Key points: New Greek Family Vanilla Kefir 450g launches into Waitrose and Ocado Greek family kefir with 12 live bacteria cultures Lactose free Strong and growing kefir range for Tims Confirmed listings Tims has expanded its fast-growing kefir range with the launch of a Greek Family Vanilla Kefir (450g), now available in most Waitrose and on Ocado. The new Vanilla variant builds on the strong momentum of Tims Greek Family Kefir range, responding to increased consumer demand for flavoured functional dairy that delivers both taste and health benefits. Produced using a unique Greek style kefir process, the range contains 12 live bacteria cultures and is lactose free, broadening appeal to shoppers seeking digestive health benefits without compromising on texture or flavour. The product delivers a thick, creamy consistency more commonly associated with Greek yogurt. Kefir continues to gain traction as shoppers look to incorporate gut health into everyday diets, and Tims reports strong growth across its kefir range, driven by quality and delicious milder taste. The new listings in Waitrose and Ocado strengthen the brand’s presence in premium and online retail, supporting further growth within the expanding cultured dairy category.   Tims Launches 150g Greek Family Kefirs into Morrisons Key points: New 150g Greek Family Natural and Vanilla Kefirs Featuring as a Morrisons ‘wigig’ - supported by a multibuy promotion Greek family kefir with 12 live bacteria Lactose free Tims has further extended its Greek Family Kefir range with the launch of new 150g single-serve formats in both Natural and Vanilla. The two SKUs have launched as a paired listing into Morrisons, supported by an introductory multibuy promotion designed to drive trial and encourage repeat purchase within the kefir category. The new 150g formats respond to growing demand for portion-controlled, on-the-go functional dairy, while retaining the core credentials of the Greek Family Kefir range: • Greek-family production • 12 live bacterial cultures • Lactose free • Thick, creamy texture and balanced flavour By broadening format choice, Tims aims to unlock new consumption occasions, from breakfast and snacking to lunchboxes, while supporting category growth through accessible pricing and promotional activity.

Simpsons Malt Limited, the independent, fifth-generation malting and merchanting business and Certified B Corporation, has successfully completed SAI Platform’s Farm Sustainability Assessment (FSA) third-party verification process, achieving Gold performance level across its entire UK malting barley procurement. A total of 678 growers – all directly contracted through agricultural merchanting division McCreath Simpson & Prentice – now form a single Farm Management Group (FMG) for malting barley following an audit of the group in late 2025. The achievement marks a significant milestone for sustainable sourcing within the UK malting barley supply chain and builds on the company’s distilling wheat Farm Management Group achieving 100% FSA Gold performance level in 2024. Together, this means that all of Simpsons Malt’s directly contracted malting barley and distilling wheat purchases are now verified at Gold performance level. For farmers within the group, which spans from the Highlands of Scotland down to the south of England, achieving FSA Gold verification independently confirms they are operating to first-class sustainability standards across a wide range of environmental, social and economic criteria. This includes soil and nutrient management, crop protection, biodiversity, community impact and employee welfare. It also demonstrates engagement with a Simpsons Malt-led continuous improvement plan, while showing compliance with a trusted, globally recognised framework that assesses the whole farm business rather than individual crops. For Simpsons Malt’s distilling and brewing customers, meanwhile, the verification provides confidence that malting barley processed at both its malting sites – Berwick-upon-Tweed, Northumberland and Tivetshall St Margaret, Norfolk – has clear assurance and supply chain traceability. It is also helping to support these customers towards meeting their own sustainable sourcing objectives. Ben Gothorp, Sustainability Manager at Simpsons Malt Limited, said: “Achieving 100% FSA Gold performance level across our UK malting barley procurement is a huge achievement and it wouldn’t have been possible without the commitment and hard work of all our contracted growers." “It means that every tonne of malting barley that we purchase from contracted UK growers is now verified to the highest FSA standard, highlighting significant progress being made with sustainability on-farm and giving confidence to our distilling and brewing customers in how their raw materials are sourced.” One of the growers involved in the audit process, Jim Macfarlane of Thornhill Farming Partnership in Foulden, Scottish Borders, added: “Audits are an important aspect of modern-day agriculture and I like FSA as it looks at the whole farm business and recognises the practical steps farmers are taking to improve sustainability, while maintaining productivity." “Being selected for audit has been a positive experience as it has helped me stay on top of my game and I’m grateful for the support of the Simpsons Malt sustainability team, who were available to answer any questions that I had throughout the process.” Jessica Joubert, Capability & Assurance Manager at SAI Platform, said: “It’s inspiring to see a fifth-generation family business like Simpsons Malt Limited pair deep-rooted tradition with a clear commitment to sustainable farming." "Achieving 100% FSA Gold verification across such a large malting barley grower base – and doing the same for their distilling wheat supply chain – is an exceptional accomplishment and sets a new benchmark for the UK. Congratulations to Simpsons Malt and their farmers on this outstanding achievement.”

