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

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

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

Private property landlords are facing a significant compliance change in the private rented sector (PRS) in 2026, with the introduction of Making Tax Digital in April and the Renters Rights’ Act this month. Tom Young, Director and property specialist at HWB Chartered Accountants in Hampshire, believes this could lead to considerable frustration and confusion across the sector. Making Tax Digital, the most significant change to the UK’s personal tax system since Self-Assessment was introduced in 1997, was launched on 6 April 2026. Property landlords – along with sole traders – with gross annual income above £50,000 from property and/or self-employment must now comply with the legislation. Digital records of income and expenses must be kept using HMRC-approved MTD-compatible software and submitted to HMRC on a quarterly basis as well as a final end-of-year declaration. Tom said: “There are a significant number of landlords, particularly those without accountancy representation that are unaware of MTD and the reporting requirements." “It is concerning that this remains the case when the first quarterly update, covering the period April to June is due on 7 August. Confusion at this stage is not a good sign and is certainly indicative of a lack of public information on the subject." “Although HMRC is not imposing any penalties for non-compliance in the first year, I fear there will be a lot of frustration to come, especially when the threshold reduces to £30,000 next year and £20,000 the year after." “On the flip side, this a major shift from the traditional annual Self-Assessment process to a system that is much closer to real-time reporting, which will allow landlords to monitor the performance of their portfolios and make astute strategic decisions." “We urge landlords to not hesitate and act swiftly in taking regulated professional advice if they have yet to register for MTD. It is important to be proactive and ready for the next two milestones even if they are not in the scope of the legislation for 2026.” Latest available figures show that there are around 2.82 million private landlords in the UK, of which around 94% are private individuals. Around two-fifths (43%) of UK landlords have just one property in their portfolio. The Renters’ Rights Act was introduced on 1 May and strengthens the rights of tenants by abolishing Section 21 ‘No-Fault’ Evictions. It also ends fixed-term contracts in favour of rolling ones, limits rent increases to once per annum, bans bidding wars and makes it illegal to discriminate against people because they have children or are on benefits. Tom added: “Given that local councils may impose a civil penalty of up to £40,000 or, in some cases, start a criminal prosecution for non-compliance, is it any wonder that private landlords are feeling hard done by." “It is, of course, imperative that renters’ rights are protected, but we believe the vast majority of private landlords are honest, upstanding citizens who pride themselves on being scrupulously fair." Landlords must provide tenants with the official Renters’ Rights Act Information Sheet 2026 by 31 May 2026 and may incur fines up to £7,000 per tenancy if they fail to do so. The information sheet provided to tenants must be the official PDF from GOV.UK and cannot be altered. “Last year the value of the private rental sector declined by 5.1 per cent, or £48 billion, with 15% of South East landlords planning to sell this year. Some 220,000 rental properties are expected to disappear this year, many being put on Airbnb instead. That’s a big chunk of private accommodation lost." “Thus, we could have a situation where the Government’s stated intentions behind the Renters’ Rights Act could have exactly the opposite effect – constricting the market, restricting choice and driving up rents.” It was also reported last week that Chancellor Rachel Reeves was considering imposing a one-year rent freeze on private-sector homes to help mitigate rising household costs due to the Iran war. The idea had previously been ruled out, but ministers were said to be open to discussions on a limited period ban on rent increases in the next few weeks. The National Residential Landlords Association has warned that the move would be a ‘disaster’ for landlord and investor confidence, drive new rents higher and potentially lead to a downturn in the supply of private rented homes. Tom added: “Private landlords are facing possibly the most challenging and stress-inducing period for a generation. The sensible course of action is to seek professional help.” Property is a sector that requires professional technical expertise and the specialist property accountant’s team at HWB has many years’ experience supporting and advising landlords, managing and letting agents on all aspects of the sector. The firm acts for a range of clients holding property portfolios, including residential property investors, buy-to-let landlords, developers, construction firms, care homes, architects, managing and letting agents and estate agents. The team provide bookkeeping, MTD reporting, management reporting, VAT returns, preparation of statutory accounts, company secretarial services and property tax advice for individuals, partnerships and corporate entities. Chartered accountants HWB, based at Chandler’s Ford, near Southampton, provides business and tax advice. Photo: Tom Young, Director and property specialist at HWB Chartered Accountants, says property landlords in the private rented sector (PRS) are facing the most challenging times for a generation

