Family and employee owned insurance firm, TL Dallas, is expanding its footprint in North Yorkshire with a new presence in Harrogate, as the Yorkshire-headquartered firm continues to invest in regional growth. The long-established insurance broking, risk management and financial services group will operate from premises at 36 Victoria Avenue, placing its team in the centre of Harrogate’s professional and commercial district and strengthening its service offering to both private and business clients across the town and surrounding areas. The move forms part of the firm’s wider strategy to build on sustained organic growth, whilst maintaining its position as one of the UK’s largest independent insurance brokers. Caroline Pullich, group head of private clients at TL Dallas, will lead the firm’s high-net-worth client offering from the new Harrogate base, working alongside corporate account executive, James Bright, who will focus on supporting commercial clients across the region. Caroline said: “Our expansion reflects both growing demand from existing clients and the company’s commitment to strengthening its presence in North Yorkshire. Harrogate has a vibrant professional and business community, and we have been working with clients here for decades. Establishing a dedicated presence at 36 Victoria Avenue allows us to build on those relationships, whilst also meeting new clients locally." “We see this as an important step in our continued investment for growth. TL Dallas has always focused on providing clear, independent advice and personal service, and having a base in Harrogate means we can be even closer to the people and businesses we support.” James added: “The town’s diverse economy made it a natural location for our next stage of development. Harrogate is home to a broad range of successful businesses, from professional services to healthcare and hospitality. Having a base in the town gives us an excellent platform to support both established organisations and growing companies with their insurance and risk management needs.” TL Dallas already works with a number of firms in the area, including healthcare provider Vida Healthcare and Harrogate-based Haddletons Solicitors. To mark the move, the firm has become a corporate patron of the Harrogate International Festival, which is celebrating its 60th anniversary this year. James Rycroft, Managing Director of Vida Healthcare, said: “TL Dallas has provided us with consistent, transparent and clear insurance advice over many years. A trusting partnership was established from day one and combines value for money alongside the cover we need, which in turn gives us peace of mind.” Over the past five years, TL Dallas has expanded significantly acquiring a 40-strong team in Inverness, Elgin, and Orkney, which is now known as Nord Dallas and Caledonia Dallas respectively; launching specialist offices in Lincolnshire under the Dallas Scott Davey brand and North Yorkshire under the Dallas Wilding Drew brand; as well as opening a commercial and agricultural office in Cockermouth, Cumbria. Founded in 1919, TL Dallas employs more than 235 people across 15 offices throughout the UK and remains a fully independent, fourth-generation family and employee owned insurance and financial services group.

To coincide with Food Waste Action Week (9-15th March), St Austell Brewery is marking one year of its award-winning waste initiative with a dramatic uplift in recycling and a new commitment to tackling food waste across its whole business. As part of the progress made so far, 100% of food waste from its 45 managed pubs across the South West is now diverted from general waste into anaerobic digestion or redistributed to local communities via Olio, a surplus food sharing app. Launched in 2025, Operation Segregation set out to improve how waste is sorted, measured and reduced across the company’s managed pub estate. Working in partnership with Biffa, the brewery introduced colour coded bins, improved signage and enhanced team training to make correct segregation easier across all sites. This has contributed to a 16% drop in general waste and a 49% reduction in total waste since 2023. Some pubs have also doubled their recycling rates. Emily Coon, Sustainability Manager at St Austell Brewery, said: “Operation Segregation is all about cutting waste at the source and ensuring valuable materials don’t end up where they shouldn’t. What’s been most inspiring is how quickly our teams have leaned into the change. When people understand the impact, positive behaviours naturally follow. This isn’t a project with a finish line - it’s the foundation for long-term cultural and operational transformation.” Helen Sprason, Area Manager at St Austell Brewery, added: “I am incredibly proud of what our pub teams have achieved over the past year. Seeing the waste numbers come down month by month has been hugely rewarding, but the shift in mindset is even more important." "Our dedicated teams have truly embraced the project, and I am so grateful for the energy and ownership they have brought to it.” A defining achievement of the past year has been the improvement in St Austell Brewery’s waste data quality. Although its reported food waste tonnage increased slightly year on year (still, fewer than eight tonnes), this reflects business growth and improved segregation rather than a rise in actual waste. Previously, a proportion of plate waste was incorrectly placed in general waste. With segregation now embedded and confidence in the data established, St Austell Brewery is launching phase two of Operation Segregation, focusing specifically on reducing food waste at source. In November 2025, the business completed its first food waste audit. Using 2025 as the benchmark, the company is committing to a 10% reduction in food waste in 2026 and a long-term ambition to reduce it by 50% by 2030. Operation Segregation sits within the brewery’s wider sustainability strategy - Crafting a Brighter Future - which includes a long-term commitment to eliminate edible food waste from operations by 2040 and transition towards becoming a zero waste business. As Food Waste Action Week highlights the scale of avoidable food waste across the UK hospitality sector, St Austell Brewery hopes its practical, data-led approach shows how targeted interventions can drive meaningful environmental change.