The Munnelly Group has announced strong annual results for the year ending 2025, with the business demonstrating ‘resilience and strategic discipline’ in what continues to be a challenging market environment. One of the UK’s leading construction and infrastructure delivery partners, the multi-brand group has continued to deliver stability, growth and exceptional value to its clients, despite sustained margin pressure and industry-wide uncertainty. Key figures from the annual results for 2025 include: Turnover: £167m. Profit Before Tax: £1.55m. EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortisation): £2.26m. Cash Reserves: £7.3m, representing a 35% increase year-on-year. No third-party borrowing. Last year, the business moved to ensure future continuity with a leadership transition, which saw long-term CEO Phil Munnelly move into the new role of Chairman and be replaced by his son, Paul David Munnelly. Throughout 2025, the Group has continued to expand into new markets, deepen client partnerships and invest in technology and ESG initiatives to future-proof the business. This strategic repositioning has strengthened the Group’s role as a delivery partner across the built environment, supporting projects from early engagement through to completion. With a healthy order book, strong liquidity and a diversified operating model, the Munnelly Group now enters 2026 well-positioned for continued growth, investment and expansion. Phil Munnelly, Chairman of the Munnelly Group, commented: “These results reflect more than financial performance. They demonstrate the value of diversification, disciplined decision-making and a relentless focus on operational excellence. In a difficult market, the Group has remained resilient, adaptable and well-positioned for the future.” Graham Fisk, Group Finance Director, added: “Maintaining a strong balance sheet with no third-party borrowing has been a key priority. This financial discipline gives the Group the flexibility and confidence to invest, adapt and pursue growth opportunities as markets evolve.” Paul David Munnelly, Group CEO, added: “The Munnelly Group enters 2026 from a position of strength. With a strong balance sheet, diversified service offering and clear strategic direction, the Group is focused on continued investment in people, systems and capability." “Alongside organic growth, the Group will also actively explore selective, disciplined acquisition opportunities that align with its long-term, sustainable and risk-managed strategy, as we further strengthen our position across the built environment.” Established in 1982, Munnelly Group has evolved into a leading multi-business organisation, delivering innovative solutions across technology, geospatial surveying, preconstruction consultancy, access control, security, resourcing, payroll and construction logistics. Photo:  CEO Paul David Munnelly and Group Chairman Phil Munnelly.

