring this into the wider conversation around their business and personal plans." "Taking that broader perspective can help them feel more in control of future outcomes and make decisions that not only address immediate pressures but also support longer-term resilience. This not only helps manage risk but also supports better long-term performance, ensuring businesses are better prepared for change rather than reacting to it.”

Solar shading manufacturer Caribbean will be making its debut appearance at the prestigious Clerkenwell Design Week 2026, being held between May 19-21. The Suffolk-based firm is to exhibit two examples from its pergola range alongside outdoor furniture specialists Bridgman in the courtyard of the historic Charterhouse venue in London. The event marks a clear step for Caribbean, bringing its external shading systems into a setting shaped by architects, designers and specifiers. Clerkenwell Design Week’s mix of exhibitions, showrooms and talks creates a practical environment to see products in context and discuss how they are used. Caribbean will be showing two of its louvered roof pergolas. The Classic pergola, finished in anthracite grey, and the Deluxe pergola in mid grey will be installed on site. Both systems are designed to give users control over light, shade and ventilation, supporting the use of outdoor spaces across changing conditions. The courtyard setting allows visitors to move through the structures and see how they perform at full scale. Positioned alongside Bridgman’s outdoor furniture, the stand presents a straightforward view of how seating and shading work together in real settings. Stuart Dantzic, managing director of Caribbean, said: “Clerkenwell Design Week gives us the chance to show our pergolas in a way that reflects how they are actually used. It’s about being clear on performance, build quality and how these systems support outdoor space day to day.” Caribbean will be at stands CH20 and CH20a, The Charterhouse, Charterhouse Square, Barbican, EC1M 6AN. View website here.

In 2004, LEGO was weeks from insolvency. Losses the previous year reached roughly $300 million. The Kristiansen family had owned the business since 1932, and for years the board had governed the steady extension of an operating model built for a market that no longer existed. More themed ranges. More branded products. More distribution. Each programme hit its targets. The model itself had already failed. The redesign began only when Jørgen Vig Knudstorp became LEGO's first non-family CEO, with the Kristiansens retaining ownership through KIRKBI. It started with deliberate decommissioning: the 2005 sale of the Legoland parks to Merlin Entertainments for around $460 million. Within a decade, LEGO had overtaken Mattel as the world's largest toy maker. Kjeld Kirk Kristiansen later described the family's role as being "professional in our ownership". Every family business board understands the difference between governance and management. Far fewer understand the difference between governance and redesign. That distinction is what matters when conditions shift. The board's competence does not degrade. Its function becomes misfitted to the environment it is governing. The Same Mechanism, Two Environments Oversight checks management against standards the board and the family have agreed. It protects the business from drift, the family from the business, and the business from the family. When the operating model fits its environment, this is what good governance looks like. When the environment moves, the function does not adapt. The board keeps checking. But the standards it checks against belong to a model that no longer fits. The oversight remains competent. The competence is now applied to the wrong question. This is how oversight becomes obstruction. The question being asked has outlived the conditions that made it useful. Where It Bites In Family Firms Three patterns recur when this shift is underway. First, legacy commitments carry emotional weight. A product line, a site, a supplier relationship, each tied to a family member or a generation. Retirement begins to feel like defiance rather than stewardship. Second, role clarity is hard. In a single week, the same person acts as owner, family member, director, and operator. Tagiuri and Davis described the overlap of family, ownership, and business more than forty years ago. The structure still holds. What has changed is the speed at which each role demands a different decision. Third, the next operating model rarely receives a design brief. The board governs the current model: authorises capital, reviews performance, signs off succession. It rarely owns the structured question of what the next model should look like, or holds anyone accountable for designing toward it. Without that design work, oversight has nothing to check against except the model being replaced. Controller and Steward Structural change asks the board to shift from Controller to Steward. A Controller optimises for certainty. It manages variance and reviews performance against a known model. Family business boards are often good at this, particularly when the business is mature and the family's history with the model runs deep. A Steward optimises for capacity. It cultivates the conditions for redesign, sets direction, and leaves outcomes to the people who will run the next model. Stewardship is the harder discipline. It requires distinguishing between what must be retired, what must be resourced, and what must be designed, and refusing to confuse a programme conversation with a structural one. What The Board Does Differently Three practical moves separate oversight that works from oversight that has become obstruction. The Kristiansen board, after 2004, ran all three. Separate governance of programmes from diagnosis of structural fitness. Programme performance and financial reserves remain necessary but insufficient. A structured diagnosis of whether the operating model is fitted to current conditions sits alongside them, scored and dated, so the board can see when the model itself is drifting out of fit. Treat decommissioning as a formal discipline. "What should this business stop doing?" runs as a standing item, answered in writing, owned by a named director. The discipline distributes the emotional load across the governance body rather than leaving it with one family voice. Commission the design of the next operating model. A brief with a specification, an owner, a timeline, and a reporting line into the board. The board holds the space for the design. The production work sits with the operators who will run the model, supported by external capability where the internal capability is thin. The Question The Board Can Ask Itself The test for a family business board in 2026 is whether its current oversight is fitted to the conditions. A board protecting the model that is being replaced is, by its own actions, obstructing the model that needs to be designed. Start with one question: what instrument do we read when we decide the operating model still fits the work it has to do? If the answer is programme performance and financial reserves, the oversight is doing the job it was built for. The live question is whether that job is the one the conditions now require. About the Author: Stuart J. Green is founder of Blue-Green Advisors and author of The Regenerate Leap (2026). He advises boards on the structural redesign of operating models that no longer fit their conditions, drawing on work with the Packard and Walton Family Foundations. Visit his website here References Rosen, Bob. “Leadership Journeys: Lego’s Jørgen Vig Knudstorp.” International Institute for Management Development (IEDP), October 23, 2014. More Cecily Group. “A Case Study: The Kristiansen Family Succession.” The Cecily Group Family Office, 2026. More Renato Tagiuri, and John A. Davis. “Bivalent Attributes of the Family Firm.” Family Business Review 9, no. 2 (1996): 199–208. More