A rural Perthshire food business is expanding its production capacity and creating new jobs after receiving strategic growth support from Business Gateway. Wintons was launched in 2021 and is currently run by directors David Winton and Graeme Duncan to provide high-quality produce to the local community. Essentially a traditional butchers shop in Milnathort, it specialises in selling the finest meat and a range of deli products. The family-run shop has a four-generation heritage in the local area and has built a strong reputation among customers for the quality of its produce and service. As demand for products has increased over the years, the owners recognised the opportunity to scale up and move the business into its next stage of growth by establishing a dedicated food production facility. The new premises are at Turfhills, Kinross, which officially opened on 8th March, creating six new roles for full-time and part-time staff. Working with Business Gateway, David and Graeme accessed one-to-one guidance from adviser Andrew Webster, including regular support meetings, HR and staffing advice and help identifying suitable training and funding opportunities. David and Graeme were successful in applying for funding from Perth and Kinross Council, which supported with hiring new staff. The combined support has given the business the confidence to expand and take on new premises for a new food production and retail facility which will significantly increase production capacity and allow Wintons to service a wider customer base. With the expansion now underway, Wintons is aiming to grow its customer base across Scotland and strengthen the reputation of its brand. The increased production capacity will also allow the business to target new markets and respond to the rising demand for premium, locally made food. Graeme Duncan, Director of Wintons said: “The support from Business Gateway has been great. The regular contact, HR guidance and funding towards training and new starts have all been invaluable. Being introduced to Scottish Enterprise has opened even more doors for us." “The funding and advice we’ve received have given us the confidence to expand and push ahead with our new pie factory. Knowing that there’s always a voice at the end of the phone when we need help makes a big difference. We’re excited about the next stage of growth and the benefits it will bring to the local community.” Andrew Webster, Business Gateway adviser, said: “Graeme and David have shown real ambition and commitment to building a high-quality food business with strong local roots. We’ve been pleased to support Wintons through its growth journey and help prepare the business for this next big step." "The new production facility will not only support the company’s expansion but also create valuable job opportunities in the area. We look forward to continuing to work with Graeme and David as the business grows.” To find out more about Business Gateway and how they can help your business grow and succeed, visit here.

A Midlands charity that rescues surplus food and redistributes it has been given a boost thanks to the efforts of a local team of accountants. Nine staff from Azets took part in the Great Birmingham Run and each completed the half marathon or 10k distance for FareShare Midlands. The team has so far have raised £1,451 for that charity that feeds more than 60,000 people a week. Azets is a UK top 10 accountancy and advisory firm with offices across the Midlands including one in Birmingham. Alex Dent from Azets Corporate Finance, who led the team of runners, said: “Having met someone from the charity and knowing what good work they do I was persuaded to do the run for them. Then I decided to get a team together from the office and several were very keen to get involved. In the end nine of us took part in either the 10k or half marathon." “Our group was a mix of experienced and less experienced runners, for several it was the first time running 10k. We all completed the run and a few of the team even achieved PBs! The route was through Birmingham and there were a lot of hills so it was quite tough. We were all really proud of ourselves.” Simone Connolly, CEO, FareShare Midlands said: “We’re so proud of the Azets team for taking on this challenge and raising such an incredible amount to support FareShare Midlands. Whether it was their first 10k or a personal best in the half marathon, every runner has helped make a real difference to people facing hardship across our communities." “Their commitment, teamwork and determination truly embody the spirit of this event.” Photo: Azets’ team of runners: (l-r) Priyan Patel, Amar Bains, Rajan Kalirai, Rumbidzai Pabwe, James Wall, Praveen Gupta, Alex Dent, Salmaan Ahmad, Joel Fentem

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.

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.”

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.

Marks & Spencer (M&S) announced plans to further reduce transport emissions by further deploying biomethane-powered trucks. These will have up to 85% lower CO2 emissions than traditional diesel engine vehicles, serving both M&S Food and M&S Fashion, Home & Beauty logistics operations. Today M&S have over 210 bio-CNG trucks in operation, including c.150 Scania 4x2 and 26 Scania 6x2 trucks, with plans to further expand this over the next year. This expansion would increase the size of M&S’ lower-emission fleet to include over 300 bio-CNG vehicles by the end of March 2027. Utilising Bio-CNG is a key enabler in M&S’ commitment to move to a lower-emission vehicle fleet as part of its ambition to become a net zero business across its value chain by 2040. To enable the rollout, M&S has signed a long-term agreement with CNG Fuels to deliver Mobile Refuelling Stations (MRS) located at distribution centres, providing daily capacity to refuel more than 300 CNG trucks. This complements CNG Fuels’ national network of 16 public-access stations, which is expanding to support up to 20,000 trucks per day by the end of 2028. Bio-CNG is a sustainable and renewable fuel produced from waste feedstocks, including food waste and agricultural by-products such as manure. Julian Bailey, Transport Director at M&S, said: “Moving to lower-carbon logistics with reduced dependency on diesel and the increased use of new technologies and lower carbon fuels is key to achieving our Plan A Net Zero ambitions. We trialled a range of technologies and have chosen Bio-CNG as a key solution for decarbonising our logistics fleet as it is a proven, flexible and cost-efficient fuel supported by mature infrastructure.” Philip Fjeld, CEO and co-founder of ReFuels, said: “We are proud to support M&S as they shift towards more sustainable logistics. Biomethane is a cost-efficient here-and-now solution to decarbonise road transport, and our Mobile Refuelling Stations help large fleets decarbonise quickly. This agreement underscores the rapid growth in demand from major UK retailers and distributors.” Simon Gray, Specialist Sales Manager at Scania UK, said: “We are pleased to be working in collaboration with Marks & Spencer, and to be playing an active role in helping them reach their Plan A Net Zero ambitions." “At Scania, we are driving the shift towards sustainable transport systems that are better for business, society and the environment. By working together with our partners, we can develop transport solutions that reduce our carbon footprints, while making sure that we continue to meet the demands of a growing population – profitably and sustainably". “It is testament to the vision and the shared values between the three companies that we can work side-by-side. And this is just the beginning, we are very excited to be in partnership with Marks & Spencer and CNG Fuels, and we can’t wait to see how this partnership grows and evolves in the future.” In addition to biomethane-powered trucks, M&S has 13 zero tailpipe-emission battery electric HGVs and five battery electric Rigids operating across M&S’ M&S Fashion, Home & Beauty and Foods distribution networks.

