Artificial Intelligence (AI) could reignite the gender divide in the workplace, with fewer women planning to upskill in AI than men, according to data from specialist recruitment company, Robert Half . In the firm’s Candidate Sentiment Survey, more than a third (38%) of men revealed plans to develop their AI knowledge this year, while just 27% of women intend to do so. With Robert Half’s 2025 Salary Guide also revealing that 72% of businesses are encouraging employees to explore generative AI for routine tasks, the recruitment specialist has warned that Artificial Intelligence could reverse gender parity progress, unless employers take action. Matt Weston, Senior Managing Director UK & Ireland at Robert Half commented: “Artificial Intelligence is often heralded as a great equaliser in the workplace — a transformative tool that holds the potential to break down traditional barriers to inclusion and upward mobility. In theory, AI can help level the playing field by enabling individuals, regardless of their educational background, socioeconomic status, or formal qualifications, to access knowledge, automate tasks, and enhance their productivity." "For those from historically underrepresented or disadvantaged backgrounds, AI offers a chance to bridge longstanding gaps in opportunity, opening pathways to more skilled roles and career progression." “However, the reality is more complex. While AI presents new opportunities, it also risks entrenching or even exacerbating existing inequalities if its adoption is not handled with care. Our data indicates that without deliberate, inclusive strategies, the benefits of AI may not be evenly distributed — and in some cases, progress in areas like gender equality could even be reversed." “Employers are increasingly expecting their workforce to adopt AI tools as part of day-to-day operations. Yet, if this expectation is not supported by comprehensive, accessible training and a clear framework for responsible usage, it can lead to disparities in who benefits most from the technology. Early trends suggest that fewer women, in particular, are actively planning to upskill in AI. The reasons for this are likely multifaceted, including differences in access to time, confidence in technical environments, and wider cultural perceptions about who 'belongs' in tech-driven roles." “If left unaddressed, this could pave the way for a new iteration of the ‘glass ceiling’ — one where digital fluency and AI competency become gatekeepers for progression, leaving many talented individuals behind." “Ultimately, AI's impact on workplace inclusion will depend less on the technology itself and more on how we choose to implement it. Done right, it can be a catalyst for unprecedented opportunity. Done poorly, it risks reinforcing the very barriers we are trying to dismantle.”

Confidence about future profitability has dipped among financial services leaders, as over 60% are investing more of total revenues in risk-proofing against current geopolitical events. Whilst around nine in ten leaders are upbeat about overall business growth for the second quarter of 2025, confidence about future profitability fell by five percentage points compared to Q1 2025. Leaders are investing on average 8% of total revenues this financial year on risk-proofing their business and forecast a steady increase over the next five years. More than a quarter expect to invest more than 15% of total revenues by 2030. Despite geopolitical challenges, there is growing optimism among leaders about the sector’s future, particularly when it comes to the Government’s plans to drive regulatory reform and boost competitiveness. Financial services leaders are less confident about profitability in the second quarter of 2025 compared to the first quarter, as they expect geopolitical events to increasingly weigh on revenues over the next five years, according to KPMG’s latest UK Financial Services Sentiment survey. The quarterly poll, which tracks sentiment among over 150 leaders working across the sector, found that confidence about profitability dipped by five percentage points from 94% for Q1 to 89% for Q2. However, confidence about overall business growth has remained stable, with around nine in ten leaders continuing to feel upbeat about growth prospects for Q2 2025. Despite the dip in confidence about future profitability, leaders are still more upbeat than they were twelve months ago, with 89% feeling upbeat about the coming quarter compared to 87% in the same period last year. Most leaders are going into the second quarter concerned about inflation pressures (48%), interest rates (41%) and cost pressures (36%). While these issues dominate as the biggest challenges, geopolitical risks have risen as one of the biggest challenges over the last 12 months. Almost 30% of leaders cite geopolitical risks as one of the biggest challenges facing their business in Q2. As a result, six in ten are investing more of total revenues in risk-proofing against current geopolitical events. They expect to invest on average 8% of total revenues this financial year, rising to an average of 10% by 2030. More than a quarter (28%) expect to invest more than 15% of total revenues by 2030 in areas such as business continuity planning and cyber resilience. Karim Haji, Global and UK Head of Financial