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Multi-award winning commercial and office cleaning company Cleanology has promoted Juliet Widdicombe to be its new Managing Director. The move marks a meteoric rise for Juliet who only joined Cleanology four years ago as Operations Director before achieving a promotion to Associate Director two years ago. The top post is a reward for South African-born Juliet establishing herself as an integral member of the leadership team and impressing with her dedication, innovation and people-first approach, which has played a key role in shaping the family owned 1400 employee business during a period of significant growth. Juliet said: “The most enticing factor about working at Cleanology is that it allows you to be brave. We have a dynamic leadership team which isn’t scared to push forward and back bold decisions. We are constantly pushing boundaries to elevate the business as well as the wider industry and there is a real shared ambition across the business to keep raising standards for our clients and our people." “We have also made a substantial investment into our new Learning & Development department this year to create clear pathways for our staff. The feedback already from new staff is that they have never previously experienced training of such depth and support. We attach huge importance to this because we want a committed, motivated and happy workforce with genuine opportunities to progress." Juliet added: “I’m especially excited to now be leading the Operations and Business Support Teams as we continue driving customer excellence across the business. We have also welcomed some amazing new directors into the Operations Team who bring years of experience, energy and talent, and I am confident that we will collectively achieve our objectives over the coming years." “In the four years I have been at Cleanology I have come to really value the stakeholder relationships I have developed. These strategic partnerships are vital for us and deliver consistent quality for us. There is an alignment in our approach to sustainability and social impact and we continue to hold one another to account." Cleanology, which is headquartered in Vauxhall, South West London, and has regional offices in Manchester, Birmingham, Bristol and Scotland, enjoyed an outstanding 2025 winning new business in a range of sectors from law and education to leisure and energy. Juliet, is based in Sevenoaks, Kent, and in her limited free time enjoys watching her young family at various sporting events and is an avid Arsenal supporter. Mark Little was recently appointed as Cleanology’s new Chief Executive Officer. He is also playing a pivotal role supporting the £25 million turnover company’s ambitious plans to double in size. A successful 2025 saw Cleanology win dozens of new contracts across multiple sectors, including the company’s biggest ever mobilisation with over £2 million of new contracts mobilised in just one month. Welcoming Juliet to her new post, Mark said: “Juliet’s promotion marks an exciting new chapter for Cleanology. She has made a tremendous impact since joining the business and brings real passion, operational expertise and a people-first leadership style to everything she does." “As we continue our ambitious growth journey, Juliet will play a vital role in strengthening our Operations Team, supporting our people and ensuring we continue to deliver exceptional service and customer excellence for clients nationwide. There is fantastic momentum across the business right now and Juliet is absolutely the right person to help lead Cleanology into this exciting next phase.”

James Smith joins Atlassian Williams F1 Team after a decade of AI and data leadership at Google. James holds a PhD in Computer Science from the University of St Andrews and spent 10 years at Google and DeepMind, where he led product and platform teams at genuine scale – including building Android’s data platform, adopted by over 3,000 engineers and informing performance decisions across three billion devices. He went on to co-found Human Native AI, a VC-backed start-up focused on data and AI, which was acquired by Cloudflare earlier this year. Throughout his career, James has combined deep technical expertise with practical product and delivery – building high-performing teams, shipping AI at scale, and leading organisations through complex technological change. James will further strengthen Williams’ senior leadership at a time when the team is investing in all areas to compete at the front in Formula 1. Technology is central to the team’s ambitions, with an outstanding portfolio of technology partners including Atlassian, Anthropic, VAST Data, Airia, Brillio and Keeper Security helping to deliver performance on track. James Smith, Chief Information Officer commented: “I am excited to be joining Atlassian Williams F1 Team at a moment when data and AI are becoming increasingly important to performance both on and off the track." "Williams has an exceptional history, but what appeals to me most is the ambition for the next phase: building the systems, products and culture needed to compete at the front of the grid. I hope to bring my experience from Google, DeepMind and from founding Human Native to help the team move quickly, use AI pragmatically, and turn complex ideas into practical advantage.” James Vowles, Team Principal commented: “Success in Formula 1 has always been about combining technological innovation with the best people to deliver on track. With the technology developing at breakneck pace, the latest battleground in F1 is the ability to harness data and AI across all parts of the team." "James has spent his career at that frontier – at Google, DeepMind and building his own company from the ground up – and I am delighted to welcome him to Atlassian Williams F1 Team as we continue to put technology at the heart of our ambitions to compete at the very front.” About Atlassian Williams F1 Team Atlassian Williams F1 Team is one of the world’s most iconic Formula 1 teams. Founded in 1977 by Sir Frank Williams and Sir Patrick Head, the team has won nine Constructors’ World Championships, seven Drivers’ World Championships and 114 Grand Prix races – making it one of the three most-successful teams in history. Based in Grove, Oxfordshire and competing at the pinnacle of motorsport, Williams continues to build for the future of Formula 1 through world-class engineering, racing excellence and a commitment to bringing fans closer to the sport than ever before.