Aldi, the UK’s fourth-largest supermarket, is to invest £370 million this year to open new stores across Britain. This includes the development of new stores in Southam in Warwickshire, Hastings in East Sussex, and Amersham in Buckinghamshire, with the supermarket targeting 40 new store openings this year. This forms part of Aldi’s £1.6 billion two-year investment programme announced last year, as the retailer works towards its long-term ambition of operating 1,500 UK stores. The investment follows an equally busy store opening programme in 2025, which saw Aldi open new stores including Kirkintilloch in East Dunbartonshire to Eastbourne, East Sussex, and in locations such as Fulham Broadway in London and Deeside in Wales. Giles Hurley, Chief Executive Officer at Aldi UK and Ireland, said: “Our unwavering commitment is to make high-quality, affordable groceries accessible to everybody. But we recognise that there are still areas without an Aldi store, so our expansion plans for 2026 are designed to address some of these gaps as we work towards our long-term goal of 1,500 UK stores." "We’ve always believed that access to high-quality affordable food is a right, not a privilege, and that’s why it’s our mission to make this a reality for customers up and down the UK.” The supermarket recently released new figures showing that families in over 200 UK towns are paying up to £2,437 more per year on their grocery shopping simply because they lack access to an Aldi supermarket.* Aldi has been named the UK’s cheapest supermarket by consumer group Which? for the fifth year running. Last week, Aldi also won The Grocer’s ‘Super Grocer 33’ – a survey comparing the price of a 33-item basket of groceries at all major UK supermarkets – for the seventh consecutive time, highlighting its position as the best value for British shoppers. Earlier this month, the supermarket announced it was increasing its already-market-leading pay rates for store colleagues, with Store Assistant rates rising to £13.35 an hour nationally (and up to £14.30 with service) and £14.71 within the M25 (rising to £15.03 with service), effective from 1st March 2026. Those interested in applying for jobs at Aldi can visit here .   *View link

Coventry foodbank marked its 15th anniversary last week, with a special visit from the Lord Mayor of Coventry, who met with staff, volunteers, and clients to recognise the charity’s impact and dedication. The event signalled a significant milestone in its mission to support individuals and families facing food poverty across the city. Founded in 2011, Coventry Foodbank has grown from a small community initiative into a vital service supporting thousands of local people each year. Over the past 15 years, the organisation has worked in partnership with local churches, schools, businesses, and referral agencies to provide emergency food parcels and compassionate support to those in crisis. During the visit, the Lord Mayor, Councillor Rachel Lancaster, toured the foodbank facilities at The Halo Centre in Binley, and spoke with volunteers to learn more about their experiences, as well as the increasing demand for food support in the city. Canon Gavin Kibble MBE, the Founder of Coventry foodbank commented: “Coventry foodbank is a lifeline for so many residents during difficult times. Reaching 15 years is a remarkable achievement and a testament to the hard work of the volunteers, staff, and supporters who give their time and resources so generously.” “Over the last 15 years, we will have seen both the challenges our community faces and the extraordinary kindness of those who step forward to help. The Lord Mayor’s visit was a real honour and a wonderful opportunity to recognise everyone who has made our work possible.” The anniversary also served as a chance to thank the foodbank’s volunteers and donors, whose ongoing support will enable the organisation to continue responding to rising levels of need. In 2025: 22,265 people were fed by Coventry foodbank (14,660 adults and 7,605 children) 137.5 tonnes of food was donated to the foodbank, and 140 tonnes were given out 787 people were helped by the Pathfinder Team, who made over 2,300 phone calls to support and signpost foodbank clients There is normally a foodbank centre open somewhere in the City of Coventry six days a week. Demand on the foodbank goes up in the winter months, with some people having to make the difficult choice between heating or eating. Coventry foodbank partners with a wide range of care professionals who identify people in crisis and issue them with a foodbank voucher. Foodbank clients bring their voucher to a foodbank centre where it can be redeemed for three to five days’ of emergency food. Volunteers meet clients over a warm drink and can signpost people to other organisations to help resolve the longer-term problems that might cause someone to need to use a foodbank. The Lord Mayor said: “For fifteen years this centre has been a place of hope, dignity and community. The support they provide to people across Coventry – often at the most difficult moments in their lives – cannot be overstated. Their commitment ensures that no one in our city is left to struggle alone, and that is something truly worth honouring.” She added: “I know the work of a foodbank is not easy, particularly at challenging times, yet their determination, compassion and belief in the power of the community continues to make an extraordinary difference. You are a testament to what Coventry stands for – solidarity, kindness and resilience.” Anyone who needs support from Coventry foodbank, should visit here .