Services at KPMG, commented: “We are in the most volatile geopolitical and economic environment since 2008 and the stability that the sector thrives on is in short supply. So, it’s encouraging to see most leaders maintain a positive short-term outlook, supported by the uptick in services sector growth reported in March. But volatility is putting pressure on revenues, and we can expect this to be a long-term trend." “The most significant threat to future growth and lower inflation is the fragile state of geopolitics, shifting the focus of investment from efficiency to resilience." “This will continue to intensify for financial services firms as they grapple with the unavoidable challenges of heightened global tensions, cybersecurity threats, the knock-on effects of China’s slow growth and persistent economic headwinds driven by the rise of geopolitical risks." “While investment in risk-proofing is going to increasingly put pressure on revenues, if done in the right way, it will not only drive a better understanding of geopolitical risk exposure to inform business preparedness and response planning but will help firms achieve both resilience and opportunities for growth.” Despite the challenges facing leaders, optimism about the sector’s future has grown, particularly when it comes to the Government’s growth plans for the sector. Confidence in the Chancellor’s plans to ‘regulate for growth’ and launch a Financial Services Competitiveness Strategy this year has risen by 15% over the last quarter. 85% of leaders are now confident that the Chancellor’s plans will boost growth and competitiveness in the sector, compared to 70% in Q1. Leaders are also more confident that the Government’s plans will help attract foreign investment into the sector, and enhance the UK’s position as a leader in sustainable finance and fintech compared to the last quarter. Those with lower degrees of optimism in the Government’s plans highlighted challenges related to Budget decisions such as tax increases, and economic challenges. Looking further ahead, almost eight in ten leaders are confident that the UK can maintain its position as a global financial hub over the next three years and six in ten believe that the UK is more investible today than five years ago. Karim concludes: “A key part of the Chancellor’s plan to kickstart economic growth is to cut the cost and complexity of regulation. We’re already seeing the Government act on this in financial services by folding the Payment Systems Regulator into the FCA, which may have instilled greater confidence among leaders that the country really is taking steps towards reform." “Leaders want certainty and clarity, so reduced regulatory complexity is welcome. However, reversing regulation doesn’t come without risk and must be proportionate to preserve a safe and stable financial system, particularly in such a volatile world." “Despite the rise in confidence of the Government’s sector plans, there are still concerns related to the impact of tax increases and economic headwinds on growth in financial services. So, leaders will want to see more detail on the Chancellor’s plans to achieve this and cement the UK’s position as a leading financial centre.”

As the UK and India hold their 13th Economic and Financial Dialogue (EFD) today, April 9th, amid a rapidly changing global economic and trade environment, Barclays is calling for both Governments to urgently expand long-standing economic ties between the world’s fifth and sixth largest economies and demonstrate the continued value of bilateral economic cooperation. In a new report, ‘ Batting for Growth: The UK-India Economic Corridor ’, Barclays shows that more can be done to capitalise on the strength of the existing UK-India economic partnership. Now is the time to accelerate progress; with the report identifying four key areas of focus: Trade : Over the last decade, India has been the UK’s fastest growing trade partner . Between 2021 and 2024, total UK-India services trade doubled from £12 billion to over £24 billion. Indian consumers show a strong preference for UK goods, and Barclays research shows they are willing to pay an average 11.8% premium for UK goods. Yet, UK companies are missing out on opportunities to expand into India due to a lack of awareness on how to enter the Indian market. Only 7.3% of UK exporters currently sell to India. Investment : India has been the UK’s fastest growing investment partner over the last decade . Returns on investment are also high across the corridor. In 2023, India ranked as one of the UK’s top five most profitable destinations for outward FDI . Similarly, Indian investments into the UK from India were the second most profitable of any major inward investor into the UK. While the UK’s portfolio investment in India has risen rapidly, Indian portfolio holdings of UK assets remain relatively underweight. There are significant opportunities to strengthen two-way investment flows. Payments : Driven by trade, investment and people flows, data from Barclays' Business Prosperity Index shows a substantial 18% increase in payments across the UK-India corridor between 2023 and 2024. However, frictions and compliance processes are preventing fully seamless payments which is impacting cross-border flows. Government mechanisms : The UK and India have