Multiple generations risk drifting towards a retirement that falls short of their expectations, Rathbones, one of the UK’s leading wealth and asset management groups, has warned, following publication of new Retirement Living Standards (RLS) data. The benchmarks now show that a Minimum retirement lifestyle costs £13,900 a year for a one-person household and £22,500 for two people. A Moderate lifestyle costs £32,700 for one person and £45,400 for two, while a Comfortable lifestyle costs £45,400 and £62,700, respectively. Crucially, RLS expects just 23 per cent of the population to achieve Moderate levels and only 9 per cent to reach Comfortable. Previously, Rathbones research highlighted the scale of the challenge for younger savers, outlining how Gen Z could need a pension pot of around £3.1 million to achieve a comfortable retirement, once inflation over their lifetime is taken into account. Rebecca Williams, Divisional Lead of Financial Planning at Rathbones, said: “These latest figures should set alarm bells ringing across multiple generations. There is a real risk that people are quietly drifting into a retirement that falls well short of what they expect." “That so few are on track to achieve a comfortable retirement is a concerning reflection on the lack of preparedness nationally, given how hard millions work week in, week out. I fear many are in for a sharp shock when they stop working." “Automatic enrolment has been a real success story — it’s helped millions of people start building retirement savings who might not otherwise have done so. But there is a risk that minimum contribution levels become seen as ‘enough’, when for most they’re unlikely to deliver the financial security they’ll actually want in later life." “Small decisions made early on can make a meaningful difference to retirement outcomes over time. But it is just as important that people build clear, realistic plans for the lifestyle they want. Without that, too many risk drifting towards a retirement that looks very different from the one they had in mind.”

A Montrose-based gaming business is bringing people together and expanding its community reach thanks to ongoing support from Business Gateway. Redcap Games, founded by Luke Brown and partner Stacey in October 2023, has quickly established itself as a welcoming hub for gamers of all ages and abilities. Built on the ethos that “there is always a seat at our table”, the business combines a retail store, gaming café and events space, offering everything from board games and trading cards to tabletop roleplaying games and miniatures. Designed to appeal to both gaming enthusiasts and the wider public, the café creates an inclusive environment where anyone can feel comfortable spending time. Alongside its in-store offering, Redcap Games hosts a wide range of events throughout the week, including gaming sessions and tournaments, quizzes, meetups and figure painting. The café operates a free-to-play model, encouraging customers to try games from its extensive library before making a purchase, helping to make gaming more accessible to the local community. The team also works closely with the local council to support groups with additional support needs, creating a welcoming space where individuals can connect, build confidence and take part in activities. Alongside this, Redcap Games runs a volunteering programme that offers local people valuable learning and development opportunities, with a number of volunteers progressing into paid roles within the business, helping to create clear pathways into employment. Since launching, the business has expanded its impact across the wider Angus and Aberdeenshire community, delivering after-school gaming clubs in six schools throughout the region. These sessions introduce young people to tabletop roleplaying games, encouraging creativity, teamwork and social connection, while supporting wider community engagement. Business Gateway has supported Redcap Games from the outset, providing guidance on business planning and marketing, alongside ongoing support through the Growth Advisory Service from adviser George Ellis. This included signposting to Angus Council funding, with the business securing £2,000 from the SME Start and Grow Business Grant Scheme to invest in staff uniforms and gaming packs, supporting the rollout of its after-school clubs. Additional support connected the team with DLR Media to strengthen online advertising and social media engagement, while specialist support through the Expert Help programme has enhanced digital systems, improved the Shopify storefront and streamlined back-end processes, supporting the business as it continues to grow. Looking ahead, the team is now planning to expand into a larger premises, creating a space that brings together a café, dedicated gaming area and retail