Another big name is set to make Wakefield’s City Fields it’s new home as Aldi confirms plans to open a store at the site’s District Centre.   Councillor Jack Hemingway, Wakefield Council’s Cabinet Member for Regeneration and Economic Growth, said: “Aldi will be another great addition to City Fields and the local area. The new store will give residents more choice about where to shop and create job opportunities for local people." “It’s great to see global brands showing confidence in our district as a place to invest and do business. Residents have waited patiently for new facilities at City Fields. I’m pleased that we’re seeing them start to come through and look forward to more announcements very soon.”   Aldi currently operates 1,052 stores across the UK and employs in the region of 45,000 staff, making it one of the largest supermarkets in the country.   Mark Stringer, Aldi Real Estate Director, said: “We’re delighted to confirm our plans to open a new Aldi store at City Fields, building on our strong existing presence in Wakefield and our long-term commitment to serving customers across the city." "City Fields is an exciting development and we’re pleased to be part of the vision for the new District Centre. We are working closely with the developers of this scheme to progress our new store as the wider project moves forward."   "We’re proud to continue investing in Wakefield and to bring even more residents access to the high-quality, affordable groceries they expect from Aldi.”   The City Fields Site is currently being prepared for construction to start, with more announcements from prospective new leisure and retail businesses expected to follow.   Daniel Newitt, Director at Stirling Investments, said: “We’re really pleased to be able to bring forward the new District Centre at City Fields, as we know how important this is for local people. And Aldi is another great addition to the site.” With groundworks already underway it’s expected the site will be ready for new businesses to move into the new District Centre before the end of 2027. Photo : Councillor Jack Hemingway, Wakefield Council’s Cabinet Member for Regeneration and Economic Growth

Property consultancy Vail Williams has appointed a valuation specialist in Oxford to meet growing business demand. David Grove joins as an associate at the office, which opened just under two years ago as an extension of the firm’s Thames Valley region. Bringing 30 years’ experience, David provides valuations for secured lending and for pension, accounting and probate purposes as well as for commercial, retail, residential and education sector estates, along with lease advisory work. Richard Dawtrey, who leads the Oxford office, and is Vail Williams’ lead partner of investment, said: “David’s remit is valuation work for secured lending and other purposes, supporting clients with market-focused advice across a range of property assets." “His strong understanding of local and regional markets makes him a trusted adviser within the Oxfordshire property landscape.” David said: “Vail Williams has a high quality, established client base in and around Oxford and I look forward to providing well-rounded, pragmatic consultancy to lenders, investors, landlords, occupiers and professional advisers.” With 13 staff supporting its Oxford office, located at New Barclay House in Botley Road, Botley, the business has ambitious plans to further expand the team this year with further lease advisory, agency and building consultancy capability. Vail Williams’ full-service property advice includes commercial agency, investment and development advice, building consultancy, property valuation, planning, lease advisory, property asset management, business rates and occupier consultancy. Last year the firm launched a new three-year business plan aimed at further innovation, service excellence and sustainable growth. Photo: Property consultancy Vail Williams has a new joiner at the firm’s expanding Oxford office. From left, Vail Williams’ David Barden, Regional Managing Partner for Thames Valley, with David Grove, New Valuation Associate at Oxford, and Richard Dawtrey, Head of Oxford office