put in place several mechanisms for ongoing economic co-operation but some of these are held irregularly. The report shares policy recommendations for the UK Government to capitalise on these opportunities: Trade Finalise a UK-India Free Trade Agreement : The UK and India should accelerate negotiations to achieve a Free Trade Agreement (FTA). The UK Government should also look to improve the ease of trading with India, embracing digitalisation and electronic trade initiatives. Investment Deliver a modern and ambitious UK-India Bilateral Investment Treaty (BIT): Following the termination of the previous BIT in 2017, the UK and India should deliver a new treaty to deepen investment flows. This treaty should incorporate both FDI and portfolio flows, minimise the number of sector carve-outs to areas related to national security, and simplify regulatory and legal steps. Build awareness and understanding of each other’s markets : The UK Government should find more systematic ways for UK politicians and senior officials to consistently engage with large Indian businesses, and both countries should publicly showcase business success stories of their companies entering each other’s markets. Work with India’s GIFT City to explore how to deepen two-way portfolio flows : India’s GIFT City is an ongoing project to build an international financial services centre in India. Given India’s efforts to build out infrastructure across the country, and the need to deepen capital markets, both the UK and India should work with GIFT City to unlock greater cross-border investment flows. Incentivise wealth flows : In light of recent changes to the UK’s tax regime on non-UK domiciled individuals, the UK should refresh its offer of non-tax benefits to promote High Net Worth Individuals (HNWIs) – including Indian HNWIs - expanding their investment in the UK. Other countries provide examples of similar measures. For example, the US offers HNWIs a 'gold card' and the UAE has an expedited business registration process. Payments Reduce friction in the UK-India payments corridor : The UK government should work with Indian authorities to minimise compliance barriers, share information and promote understanding of payments-related regulatory regimes. This should create momentum for a longer-term focus on working towards real-time payments and interoperability with India’s Unified Payments Interface (UPI). Government Mechanisms Ensure consistent and robust implementation of existing government mechanisms that facilitate economic cooperation: Confirm that established mechanisms are still relevant and that there is follow through from government forums to business in order to accelerate commercial activities. This paper coincides with the UK-India EFD held in London by UK Chancellor Rachel Reeves and India’s Minister for Finance Nirmala Sitharaman. C.S. Venkatakrishnan, Group Chief Executive of Barclays said: “The UK has a deep and long-standing economic relationship with India. This year’s UK-India Economic and Financial Dialogue marks a new phase of the important partnership between our two countries." "Barclays has over 29,000 colleagues in India and a robust business, domestically and connecting Indian enterprises to the world. Barclays’ latest report provides recommendations to strengthen trade and investment between India and the UK, deepening and broadening our close ties, and driving growth in our economies.”

Maggi, Nestlé’s international culinary brand, is thrilled to introduce Maggi Air Fryer Crispy Coating. Maggi Air Fryer Crispy Coating is our latest innovation in culinary convenience and is designed to elevate your air fryer experience! These innovative coatings are available in three delicious flavours: Crispy Southern Style, Crispy Katsu Style and Crispy Korean BBQ Style. Each blend has been meticulously made to deliver that delicious crunch, making it easier than ever to achieve quality crispiness at home. To enjoy a quick, hassle-free meal that’s bursting with flavour and crunch, simply coat your base (we recommend chicken), air fry and pair with vegetables and your favourite sides. If you’re looking for inspiration, why not try a classic family favourite with Southern Style coating on chicken, or if you prefer, give the aromatic flavours of Katsu Style coating a go. If you like your recipes bold, then consider the spicy kick of Korean BBQ Style coating on salmon fillets or even crispy vegetables. The possibilities are endless! Danielle McAreavey, Head of Marketing for Maggi UK and Ireland, said: “We are so excited to be introducing the new Maggi Air Fryer Crispy Coating Mixes to cooking enthusiasts in the UK." “Building on the huge success of Maggi Air Fryer Seasonings which launched last year, these coatings are perfect for those wanting to inject some excitement into their everyday recipes whilst still creating healthy meals, quickly and easily." “With so many homes in the UK making use of air fryers, we wanted to ensure consumers are inspired with tasty and varied recipes to help with anything from entertaining guests to those busy family weeknights." “Maggi is dedicated to meeting the evolving preferences of consumers and these crispy coating mixes ensure every bite is a crispy, tasty, delight and can be used for a variety of different recipes and meal ideas.”