Aldi is thanking shoppers in Scotland for helping the supermarket raise £13 million for Teenage Cancer Trust through their nine-year partnership. Since 2017, Aldi colleagues in Scotland have organised a range of fundraising activities – from sky dives and cake sales to marathon challenges – with generous donations from shoppers in the region further boosting the total. In celebration of the milestone, Aldi colleagues in Scotland and across the UK will take part in the 'Walk With Us' challenge to mark International Nurses Day (12th May), walking 13,000 steps a day over two weeks – the approximate distance a nurse covers during each shift. The money raised will help Teenage Cancer Trust continue to provide specialised nursing care and expert youth support for young people with cancer across the UK. Having set a target of £10 million by 2027, Britain’s biggest discounter reached this milestone early in 2024 and has since extended its commitment to raise £20 million by 2031. Aldi is also making an additional £13,000 donation to support the charity's ongoing work. Liz Fox, National Sustainability Director at Aldi UK, said: “Reaching £13 million is a fantastic achievement and shows what can be accomplished when colleagues and customers come together for a cause that truly matters." "The work Teenage Cancer Trust does is invaluable, and we're determined to go even further – that's why we've set ourselves the ambitious target of £20 million by 2031.” Hannah Lloyd, Head of High Value Partnerships at Teenage Cancer Trust said: “This milestone represents a significant commitment from Aldi, their colleagues and customers, and we're enormously grateful for their ongoing support." "Every pound raised helps us fund specialist nurses, youth workers and hospital wards that make such a difference to young people facing cancer. This partnership is changing lives, and we're excited to build on this success together.”

Family Business United is delighted to announce the launch of the second issue of Bitesize, its official digital magazine, created to deliver timely insight, inspiration and practical thinking for the family business community. Published throughout the year and distributed widely across the Family Business United network and the broader family business ecosystem, Bitesize has been designed as an accessible and engaging resource for family business owners, leaders, next-generation members and professional advisers. Insightful, Relevant And Easy To Digest Each edition of Bitesize brings together a carefully curated mix of expert insight and real-world experience. The magazine reflects the realities of family enterprise, combining practical thinking with thought leadership to support informed decision-making across generations. Content within this second issue of Bitesize includes: Insight into family businesses in Norway and how they are the unsung heroes of the Norwegian economy A feature on George Bence & Sons, a multigenerational family firm based in Cheltenham Research findings from the 2025 Deloitte Private report 'Defining The Family Business Landscape Insights into developing a brand narrative, good governance and how philanthropy is reshaping family business strategy. Designed with busy readers in mind, Bitesize delivers high-quality content in a format that is both informative and easy to consume. A Platform For The Family Business Community Bitesize has been created to inform, connect and support the family business community. It provides a platform to share experiences, highlight challenges and celebrate the diversity, resilience and long-term contribution of family enterprises. Through a combination of storytelling, expert insight and practical guidance, the magazine aims to strengthen understanding and foster collaboration across the sector. Bitesize is available in digital format and if you want to find out more about advertising and sponsorship opportunities in the magazine please do not hesitate to contact us. Check out the second issue of Bitesize here