England Rugby has launched its new strategy for the next four years (Plan 2030: More than a Game) setting out a clear, ambitious and realistic plan to grow the game, enrich lives and ensure rugby continues to thrive at every level across the country. The strategy recognises that while rugby remains one of England's most popular sports, the world around it is changing fast, and presents a plan focused on making sure the game continues to thrive for future generations. Built around four connected goals – Play, Perform, Follow and Fund – the strategy reflects rugby’s unique values, its deep community roots and world in which the sport now operates. The four big goals are: Play: getting more people playing rugby, for longer The strategy puts participation at its heart; with a focus on making rugby relevant, accessible and enjoyable for all ages. With an overall goal of attracting an additional 50,000 registered players (from a base of 290,000 currently), the strategy sets out a plan to grow the game in schools and colleges, expand age-appropriate and inclusive formats such as T1 Rugby, and improve experiences at key transition points where players are most likely to drop out. Perform: consistently winning senior international competitions Success on the international stage remains a powerful source of inspiration. England Rugby will strengthen alignment across the professional game, invest in coaching and performance pathways, and continue to lead globally on player welfare and safety. The aim is not only to consistently win senior international competitions, but to do so in a way that inspires future generations and supports a thriving domestic game. Follow: building a new generation of passionate fans In an increasingly competitive sport and entertainment landscape, the strategy recognises the need to deepen connections with existing supporters while reaching new audiences and targets an additional 500,000 passionate fans of our national teams (from a base of 5.2m currently). By telling compelling stories, evolving matchday experiences and investing in world-class digital content, England Rugby aims to grow and diversify its fanbase, turning interest into long-term loyalty. Fund: investing sustainably in the whole game To support growth from grassroots to elite, England Rugby plans to invest £500 million back into the sport by 2030 – a multiyear commitment for investment across all aspects of the sport. This includes investment into the community game; diversifying income streams and maximising the long-term value of Allianz Stadium, while making responsible investment choices that secure the game’s financial future. Delivering these goals will require change. The strategy identifies four critical areas of focus where England Rugby will do things differently: Making it easier for clubs and volunteers to run the game, reducing complexity and supporting those who give their time to rugby. Breaking new ground as global leaders in the women and girls' game, on and off the field, from performance and welfare to governance and innovation. (A standalone women and girls' strategy was launched in 2025 which you can read here) Ensuring rugby remains relevant to young people, reflecting how they live, play and engage with sport today. Relentlessly pursuing the safest possible version of the game, protecting rugby’s physical identity while constantly learning and improving. The strategy is rooted in the belief that rugby is more than just a sport. It is a force for good, a source of belonging and a game that connects people and communities across England. Bill Sweeney, Chief Executive Officer, said: “Rugby in England has made real progress over the last few years, but we also know the environment we’re operating in is more competitive and more complex than ever. This strategy is about building on our strengths, being honest about where we need to improve, and setting a clear direction for the next stage of the game’s development." “Our four goals – Play, Perform, Follow and Fund – reflect the whole rugby ecosystem. From getting more young people playing and supporting our clubs and volunteers, to winning on the international stage and investing sustainably in the game, this is a joined-up plan for long-term success." “We’re ambitious, but we’re also realistic. Delivering this strategy means doing some things differently; modernising how we work, staying relevant to young people, and continuing to lead the world on player welfare and safety. Above all, it’s about working with the rugby family to shape the future of the game together.” Sir James Wates CBE, Chair of the RFU Board said: “Rugby is a unique sport, built on values, connection and community, and that responsibility sits at the heart of this strategy. Our role is to protect what makes rugby special, while ensuring it continues to thrive in a changing world." “Clubs and volunteers are the lifeblood of our game, and this strategy recognises the growing pressures they face. Making the game easier to run, strengthening trust across the system and supporting those who give their time is essential to rugby’s future." “This is a strategy grounded in our vision that we believe rugby in England can emerge stronger, more relevant and more connected by 2030.”