offering. The move will also allow Redcap Games to further enhance its accessibility, including the development of a more sensory safe environment where customers can relax and enjoy the space. Luke Brown, owner of Redcap Games, said: “Redcap Games started from a simple idea, bringing people together through a shared love of gaming, and it’s been amazing to see how that has grown into a real community hub. Whether it’s in the shop or through our school clubs, creating a space where people feel welcome and included is what it’s all about." “Business Gateway has supported us at every stage, from shaping the initial offering to helping grow and expand the business. The advice, funding support and digital guidance have made a huge difference, particularly in allowing us to invest in our school clubs and reach more young people across Angus.” George Ellis, Business Gateway adviser, said: “Luke and Stacey have built something truly special with Redcap Games, creating a business that not only succeeds commercially but also delivers real value to the local community. Their focus on inclusion and connection is at the heart of everything they do." “Our role has been to support that vision with practical guidance, from early planning through to growth and expansion. It’s been fantastic to see the business evolve, and I look forward to supporting them as they explore further opportunities for the future.” To find out more visit Business Gateway

Aldi Scotland store manager Stevie Clark has launched the nation’s first “Hope Insurance”, a new scheme to help fans survive the rollercoaster of Scotland’s first men’s World Cup in nearly 30 years. The supermarket’s new campaign aims to protect fans against the highs and lows of the tournament and is backed by Aldi Scotland store manager Stevie Clark, who shares his name with the Scotland team gaffer. Aldi’s ‘Hope Insurance’ is believed to be the nation’s first-ever “policy” created to help soften the emotional swings Scotland fans will face during the tournament and takes aim at the Scottish football motto that it’s the “hope that kills you”. In a light-hearted nod to this enduring optimism and the emotional investment fans make every tournament, the initiative will offer rewards whenever Scotland suffers a setback. Hope Insurance is free to register for, with prizes paid out when goals are conceded or matches are lost. However, reinforcing Aldi’s commitment to backing supporters through every twist of the campaign, the biggest reward is reserved for the ultimate high should Scotland defy the odds and progress. New research commissioned by Aldi and conducted by ScotPulse, surveying more than 1,140 Scots, found that optimism is running high, with 77% believing Scotland has a chance of progressing beyond the group stages. This suggests a majority of fans are at risk of early heartbreak within the opening weeks of the competition. Among diehard football fans, optimism is even higher, with 83% believing this could be Scotland’s year to make history. Aldi’s research also highlights the nation’s strong commitment to supporting the team, with 82% of Scots saying they will follow Scotland during the World Cup. Meanwhile, one in six plan to stay up into the early hours to watch matches live. Aldi is the biggest supporter of Scottish food and drink and the nation’s leading supermarket for locally sourced products. In October 2025, it was named in NFU Scotland’s ShelfWatch Mid-Year Report as the most prominent retailer supporting Scottish produce, with 41% of its shelf stock now sourced locally. The launch of Hope Insurance celebrates Aldi’s position as one of Scotland’s most trusted supermarkets for Scottish goods, supporting millions of customers during what is expected to be one of the country’s biggest cultural sporting moments in generations. Stevie Clark, deputy store manager at Aldi Scotland, said: “I’ve had so many customers over the years joking about me sharing the same name as the Scotland manager, and I’m sure that will only ramp up during the World Cup." “Like everyone else at Aldi, I’ve got my fingers crossed for Steve and the team and we really hope the team can deliver the history-making achievement we’ve been waiting for. But as the saying goes, it’s the hope that kills you." “Our first-ever Hope Insurance guarantees lucky fans a little something to smile about if things don’t go our way. We really hope we don’t have to pay out, but like all insurance policies, it’s there just in case.” Regardless of the result, fans can trust that Aldi will bring the nation the great deals on Scottish food and drink. To register for Aldi’s free Hope Insurance, shoppers simply need to email scottishcompetition@aldi.co.uk and share their optimism for Scotland’s World Cup campaign. More details can be found here. Find your nearest Aldi store, here.