From the rugged coastline of Newfoundland to the towering peaks of the Rocky Mountains, Canada is a land of breath-taking landscapes and vibrant multiculturalism. The world’s second-largest country by landmass, Canada boasts a rich history, diverse communities, and some of the most spectacular natural scenery on Earth. Whether you’re exploring cosmopolitan cities, venturing into the wilderness, or embracing the warmth of Canadian hospitality, this vast nation offers something for every traveller. A Land of Natural Beauty Canada is home to some of the planet’s most striking landscapes, shaped by glaciers, forests, lakes, and tundra. The country’s national parks are a testament to its unspoilt wilderness, offering visitors the chance to experience nature at its most awe-inspiring. The Rocky Mountains and Beyond Stretching across British Columbia and Alberta, the Canadian Rockies are a paradise for adventurers and nature lovers. Banff and Jasper National Parks, with their turquoise lakes and snow-capped peaks, provide endless opportunities for hiking, skiing, and wildlife spotting. The Icefields Parkway, a stunning route between the two parks, offers breath-taking vistas of glaciers and waterfalls at every turn. The Spectacle of Niagara Falls Few natural wonders are as iconic as Niagara Falls. Straddling the border between Canada and the United States, these mighty waterfalls attract millions of visitors each year. Whether viewed from a boat on the churning waters of the Niagara River or from a scenic walkway along the cliffs, the falls never fail to impress. The Northern Lights in Yukon and the Northwest Territories For those seeking a magical experience, Canada’s far north offers one of the world’s best opportunities to witness the aurora borealis. The shimmering green and purple lights dance across the Arctic sky, creating an unforgettable spectacle for those willing to brave the cold. A Cultural Mosaic Canada is renowned for its multiculturalism, with a society that embraces diversity and inclusivity. The country’s cities are vibrant hubs of culture, cuisine, and history, shaped by the contributions of Indigenous peoples and generations of immigrants. Toronto: The Cultural Capital Toronto, Canada’s largest city, is a dynamic metropolis that seamlessly blends cultures from around the globe. With over 140 languages spoken, it is one of the most diverse cities in the world. The CN Tower, once the tallest freestanding structure on Earth, offers breath-taking views of the city skyline. Meanwhile, neighbourhoods such as Chinatown, Little Italy, and Greektown showcase Toronto’s rich cultural fabric. Montreal: A Taste of Europe in North America In the province of Québec, Montreal charms visitors with its European-style architecture, cobbled streets, and thriving arts scene. The city’s French heritage is evident in its bistros, cafés, and festivals, including the world-famous Montreal Jazz Festival. Food lovers will delight in the city’s culinary offerings, from the beloved poutine to the city’s iconic bagels. Vancouver: Where Nature Meets Urban Elegance Nestled between the Pacific Ocean and the Coast Mountains, Vancouver is a city like no other. With a stunning waterfront, lush parks, and a booming film industry, it has earned a reputation as one of the most liveable cities in the world. Outdoor enthusiasts can kayak in the morning, ski in the afternoon, and dine at a world-class restaurant in the evening. A Country of Warm Hospitality Canadians are known for their politeness and friendly demeanour, making visitors feel welcome wherever they go. Whether you’re greeted with a cheerful “hello” in the streets of Halifax or offered a helping hand in the prairies of Saskatchewan, the warmth of Canadian hospitality is a defining feature of the nation’s identity. Canada is a country of contrasts—vast yet welcoming, rugged yet refined, historic yet modern. Whether you are drawn to its majestic landscapes, dynamic cities, or rich cultural heritage, this northern wonderland offers an experience unlike any other. With its boundless natural beauty and open-hearted spirit, Canada invites you to explore and discover the magic that lies within its borders.