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.

Castleford College celebrated a major milestone in its commitment to skills, education and regional growth, as Rt Hon Yvette Cooper, Secretary of State for Foreign, Commonwealth and Development Affairs and MP for Pontefract, Castleford and Knottingley, officially opened the College’s new state-of-the-art construction facility. The opening of the Lagentium Building marks a significant investment in construction education, providing learners across Castleford and the wider district with industry-standard facilities designed to reflect real workplace standards and prepare students for careers in a rapidly evolving industry. Speaking at the launch, Yvette Cooper officially unveiled the Lagentium Building in front of employers, local authorities, education partners, governors and colleagues of the Heart of Yorkshire Education Group, recognising the importance of high quality apprenticeships, training and skills provision for the future of the construction workforce in the region. Principal and Chief Executive of the Heart of Yorkshire Education Group, Sam Wright, also delivered a moving opening speech, saying: “The development of our brand-new construction facility has been an ambitious project, and I’m incredibly proud to mark the opening of the building alongside colleagues, governors and key stakeholders of the Group. It is also a great honour to welcome Castleford’s MP, Yvette Cooper, to officiate at this momentous occasion." "From the outset, our vision for this facility has been about far more than bricks and mortar. We set out to create a space dedicated to high-quality teaching, apprenticeships and hands-on skills development - one that supports both academic learning and advanced vocational training. Most importantly, it is a space designed to serve our learners and staff for many years to come, helping our region play its part in bridging the construction skills gap and building a stronger, more sustainable future.” Following the official opening, guests were also invited to tour the new facilities and see the learning spaces in action. Named after the Roman fort Lagentium, historically located in Castleford, the building provides over 1,580 square metres of modern learning space and has been designed as a hub for teaching, apprenticeships and hands on skills development. The new building supports construction learners across a wide range of disciplines, including Brickwork, Carpentry & Joinery, Design, Surveying and Planning, Electrical Installation, Plastering and Plumbing. Learners are already reaping the benefits of the new facility, with Level 2 Carpentry & Joinery student Jake, saying: “We’ve started working in the new building now and I’m really impressed with the facilities. Everything feels modern and well-equipped, and it’s exciting to learn in such a fresh, professional environment. We’re all looking forward to spending more time working here.” The ground floor features an open, contemporary workshop space which enables learners to develop practical skills across all wood occupations, supporting hands on learning in a setting designed to reflect modern industry standards. The first floor features three modern classrooms, including a professional digital suite, ensuring students have access to the digital technologies used in today’s construction sector. The learning environments have been built to a high specification to support a professional culture and mirror real workplace expectations. A strong focus has also been placed on sustainability and green skills, with facilities supporting training in next generation construction practices, including retrofitting, helping learners prepare for the transition to a more sustainable built environment. The project was delivered with funding support from the Department for Education, alongside the work of key project partners, including Moss Architecture Interiors Ltd, Meldrum, MDA Consulting and more. The Lagentium Building This comes after the Heart of Yorkshire Education Group ranked first in Yorkshire & the Humber for 16-18 student achievement amongst General Further Education Colleges in the latest Department for Education National Achievement Rate Tables (NARTs) for 2024/2025. In addition to the Group placing as the region’s highest-performing FE college for learners aged under 19, it also achieved fourth place regionally for its Apprenticeship achievement rates – showcasing its strength across further education and skills training. Photo: Sam Wright, Principal and Chief Executive of the Heart of Yorkshire Education Group (left) with Rt Yvette Cooper, Secretary of State for Foreign, Commonwealth and Development Affairs and MP for Pontefract, Castleford and Knottingley and Chair of Governors at the Group, Andrew McConnell (right)