St Austell Brewery is launching its latest impact report in a bold and practical way, rolling out biodegradable, plantable beer mats across its South West pub estate. Following the launch of its first sustainability strategy - Crafting a Brighter Future - last year, the company has introduced seed embedded beer mats that can be planted after use. Each mat features a QR code, allowing pub goers to explore St Austell Brewery’s sustainability initiatives across its breweries, pubs and drinks wholesale operation - all with a pint in hand. Emily Coon, Sustainability Manager at St Austell Brewery, said: “We’re proud of the progress we’re making across our business, but for us this has always been about bringing people with us on the journey. Our pubs are where we connect with more people than anywhere else, so we wanted to create a simple and accessible way for guests to access our impact report and share the progress happening behind the scenes as well as our future ambitions." “The plantable beer mats are a small idea, but they represent a bigger mindset - thinking differently about waste, creating moments for conversation, and making sustainability feel part of everyday experiences rather than something distant or abstract. We know meaningful change comes from much bigger actions than a beer mat alone, but if it encourages more people to engage with sustainability - and better understand the role businesses like ours can play in driving momentum - that feels like a positive step.” The past year has marked a standout period of progress for St Austell Brewery, with its sustainability work receiving national recognition alongside significant operational improvements, across waste, energy and water efficiency. Last month, the business was named Best Sustainable Pub Company in the UK at the Publican Awards, while its pub waste reduction programme also won Excellence in Waste Management at the Green Awards UK. Across its 45 managed pubs, St Austell Brewery now operates on 100% renewable electricity, while total waste has fallen by 49% since 2023. General waste has been reduced by up to 40% year on year, recycling rates have doubled, and all food waste is now diverted from general waste streams. Water usage remains a key priority, with action taken both in pubs and at the companies two breweries, in Cornwall and Warmley. Waterless urinals, installed as part of recent pub refurbishments, are saving up to 100,000 litres of water per pub each year, while engineering improvements in brewing have also significantly reduced water use in the production of award winning beers including Proper Job, Tribute and korev. Supporting the regional economy is central to the company’s strategy, with local suppliers playing a key role. Food delivery miles have been cut by 33%, while the use of locally landed fish on pub menus has increased by 20%. Alongside environmental progress, St Austell Brewery raised more than £93,000 for charities and South West causes in 2025, with Children’s Hospice South West named as its Charity of the Year. Pub teams and colleagues have continued to volunteer and fundraise locally, supporting initiatives ranging from beach cleans to a community defibrillator campaign. Looking ahead, the business has committed to reaching net zero ahead of the UK’s 2050 target and will host its first Sustainability Week in 2026. Plantable beer mats will land on pub tables across the South West from next week. To read the full impact report, visit here. About St Austell Brewery St Austell Brewery was founded as a family-owned company in 1851 and has been fuelled by Cornish spirit and independent thinking ever since. Celebrating its 175th anniversary this year, it is the South West’s leading brewing, hospitality and drinks wholesale business.