Marks & Spencer (M&S) and Perthshire-based supplier, Taylors Snacks, have announced a significant partnership, resulting in the launch of the exciting new "Extreme Ridge" crisp range now available in 900 M&S stores across the UK and Ireland. This collaboration has also generated 30 new jobs at Taylors Snacks. The partnership, between M&S and Taylors Snacks, focuses on perfecting the seasoning and texture of the new range. The "Extreme Ridge" crisps feature a thinner cut and a tighter ridge compared to standard crisps, offering a lighter, crispier bite. The range features six bold flavours, including Four Cheese and Onion, Sizzling Steak, and Chicken Curry. Rachel Rankine, Regional Manager for M&S in North Scotland said: "Our partnership with Scottish supplier Taylors Snacks has allowed us to launch the new 'Extreme Ridge' crisp range, delivering delicious flavours and great quality that our customers can rely on for trusted value.” Taylors Snacks is a renowned Perthshire-based snack manufacturer. This partnership with M&S has led to significant investment at the Errol facility and the creation of 30 new jobs. James Taylor, Managing Director of Taylors Snacks commented: "Creating this range with M&S has been an exciting milestone for our business. From initial discussions to perfecting the product, our teams has worked terrifically together to deliver a delicious new snack selection. We're incredibly proud of the quality of the Extreme Ridge crisps and the positive impact this partnership has had on growing our Errol facility.” Above Photo: James Taylor, Managing Director, Taylors Snacks

Jonathan Neame, Chief Executive of independent family brewer and pub company Shepherd Neame, was officially appointed as High Sheriff of Kent. Guests and dignitaries including the outgoing High Sheriff of Kent, Dr Gill Fargher, attended the Declaration Ceremony at St Mary of Charity Parish Church in Faversham. The ceremony was conducted by Reverend Simon Rowlands and the Bishop of Dover The Rt Revd Rose Hudson-Wilkin, and the Declaration was led by the Resident Judge His Honour Judge Julian Smith and the President of the Supreme Court The Rt Honourable Lord Reed. It was followed by a reception in The Old Brewery Store events venue at the Faversham Brewery. The Office of High Sheriff is a non-political Royal appointment for each county in England, Wales and Northern Ireland. High Sheriffs represent the Sovereign within their county in respect of matters relating to the judiciary and maintenance of law and order. Most practical tasks are delegated to the legal courts and the Chief Constable of Police, but formal responsibilities include ensuring the well-being of High Court Judges on circuit, being present at Royal visits, acting as returning officer for parliamentary elections, proclaiming the accession of a new Sovereign and attending various ceremonial functions. High Sheriffs serve for a year, and receive no renumeration for their work. Jonathan Neame is the fifth generation of his family to run Shepherd Neame, and has been Chief Executive since 2003. His recent industry positions have included Master of the Worshipful Company of Brewers from 2022 to 2023, and he has also held a number of roles in Kent including Chairman of Visit Kent from 2015 to 2020, and serving as Deputy Lieutenant of Kent in 2013. He was also awarded an Honorary Doctorate from the University of Kent in 2016 in recognition of services to Business and Kent. Jonathan Neame said: "It is an incredible honour to be appointed High Sheriff of Kent. I am proud to take on this role and look forward to serving the people of Kent during the coming year.” At the end of the Declaration Ceremony, candles were lit by representatives from Kent Volunteer Police Cadets and HMPPS Community Payback Team, along with Victim Support and Porchlight, the two Kent charities which Jonathan Neame has chosen to support during his year in office.