With artificial intelligence rapidly reshaping the modern workplace, many employees are caught between curiosity and concern.   New YouGov data reveals a nation divided: while 34% of adults say they use AI frequently, 37% admit they never use it at all.   And despite its growing presence, trust remains low - just 18% of people say they would trust AI to make decisions or take actions, while 72% wouldn’t feel comfortable allowing it to act on their behalf without approval.   But according to efficiency experts Kane Taylor and Jamie Burns from Ailsa , fears of AI replacing workers may be misplaced.   Instead of threatening jobs, they argue that AI has the potential to remove the mundane, time-consuming tasks that dominate many roles, freeing employees to focus on more meaningful, creative and complex work.   “I think it’s a big question on a lot of people’s minds at the moment, and a bit of fear, is this going to affect my job? Is this going to take my job?” said Kane.  “But I think we can twist this in a positive way. If AI can do all the remedial tasks in the background, it means we can upskill our workforces to do more interesting, or more complex things, that we can focus our time on." "Certainly, in my business, a lot of our time is going through a lot of admin and graphs, things that an AI could easily to, to allow us to focus on the more important things.”   “AI becomes a business enabler, rather than a risk and something to be scared of,” said Jamie.   “I think a lot of people are scared and worried about AI taking their job, but companies can use AI to streamline their processes and enable them to become a better business."   “One thing I would say, is that companies that incorporate AI into their businesses, and take away the more mundane tasks that people don't like doing, some of the admin functions that seem to take all day but need doing, that’s what you can use AI for and then use the people in the business to do the more complex and skilled stuff because you're always going to need people."   “We deal with data day in and day out, we deal with AI day in and day out, but it's never going to replace a person. Everything still needs a person, every interaction still needs someone there, because the whole personality and personal touch is what makes business operate." “AI then will become a thing that will streamline and take away a lot of the tasks that people don't like doing on a day-to-day basis.”   1. Learn to use AI so it works for you, not instead of you “A lot of people are asking whether AI is going to take their job, and honestly, it’s a fair worry. But the truth is, AI is much better at taking the boring stuff out of your job than taking the job itself. If you get used to using it day to day, it becomes something that helps you, not something that replaces you,” said Kane Taylor, efficiency expert at Ailsa “If the admin, the endless graphs, the time-draining background tasks can be handled by AI, that frees you up to do the more interesting, complex, valuable work. Getting comfortable with the tools puts you in the position of being the person who benefits from AI, not the one threatened by it.”   2. Lean into the human skills AI can’t touch “No matter how good AI gets, it’s never going to replace people. You still need real conversations, real judgement, and real emotional understanding, the things that make workplaces actually function. AI can process information, but it can’t bring personality, empathy, or the instinct that comes from experience." “So, focus on the parts of your job that rely on those uniquely human skills. The more you develop your communication, problem-solving, decision-making and creativity, the harder it is for any technology to step into your role.”   3. Build a reputation that people trust “AI can help with tasks, but it can’t build relationships. It can’t walk into a room and earn someone’s confidence, and it can’t replace the trust people put in someone they know will show up and do great work. That personal touch is what keeps businesses running."   “When you build a solid reputation, being dependable, consistent, easy to work with, you’re creating something AI can’t replicate. People work with people they trust, and that’s your edge.”   4. Get good at deciding what the real problem is “AI is brilliant at giving answers, but only if you tell it the right question. The real value comes from being the person who can step back, look at the situation, and decide what actually needs solving. That’s something humans are still far better at than any model."   “If you can identify the core issue, guide the direction, and then use AI to handle the grunt work, you become the one steering the process. AI supports the thinking, but it doesn’t do the thinking.”   5. Stay flexible and open to learning “The workplaces that use AI well are the ones freeing people from the boring, repetitive tasks. That means there’s a huge opportunity for anyone willing to adapt. The more open you are to learning new tools and approaches, the more valuable you become."  “Jobs aren’t disappearing, they’re shifting. If you stay curious and willing to update your skills, you’ll always have a role, and it’ll usually be a more interesting one than before.”

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 .

St Austell Brewery is celebrating a remarkable achievement after winning four medals at the 2026 International Brewing Awards - one of the world’s oldest and most respected beer competitions. Established in 1888 and often described as the “Oscars of the brewing industry”, the awards are judged solely by professional brewers and recognise outstanding technical excellence. This year’s success is particularly significant for the independent family-owned business, marking its 350th beer award in its 175-year history. Among the accolades, 2025 Extra Special Tribute (EST) - brewed with all-British ingredients - was awarded the only gold in its category. A supercharged 7.4% ABV strong ale, EST is a bold reinterpretation of St Austell Brewery’s flagship pale ale, Tribute (4.2% ABV). First brewed in 2023 - to mark the coronation of King Charles III - EST has since become a special annual release, crafted in small batches and each bottle is individually numbered. Each edition of EST is brewed to a unique recipe, bottle-conditioned and matured. Proper Job 0.5% secured a silver in the ultra low alcohol category. Modelled on the flagship Proper Job IPA, it retains the original’s hop profile - Cascade, Willamette and Chinook - delivering punchy citrus, grapefruit and pine flavours despite its low ABV. Korev (4.8% ABV), St Austell Brewery’s flagship lager - known for its clean and refreshing character - also earned a silver. Rounding off the wins, Proper Job (4.5% ABV) - its flagship IPA brewed with bold American hops and celebrating its 20th birthday this year - took home a bronze in the cask-conditioned beer category. Georgina Young, St Austell Brewery’s Brewing Director said: “Winning four medals at such a prestigious global competition is an incredible achievement for the whole team." “To reach our 350th beer award in the same year we celebrate 175 years of brewing heritage makes this moment even more special. Each of the winning beers represents innovation and quality and I’m immensely proud of what our talented brewing team continues to deliver.”

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.