Solar shading specialist Caribbean Blinds has unveiled a new brand identity, signalling a bold step in its growth strategy and a renewed focus on its people. Following a review with Purplex Marketing CEO Andrew Scott, the company recognised that while its name was familiar to the trade, it did not fully capture the scope of its work across the various sectors it works within. The refreshed identity removes “Blinds” from the name and introduces the strapline “Outdoor • Shade • Shelter,” reflecting the company’s full range of external shading solutions. The updated logo now features a device representing Caribbean Blinds’ turnkey approach and all shading types, including vertical, horizontal and sloping. Font and spacing changes improve clarity and approachability, creating a modern, durable look built for growth. The rebrand goes further. Employees are now known as Shading Heroes, with benefits designed to reward loyalty and commitment. Packages include tiered health cash plans covering dental, optician, physio and specialist scans, enhanced holiday entitlement of up to five extra days, service life bonuses and refreshed birthday and team incentives. “We’ve gone way beyond a standard facelift,” said MD Stuart Dantzic. “In fact, we’re positioning the company for the next era and our Shading Heroes are at the heart of everything we do. They transform spaces, create comfort and help people enjoy their surroundings." “The new identity reflects the work we do, the sectors we serve and the growth we are building for tomorrow. We wanted a brand that works as hard as our people do.” With its new identity, Caribbean positions itself for expansion, reinforcing its role as a leader in innovative external shading while underlining its commitment to the team driving its success. For more information about Caribbean visit here.

A young Warwickshire entrepreneur has gone from replacing his mom’s dishwasher with a homemade 3D printer to becoming arguably the youngest ever recipient of two King’s Award for Enterprise. Mitchell Barnes, who is about to turn 30-years-old, founded RYSE 3D in 2017 after proving out the importance of additive manufacturing (AM) in future production techniques for university friends. Since then, he has created one of the UK’s biggest disruptors in AM, supplying high performance production parts to 23 of the world’s hypercar projects and delivering complex components to exciting new contracts in aerospace, defence and energy. These orders have taken the Shipston-on-Stour firm to nearly £5m in annual turnover, with nearly half of that emanating from international orders to the US, Denmark and Latvia. Global success has led to the business securing the King’s Award for International Trade, following its earlier success in the ‘Innovation’ category in 2024. Mitch, who runs the company with his brother Cameron. explains: “To win one King’s Award is special, to win a second for our efforts in growing the business overseas is mind-blowing, I still can’t quite believe it." “When I first started in additive manufacturing, I wanted to prove that we could go from prototyping into series production and that’s exactly what we’ve done…supplying the most complex automotive, aerospace and renewables components in batches of a few thousand and, in some cases, tens of thousands.” He continued: “Importantly, we wanted to demonstrate that we could take UK technology and export it as something international firms want. The last three years have proved this was the right approach, with global sales up 2,322% since 2023." “We have also expanded our reach. The US used to be our only destination and, whilst this will always be a primary market, we are now supplying clients in Denmark, France and Latvia.” The growth in exports for RYSE 3D has given it the confidence to reinvest more than £1m into new printers, R&D, lighter materials and the launch of its own UK-engineered 3D ‘LANDR’ printer. Its team has also expanded to 18, some of whom were coffee baristas transformed into 3D printing engineers. The combination of its own large format printers and industry-leading technology has boosted its capacity to confidently print four million components every year. Mitchell continued: “This is what makes all the hard work worthwhile. There is no greater sense of achievement, for our workforce and senior management team, than seeing a part carefully engineered in Shipston-on-Stour entering production overseas for a high-profile global brand." “To have two concurrent King’s Awards is the stuff of dreams and every member of our team needs to take time out to appreciate what they have helped us achieve. We’ve already won work in the US based on winning one award, I can’t wait to get back overseas and tell people we are a double winning King’s Award business!” RYSE 3D’s production process is highly scalable, requires no tooling investment and uses widely available engineering polymers. This makes it easy to adopt internationally and attractive to companies looking to derisk supply chains, reduce capital expenditure and lower environmental impact – three features that are increasingly important to meet ‘Net Zero’ challenges and address recent global supply chain uncertainty. Whilst automotive and motorsport offered it the initial market opportunity, the company is fast proving that 3D printing can also deliver production parts to aerospace, construction, energy generation, medical and defence. Adam Archer, who switched from making coffees in the market town to leading a team of 3D printing engineers, concluded: “The pace of evolution at RYSE is incredible and I still have to pinch myself when I think we’re making performance parts that are changing the way some of the most ambitious hypercars and technology are built." “Our second King’s Award is the icing on the cake, and we look forward to using the prestigious accolade to help us secure more work and orders that see additive manufacturing expertise in Shipston-on-Stour exported all over the world.” For further information, please visit here.