The UK Agri-Tech Centre is excited to announce its dedicated Growth Week from 2-6 February, as part of its ‘Grow Your Own Way; We Mean Business When it Comes to Agri-Tech’ campaign.   The campaign aims to champion pioneering and innovative agri-tech businesses that are redefining the agricultural industry with new solutions, ideas and products to drive economic growth for the agri-tech sector.   As part of the campaign, the UK Agri-Tech Centre recently announced its new FASTA initiative, giving businesses access to a network of technical specialists, industry leaders and sustainable advisors to gain insights and guidance to refine MRV solutions, accelerate commercialisation and grow their business—all through one programme.   In addition, the Centre is introducing its Agri-Tech Solution Sprints, which deliver specialist, expert support to tackle business growth challenges and move innovation closer to market more quickly.   Registrations for the Agri-Tech Solution Sprints open on 9 February for forward-thinking micro, small and medium-sized businesses.   The Growth Week programme combines in-person events, virtual networking and expert-led discussions designed to tackle the challenges and unlock the potential of agri-tech innovation.   It will demonstrate the role of agri-tech in the supply chain as well as exploring international markets, providing insights and practical steps to help businesses succeed.   One element of Growth Week is the opportunity to explore export strategies, focusing on opportunities in the Middle East and New Zealand and sharing practical advice on scaling technology globally.   James Kayam, International Business Development Manager at the UK Agri-Tech Centre, said: “International demand for high impact agri-tech has never been stronger."  “The Centre provides UK ventures a unique platform to showcase solutions that can also scale globally, opening the door to new export pathways in markets that are actively seeking sustainable, data driven technologies."  “We’re particularly excited to welcome a Canadian delegation to the UK during Growth Week through the Twin Pastures programme; their visit highlights the strength of UK–Canada collaboration and the real opportunity for businesses on both sides to accelerate knowledge exchange, collaboration and commercial growth internationally.”   As part of Growth Week, the UK Agri-Tech Centre will be hosting a networking breakfast at the Dairy Tech event on Wednesday 4 February from 9am, which will include a session on ‘Global Dairy Innovation: Emerging Technologies and Trends from Canada’, from 1.15pm, as well as a session on how to ensure agri-tech is fit for farms at 1.30pm.   Join us online or in person across the week.   Helen Brookes, Engagement Director at the UK Agri-Tech Centre, said: “We really do mean business when it comes to agri-tech. Our ambition is to help the sector to grow through supporting agri-tech businesses; ensuring technology solutions are tested and trialled on-farm to be robust and relevant to meet industry challenges."  “This campaign celebrates the ingenuity and ambition of those in agri-tech who are committed to creating a resilient and sustainable agricultural sector.”   For those who wish to learn more about the new campaign and how the UK Agri-Tech Centre has supported businesses to grow, visit here.

On a quiet industrial estate in east Leeds, among warehouses and ring roads, a familiar glow still flickers. It comes not from a screen but from polished chrome, curved glass and softly lit panels, the kind that once beckoned from American diners and British dancehalls. This is the home of Sound Leisure, one of the last companies in the world still manufacturing jukeboxes by hand. That such a business exists at all feels faintly improbable. That it thrives, exporting most of its products overseas and remaining family owned after nearly half a century, feels like a small act of cultural defiance. Sound Leisure was founded in 1978 by Alan Black, an electrical engineer with a fascination for the machines that once defined popular music culture. At the time, jukeboxes were already sliding into obsolescence, casualties of cassette tapes, home stereos and later digital media. But Black believed there was something enduring about the physical ritual of choosing a record, pressing a button and watching a machine come to life. Nearly five decades later, the company remains in family hands. Alan’s son, Chris Black, now runs the business alongside his wife, brother, eldest son and a workforce of skilled craftspeople drawn largely from the local area. From their Leeds factory, they craft wooden cabinets, wire electronics and polish metalwork that will end up in exclusive homes, bars, hotels and commercial locations across more than 45 countries. The machines themselves are unapologetically nostalgic. Many are modelled on classic American designs from the 1940s and 50s, complete with sweeping curves and glowing neon. But beneath the retro exteriors sit modern electronics, custom software and, in the majority of cases, the gentle crackle of vinyl. Sound Leisure was the first jukebox manufacturer worldwide to reintroduce a brand new vinyl playing jukebox, now its biggest-selling machine, a fact that neatly captures its willingness to lean into the past without becoming trapped by it. There is something quietly reassuring about the way the business operates. Apprentices learn traditional woodworking skills alongside newer technologies. Components are made and assembled on site where possible. Decisions are not rushed, and growth is measured rather than feverish. In an era of start-ups and scale-ups, Sound Leisure moves at a more human pace, concentrating on quality and honing its heritage. That rhythm has helped the company weather economic shocks, including the pandemic, which hit hospitality customers