Aldi has announced a £5 billion investment in British farming and food production through a series of long-term agreements with UK suppliers. The supermarket said the deals will give farmers and producers greater certainty to invest in their businesses while helping strengthen British food supply chains. The agreements, which typically last at least two years, cover fresh fruit and veg, dairy, meat and eggs, with Aldi aiming to source 50% of its domestic produce through long-term agreements by the end of 2027. The move includes a £1.1 billion commitment to British egg production over the next five years. As part of its push to champion home-grown food, Aldi has also teamed up with farmer and TV personality Harriet Cowan to encourage shoppers to buy more British-grown fruit and vegetables. It comes as new research found many shoppers do not realise vegetables including cucumbers, courgettes and aubergines can all be grown in the UK. The poll of 2,000 adults found that while 80% say supporting British farmers is important to them, only 27% actively consider whether fruit and vegetables are grown in Britain when deciding what to buy.* Harriet Cowan said: “I’m passionate about highlighting the brilliant work British farmers do to bring high-quality food to our tables. I’ve loved teaming up with Aldi to learn more about the fruit and veg we grow here in the UK and to shine a light on what’s in season.” Julie Ashfield, Chief Commercial Officer at Aldi UK, said: “British suppliers are at the heart of our business. These long-term agreements give farmers and producers the confidence to plan ahead, invest in their operations and build resilient supply chains.” Among Aldi’s long-term partnerships is Kent-based grower AC Goatham & Son, its sole supplier of British apples, through a dedicated “Aldi Orchard” supplying stores nationwide. To help shoppers make the most of British produce, Harriet has also picked a series of seasonal recipes, including Creamy Pea and Pesto Pasta Skillet, Pork Tenderloin with Rhubarb Sauce, Beef and Pepper Stir Fry, and Hot Honey Carrots. Recipes are available here. *Research carried out in May 2026 by OnePoll on a sample of 2,000 UK adults.

Barclays’ Q1 2026 Business Prosperity Index reveals that the vast majority of UK businesses (85 per cent) remain confident in the strength of their business, despite 80 per cent reporting a negative impact from the Middle East conflict. Businesses are doubling down on technology investment, with rising AI investment now matched by a sharp increase in cybersecurity spending. Key findings from the Q1 Index show: Geopolitical tensions continue to weigh on sentiment, with one in five (20 per cent) pausing overall investment in light of geopolitical uncertainty. Larger firms have increased longer-term borrowing suggesting their investment. plans remain intact, while SMEs are building further resilience through savings buffers. 68 per cent expect to increase cybersecurity investment over the next 12 months, but almost half (46 per cent) believe the adoption of new technologies is increasing their exposure to cybersecurity risks. Six in 10 (61 per cent) now proactively use agentic AI, with cloud, cyber and AI together accounting for 44 per cent of planned technology budgets over the next year. Firms expect to grow revenues and investment but are split on how to handle rising cost More than four in five UK businesses (81 per cent) expect revenues to increase next quarter and 83 per cent are confident in their prospects over the next year. Looking ahead, more than half (54 per cent) are planning to increase overall investment in the next 12 months. Barclays anonymised client data from around 900,000 UK businesses comparing Q1 2026 to Q1 2025, showed the diverging ways smaller and larger firms are responding to uncertainty. SMEs within Barclays Business Bank saw a modest uptick in cash inflows (+0.2 per cent), continuing to build savings buffers (+1.5 per cent) and cut borrowing (‑13.1 per cent). Larger corporates within Barclays UK Corporate Bank saw a reduction in cash entering (-7.0 per cent) and leaving businesses (-6.1 per cent) as they reduced savings (-5.2 per cent). These larger firms have simultaneously increased longer term borrowing (+6.9 per cent) and reduced shorter-term overdraft borrowing (-11.8 per cent), suggesting future investment plans remain intact. Businesses of all sizes are split on their pricing strategy in response to rising costs, with 37 per cent passing them on to customers and 32 per cent absorbing the impact within margins. Matt Hammerstein, CEO of Barclays UK Corporate Bank, said: “UK businesses are now operating in an environment where uncertainty has become the norm. Geopolitical instability and persistently high costs are feeding directly into cashflows, borrowing decisions and investment plans." “What’s striking, however, is how businesses are responding. Rather than pulling back entirely, many are adapting to this new reality by tightening financial discipline, managing cash carefully and prioritising investment where it strengthens resilience, productivity