CEOs with high academic qualifications are more likely to pursue corporate decarbonisation than those who are lower qualified or educated, according to research by Durham University Business School. The study, which explored the link between CEO power and industrial decarbonisation efforts also found that the more power a CEO holds the more likely they are to tackle carbon emissions. Another key motivator for green action was diversity, with the study revealing that having boards with members from different countries, and a range of ages helps to encourage CEOs to clamp down on carbon emissions more quickly. The research, conducted by Anthony Kyiu, Assistant Professor in Finance at Durham University Business School, alongside his colleagues; Frank Obenpong Kwabi, from De Montfort University, and Gbenga Adamolekun, from Edinburgh Napier University, investigated almost 900 firms, spread across 26 different countries over a 20-year period (2000-2021). The researchers focused on firm-level governance data across this period, as well as financial data on all firms, greenhouse gas emissions, and the level of CEO compensation. In doing so, the researchers found that whilst CEOs that were highly-educated were the most likely to act to reduce corporate emissions, CEOs with the greatest power were also amongst the most likely to invest in decarbonisation efforts. The researchers suggest that whereas the motivation for higher-educated CEOs might lie in their own knowledge and foresight on the need to act more sustainably, CEOs with strong power over their organisations were focused on reducing carbon emissions due to the fact that their financial remuneration is closely linked to company performance. With companies who are pushing towards net-zero being more attractive to investors, CEOs have a greater incentive to decarbonise. “Companies consume a significant amount of fossil fuels, which has resulted in growing pressure from environmental activists and green investors for firms to reduce their carbon emissions” says Professor Kyiu. “Notably, about 100 firms are estimated to be responsible for 71 % of global carbon emissions, if companies gave these CEOs greater power, and tied their financial incentives to decarbonisation, we could see a huge increase in the reduction of carbon emissions globally.” The researchers reiterate that decarbonisation of firms can have a positive financial impact on firms, thus CEOs who have the power to do so are actively pursuing a decarbonisation strategy – not only is it good for the firm, but it is good for their own progression and for society too.

The return of apex predators like sharks can restore critical ecological balance to coral reefs, creating healthier ecosystems. New research found a rise in the shark population on Ashmore Reef, off the north-west coast of Western Australia, coincided with an increase in other large and mid-sized predatory reef fish and a decline in smaller species. A collaboration between the University of Glasgow, University of Western Australia’s Oceans Institute, and the Australian Institute of Marine Science the study is published in the Journal of Animal Ecology. Researchers analysed videos from baited remote underwater video systems collected before enforcement of the area’s no-take status in 2004, when there were few sharks, and in 2016, after shark populations had recovered. The findings indicated that small mesopredatory reef fishes exhibited anti-predator behaviours – including less foraging for food – when they were under threat by larger predators. An overabundance of any species can disrupt the ecosystem balance in a coral reef. In particular, a large and unchecked population of small mesopredatory fish can have impacts down the food chain, as they able to over-consume young fish or invertebrates leading to a shortage in those species. The results show how reefs should function in a relatively pristine state and gives insights into the role big predators such as sharks play in maintaining these ecosystems, which is essential information to improve the resilience and survival of reefs. Professor Shaun Killen, Professor of Ecophysiology, Ecology & Environmental Change at the University of Glasgow, said: “This study really shows the importance of conserving top predators like sharks. Their return doesn’t just restore numbers, it restores critical ecological interactions that are vital for healthy marine ecosystems." “Removing large predators and allowing mesopredators to proliferate can destabilize ecological balance, leading to unpredictable changes in species abundance and interactions that can negatively affect overall reef health.” De Mark Meekan from the University of Western Australia’s Oceans Institute said: “Reef shark populations on Ashmore Reef have increased significantly since effective enforcement of the no-take Marine Protected Area status of the reef started in 2008." “This has enabled us to examine how these large predators have the potential to structure reef communities through the behavioural effects they have on their prey. In this situation, fearful prey reacts to an increase in predation risk by exhibiting traits to reduce exposure, such as being more wary." “These responses can alter the prey’s behaviour so they spend much more time avoiding predators, which limits the amount of time they have available for important activities including reproduction and foraging — when they do forage, they may be forced into poor quality habitats.” Zoe Storm, lead author of the study who carried out the work at the University of Glasgow, now at James Cook University, said: “Our work contributes to the growing evidence that predators can have important indirect effects on other species in food chains by triggering behaviours in prey that attempt to lower their risk of predation.” The study, ‘Recovery of Reef Shark Populations Invokes Anti-Predator Behaviours in Mesopredatory Reef Fishes on a Coral Reef’ is published in the Journal of Animal Ecology. The data collection for the study was part of the Global FinPrint Project funded by Paul G. Allen Philanthropies.