hard. While some orders dried up, demand from private collectors and overseas buyers continued. The resurgence of vinyl culture, driven in part by younger generations and custom builds for celebrities and world-renowned brands searching for tactile experiences, has also given the jukebox fresh relevance. Yet this is not simply a story about retro fashion. Sound Leisure’s machines are expensive, long lasting objects, designed to be repaired rather than replaced. In that sense, they stand in contrast to much of modern consumer electronics. They invite use, attention and care, qualities that feel increasingly rare. The family nature of the business shapes its tone. There is little appetite for relocation or outsourcing, despite the pressures facing British manufacturing. Leeds matters, not just as a base but as a source of identity and labour. Many employees have been with the company for decades, while others are second-generation workers themselves. Asked why jukeboxes still matter, Chris Black often returns to the idea of shared experience. Streaming services offer infinite choice, but they are private and invisible. A jukebox, by contrast, is communal. It announces itself. It turns music into an event. As Chris explains, “It is a real privilege to do what we do, manufacturing products that stand the test of time, creating memories for generations of families around the world that last a lifetime. I am really proud of what we do, our team and the quality of the products that we ship all over the world from our home here in Leeds.” “Being a family business is not always easy, and the uncertainty of the past few years has been tricky, but we continue to look to the future and have lots of exciting plans for 2026 and beyond." "As a family business, it is personal and I take immense pride in all that we do. Building on the legacy of the business my father founded, and continues to be a part of, makes it all the more special. "Family business matters to the UK economy in so many ways, as does manufacturing, and we will continue to be a Yorkshire manufacturing family firm, hopefully for generations to come.” In a world dominated by algorithms and earbuds, Sound Leisure’s glowing machines feel almost radical. They remind us that technology can be beautiful, that objects can have presence, and that family businesses, given time, patience and purpose, can still carve out space for themselves even when the rest of the world has moved on. To that extent, Sound Leisure is an iconic and powerful blend of past heritage, present drive and determination, and future ambition, continuing to create memories the world over. For more information on Sound Leisure the jukeboxes read more here .

As Scotland kicks off a landmark year of sport, charitable organisations across the country are invited to apply for a share of a £63,000 fund from Barratt and David Wilson Homes. The newly launched 2026 Community Fund will support groups which promote healthy and active lifestyles, with funding of £1,500 provided to each organisation. Part of the UK’s leading housebuilder Barratt Redrow, Barratt and David Wilson Homes Scotland has launched its 2026 Community Fund, with a yearly focus on supporting healthy, active communities and delivering lasting, positive impact in the areas where they build new homes. Through targeted financial support, the £63,000 fund will back organisations that aim to strengthen communities by improving wellbeing and creating opportunities for local residents. By funding these initiatives, the Community Fund seeks to make a tangible difference to the lives of local people. Grants will be available exclusively to registered charities operating in the areas in which Barratt and David Wilson Homes build across the North, East and West of Scotland. Supported projects can include sports, physical activity and youth programmes, inclusive fitness initiatives, youth sports and coaching projects, improvements to local playgrounds and recreational facilities, walking or cycling trails and health and wellbeing activities that encourage people of all ages to lead more active lives. Alison Condie, Regional Managing Director for Barratt Redrow in Scotland, said: “At Barratt and David Wilson Homes Scotland, we’re committed to building more than just homes - we want to create thriving, sustainable communities. With Scotland preparing to host the 2026 Commonwealth Games and the national team heading to the FIFA World Cup, this fund is about supporting organisations that inspire healthier, more active lifestyles and make sport and physical activity accessible to everyone." “Our 2026 Community Fund will help support the fantastic work already taking place across the country, enabling local groups to deliver projects that make a real difference to people’s lives.” The launch of the 2026 Community Fund builds on Barratt and David Wilson Homes’ long-standing commitment to social responsibility and community engagement and reflects the excitement around Scotland’s upcoming sporting calendar. The housebuilders are creating a range of new communities across Scotland, including Barratt Homes’ Auchinleck Village in Glasgow, David Wilson Homes @ Otter Stone Manor in Aberdeen and David Wilson Homes @ St Andrews in Fife, just a stone’s throw from world-renowned golf courses and beaches. The Barratt and David Wilson Homes Scotland 2026 Community Fund is funded by the Barratt Redrow Foundation, the charitable arm of Barratt Redrow. Its mission is to help communities across the UK to thrive. Applications for 2026 funding will close on 30 October 2026 with successful applicants selected throughout the year. For more information about the Barratt and David Wilson Homes Scotland 2026 Community Fund including eligibility and how to apply, visit here . For more information about Barratt Homes and David Wilson Homes, visit here and here .