and long-term competitiveness.” Cyber security becomes boardroom priority Resilience is now a key focus, with recent global turmoil putting cybersecurity at the forefront of many businesses’ priorities, with fewer than three in 10 (29 per cent) confident in their ability to respond to a major cyber incident. In response, almost seven in 10 (68 per cent) are planning to increase their cybersecurity investment over the next 12 months. However, businesses are seeking to find a balance between adoption and exposure. While 82 per cent are confident that their cybersecurity capabilities are keeping pace, almost half (46 per cent) are concerned that these technologies are increasing their exposure to cybersecurity risks. As technologies develop at pace, large businesses are eager to increase their investment, while micro businesses are adapting more slowly. More than one third (36 per cent) of large firms have increased cybersecurity investment since the start of 2026, falling to 26 per cent of smaller businesses and 4 per cent of micro businesses. With additional finance, large firms say they would prioritise further cyber security (24 per cent) alongside AI investment (24 per cent). The average amount decision makers have spent on cybersecurity to date in 2026 is £505,000. This rises significantly to £1.3million for large businesses, but falls to £134,000 for small businesses and £15,000 for micros. Over half of firms now use agentic AI Alongside rising cyber investment, businesses are doubling down on AI and automation to improve efficiency and offset cost pressures. More than half of businesses (52 per cent) believe AI and automation has improved their productivity, with employees now spending less time on administrative tasks (38 per cent), becoming faster at decision-making (34 per cent) and spending more time on higher value work (31 per cent). The way businesses are using AI has evolved too, with six in 10 (61 per cent) now using agentic AI to some extent in their operations. Abdul Qureshi, Head of Barclays Business Banking said: “SMEs are navigating higher costs and ongoing uncertainty, which continues to weigh on day-to-day decisions. While larger firms push ahead with longer-term borrowing, many smaller businesses are focused on building cash buffers and closely managing their financial position. At the same time, AI is starting to present tangible opportunities for SMEs, particularly where it can help improve productivity and make everyday tasks more efficient.” Barclays Business Prosperity Fund To support businesses to invest in resilience and growth, The Barclays Business Prosperity Fund is available for new and existing Business Banking customers and UK Corporate Banking clients across the UK to apply for lending and refinancing on existing projects. Businesses can find out more at: home.barclays/businessprosperity. £22bn is the total amount of lending Barclays has available to lend and support business growth among Business Banking and UK Corporate Banking clients in 2026. Subject to normal lending assessment, status and application. Terms and conditions apply.

Leading law firm Clifton Ingram is delighted to announce the appointment of Sam Fellows as a Partner within its Dispute Resolution team, effective May 5th. Sam joins the firm with a well-developed specialism in leasehold enfranchisement and statutory lease extensions, bringing highly sought-after expertise to Clifton Ingram at a time when demand for specialist leasehold advice is rising across the country. Clifton Ingram is a well-established, full-service law firm ranked in the Legal 500, with offices in Farnham, Reading and Wokingham. The firm advises businesses and private clients across Surrey, Berkshire and beyond, and has built a strong reputation for the quality and depth of its property and dispute resolution practices. Sam’s appointment at the Farnham office comes at a significant moment for leasehold law. The Leasehold and Freehold Reform Act 2024 has introduced potentially wide-ranging changes affecting leaseholders, landlords, and managing agents, and the ongoing implementation of further reform measures continues to create complexity for property owners, leaseholders and businesses alike. Against this backdrop, Sam’s expertise in leasehold enfranchisement, statutory lease extensions under the Leasehold Reform, Housing and Urban Development Act 1993, and rights of first refusal under the Landlord and Tenant Act 1987 represents a timely addition to the firm. Jonathan Foulds, Managing Partner and Head of Commercial Property at Clifton Ingram, said, “Sam’s specialist knowledge in leasehold matters is a genuinely valuable addition to the team. The legal landscape for leaseholders and landlords has grown considerably more complex in recent years, and his appointment strengthens our ability to meet the rising demand for expert advice in this area across the region.” Alongside his leasehold specialism, Sam brings more than ten years of broader property litigation experience to the role, covering restrictive covenants, break options, boundary disputes, adverse