Ground-breaking drug discovery work at the University of Dundee has been honoured by a major international award. Professor Alessio Ciulli, of the University’s Centre for Targeted Protein Degradation (CeTPD), and members of its ACBI (Alessio Ciulli and Boehringer Ingelheim) PROTAC collaboration team have been recognised for their pioneering work with industry partner, Boehringer Ingelheim, with the Biochemical Society’s 2026 Industry and Academic Collaboration Award. As cited on the Society’s website, the award “recognises and promotes an outstanding individual or team who has made an inspirational contribution to the biosciences and to industry-academia interaction.” In the partnership, the University is working with collaborators at Boehringer Ingelheim on the development of proteolysis targeting chimaeras (PROTACs), novel drugs that target previously considered ‘undruggable’ proteins that are drivers of cancer progression. Professor Ciulli, the founder and Director of the CeTPD and a recognised leader in the field, said, “I am delighted to receive this award on behalf of the entire ACBI team. It recognises the vision and success of our ‘team science’ with Boehringer Ingelheim. The collaboration has demonstrated the power of our approach to rationally design PROTACs. It has achieved tremendous impact, with highly cited papers, and through openly sharing with the research community our best-quality molecules, as these continue to be developed toward new medicines for cancer patients.” “This award is a great recognition of our collaboration,” said Peter Ettmayer, Head of Drug Discovery Sciences Vienna at Boehringer Ingelheim. “We are very proud of our continuing partnership with Alessio Ciulli, which began in 2016, right at the outset of a new field that is now known as targeted protein degradation. It has since been one of the longest and largest collaborations ever pursued by Boehringer with a single PI-led academic laboratory.” “This prestigious award is a tribute to the hard work and dedication of all scientists at Dundee and Boehringer that have worked together to degrade high-profile cancer targets such as KRAS and SMARCA2,” added Professor Ciulli. “Of particular mention are the contributions of Dr. Kirsten McAulay and Dr. William Farnaby, who have each impeccably led the ACBI team based in my laboratory, during the current and previous phases of the collaboration, respectively." “I hope that this award will bolster our continued relationship with Boehringer and, more broadly, that it will inspire others to adopt similarly open and fully integrated models of academia-industry partnerships to catalyse innovation and translation.”

During his ‘Liberation Day’ announcement, Donald Trump revealed aggressive measures that will have consequences for trade on an international scale. Any country charging tariffs on US exports will see tariffs rise for products they send in the opposite direction, while Canada and Mexico will be hit with sweeping duties. Trump has also targeted a number of goods with increased tariffs in an effort to drive growth in the US, including cars, computer processing chips and drugs. This series of policies is already rocking global financial markets, with stock prices falling heavily in the days preceding the declaration. Below, Ciaran Bollard , CEO and Director of the Corporate Governance Institute , outlines his advice for business leaders seeking to increase the resilience of their organisation and minimise the impacts of these tariffs, as well as any future changes to trade prices. The Importance Of Risk-Savvy Directors A bold approach to managing tariff changes is essential, making them both a leadership and a financial issue. Bollard said: “One of the first ways companies will take on tariffs is to analyse the risk involved. So, if boards aren’t fluent in risk management, supply chain strategy, and global trade, then there’s a serious problem. Fast-track upskilling or bring in external advisors who can spot risks before they become crises to get ahead of the problem.” Stay Glued To Trade News Remaining up to date with the latest developments will bolster flexibility and allow businesses to forecast new measures to incorporate in their planning. Bollard continued: “It goes without saying that these tariff stand-offs are part of a larger political realignment, where traditional friendships become strained and money speaks louder than political principles. Trade policies are shifting daily, and boards need real-time intelligence to keep track of them all, not just periodic updates. Why? If trade policies shift daily, the same can be said for the best strategic decisions. What made sense last week might be a bad call this week, and vice versa. “The only way directors will be sure about all this is to stay updated with all new developments. Set up new alerts, take half an hour to monitor major news each morning and evening, whatever it takes.” Challenge The Status Quo Reviewing existing policies can identify potential