Johnston Carmichael has agreed a new partnership with STAC (Smart Things Accelerator Centre), underlining the firm’s commitment to Scotland’s innovation economy and supporting the next generation of tech entrepreneurs. Based in Glasgow, STAC is Scotland’s industry-led accelerator for product-focused tech startups. It provides an 18-month programme combining mentorship, investment readiness, and access to world-class facilities to help founders launch, build, and scale globally competitive businesses. It aims to position Glasgow as Europe’s leading hub for transformative technologies such as IoT, robotics, AI, and advanced materials, bridging the gap between academia and industry and driving sustainable growth for Scotland’s tech ecosystem. As part of the collaboration, Johnston Carmichael will provide extensive support to the 35 businesses enrolled in STAC’s current programme. This will include finance, tax and fundraising expertise that helps businesses navigate complex financial landscapes and secure the capital they need to scale; one-to-one mentoring, enabling STAC’s founders to address strategic and operational challenges; and specialist workshops, covering critical topics for high-growth businesses, such as investor tax reliefs and Enterprise Management Incentives (EMI). The group will also get access to the firm’s technology specialists, including partner Neil Wilson, who is an expert in working with high growth businesses, and Stephen Oates, partner and head of entrepreneurial taxes. Calum Purdie, Head of Technology and Life Sciences, Johnston Carmichael, said: “Partnering with STAC allows us to build on our growing role in Scotland’s tech ecosystem. By sharing our expertise in finance, tax, and growth strategies, we aim to empower these businesses to scale successfully and contribute to Scotland’s reputation as a hub for technology and innovation.” To date, STAC has supported almost 90 early-stage companies, including Nooku, which has created a range of smart indoor air quality monitors designed to deliver healthier, happier homes. Since completing the STAC programme, Nooku has secured commercial collaborations with Dulux to showcase the measurable benefits of low-VOC paint and is joining with social landlord Wheatley Homes to install its indoor air quality technology in tenants’ homes. The Wheatley Homes initiative is part-funded by Innovate UK. Stefan Raue, COO and co-founder of Nooku, said: “Having access to Johnston Carmichael’s experts and network will be a huge boost for the founders taking part in STAC’s programme. Connecting with the right partners and receiving practical support is key to building a sustainable business.” Of the 35 businesses taking part in the current programme, 15 are spinouts from Glasgow University’s Infinity G initiative, several are spinouts from Strathclyde University, while the remainder were founded independently. Paul Wilson, CEO and co-founder of STAC, added: “Our mission has always been to create a centre of excellence for smart and connected technologies here in Scotland. Collaborations like this accelerate that ambition by giving founders access to the financial and strategic expertise they need to compete globally. Together, we’re building companies that will define the next era of innovation.” For more information about STAC and its programmes, visit here.