vulnerabilities and strengthen organisations in the long run. “Use one of your core powers – and responsibilities – as a director, and ensure you are always asking questions about your strategy because when tariffs disrupt global norms, complacency will kill your margins." “Are you too reliant on one country for sourcing? Can you diversify your supply chain before it’s too late? Can you adjust pricing strategies to absorb new costs? Considering all of these points will help business leaders pinpoint the right approach for the future.” Fill The Expertise Gaps Ensuring leadership teams can call on the expertise of personnel with specific experience in similar scenarios is crucial. Bollard added: “If no one on your board has experience navigating trade wars, fix it now. This could include bringing in an expert on global trade and economic policy, creating a trade risk committee within the board or working with external consultants to get ahead of risks. These are all viable strategies that will reduce the impacts of tariff increases.” Get Serious About Scenario Planning Preparing for an array of different outcomes will equip companies to manage challenging situations. Bollard concluded: “Trump’s unpredictability may be frustrating to follow in the news, but the truth is that organisations can still plan – it just might take a little more work. Scenario planning is the answer. Boards should run drills for as many outcomes as realistically possible, mapping out potential risks and responses, so that once things settle down, the company can adapt quickly to a new norm and won’t be completely undone by tariffs." “Just think of what a good impression it will make on shareholders when you can calmly state in a meeting that you know your business’ next move despite the current geopolitical chaos." “The tariff war isn’t going away anytime soon, and companies that treat it as background noise will pay the price. Boards need to take charge, ask tough questions, and never allow hope to take the place of careful planning.”

The University of Dundee’s Drug Discovery Unit (DDU) is to share in €1.5 million funding as part of a consortium of African and European research institutions seeking to tackle pressing public health challenges. The European Union funding, along with additional resources from the Swiss government, will help the consortium build knowledge, skills and innovative capacities for drug discovery in sub-Saharan Africa. The associated project, RAFIKI, which launched in January 2025, will also build new avenues for cooperation between African and European researchers. Sub-Saharan Africa bears a disproportionate burden of global infectious diseases, with significant ramifications for the public health and development of the African continent. Although recent years have seen promising progress for drug discovery in Africa, local research communities still lack sufficient infrastructure to develop tailored solutions for these critical public health needs. The DDU will receive more than €275,000 as part of the initiative. This will allow Dundee researchers to provide training and mentorship to scientists at institutions within the consortium. This includes placements in the DDU and online courses, as well as general support for the mentorship, workshops, outreach and sustainability work packages of the project. DDU Training Manager Suze Farrell said, “We are delighted to be part of this consortium and to be able to lend Dundee’s world-renowned expertise in drug discovery to our partners in African institutions to allow them to build up their own capacities. “Combined with infrastructure development and stakeholder engagement, the RAFIKI award will help accelerate the growth of drug discovery in the African continent.” The DDU was established in 2006 to translate world‐class biology research into new de-risked drug targets and candidate drugs. It has been responsible for six compounds going into human clinical trials, five of which were invented by the DDU. This includes cabamaquine, a compound with the potential to not only treat malaria with a single dose, but also potentially protect people from contracting the disease (chemoprotection) and prevent its spread. The RAFIKI project unites key players from the African and European drug discovery scenes to bring accelerated and sustainable growth to the sub-Saharan African drug discovery community and connect them with global research networks. A central mission of RAFIKI is to offer essential training opportunities to sub-Saharan African drug discovery researchers. This investment in training, particularly for early-career researchers, will be pivotal for fostering a highly skilled research ecosystem across Africa. The DDU’s partners include EU-OPENSCREEN (Germany), the H3D Foundation (South Africa), the University of Ghana, the Kenya Medical Research Institute, Stellenbosch University (South Africa), University of Cape Town (South Africa), University of Zambia and the Medicines for Malaria Venture (Switzerland).