possession, trespass, and rights of way among others. He has managed substantial litigation from initial instruction through to trial throughout his career, and has built strong internal and external referral networks and self-sufficient work pipelines at each firm he has joined. Sam trained at Maples Teesdale LLP in the City of London before developing his litigation practice at Iliffes Booth Bennett LLP in Uxbridge, where he spent six years handling high-value County and High Court proceedings. He has since held senior roles at Field Seymour Parkes LLP in Reading and Knights in Weybridge, where he was promoted to Senior Associate in 2023 and built and ran a caseload of residential and commercial property work. Sam commented, “Leasehold law is going through a period of significant change, and that is creating real complexity for property owners, leaseholders and businesses who need clear, practical advice. I am looking forward to bringing my experience in this area to Clifton Ingram and working with clients across the region to help them understand their rights and options as the legal landscape continues to evolve.” Clifton Ingram’s property litigation team operates from offices in Farnham, Reading and Wokingham. To find out more, contact the firm here.

Stuart Dantzic, Managing Director of Caribbean, welcomes the Climate Change Committee’s latest adaptation report, arguing that external shading and passive cooling must become central to the UK’s response to rising overheating risk. The Climate Change Committee’s (CCC) latest report, A Well-Adapted UK, should finally put to bed the outdated idea that overheating is only a matter of comfort. It is a national resilience issue, a public health issue and an energy issue all rolled into one. For years, the UK’s built environment has been designed around retaining heat, which made sense in cooler periods. But as the report clearly states, the climate we are living in today is not the one our homes, schools, hospitals and workplaces were originally built for. Hotter summers, more frequent heatwaves and prolonged periods of extreme temperatures are becoming the rule, not the exception. As temperatures continue to rise, reducing heat gain before it enters buildings must become a fundamental principle of building design. Just as we would not heat a home in winter without insulation, we should not cool one in summer without shading. The CCC’s findings reflect this reality and, importantly, acknowledge something our sector has long understood: the smartest and most effective way to cool buildings is to stop heat getting inside in the first place. External shading is vital for overheating adaptation and must now become a standard part of climate-resilient building design. The report’s support for passive cooling measures should therefore be strongly welcomed. One of the most striking conclusions is that external shading in hospitals can reduce temperatures by up to 4°C on peak heat days. That is not a marginal improvement; in healthcare settings, where vulnerable patients are already at risk from extreme heat, those reductions can have very real consequences for wellbeing and safety. There is much talk of air conditioning being the answer to climate change and undoubtedly it has a role in certain environments, such as hospitals, care settings and other high-risk buildings. But cooling buildings mechanically without first addressing solar gain is fundamentally the wrong approach and it cannot become the default answer to every overheating challenge. Passive cooling should be prioritised in all buildings, with active cooling introduced only during prolonged or intense heatwaves. This reflects the cooling hierarchy adopted within the London Plan and increasingly referenced by local authorities and industry guidance. Why? Because if we rely solely on mechanical cooling, we risk creating a cycle where rising temperatures drive higher energy demand, increased emissions and greater pressure on the grid. External shading must always come first because it lowers indoor temperatures before heat enters the building, significantly reducing any later requirement for mechanical cooling. That is a far more sustainable, cost-effective and resilient route. BBSA research, previously cited by the CCC and referenced within the Government’s Warm Homes Plan, found that external shading can reduce indoor operative temperatures (the temperature we feel) by up to 18°C. By preventing heat build-up at source, external shading can significantly reduce reliance on air conditioning, lowering energy demand, cutting carbon emissions and, in many applications, eliminating the need for mechanical cooling altogether when combined with ventilation and thermal mass. This is becoming increasingly important as modern architecture continues to favour larger areas of glazing, sliding doors and open-plan living. While these designs maximise daylight and connect interiors with outdoor spaces, they also increase overheating risk dramatically if solar control is not properly considered. Flexibility is also key because solar conditions constantly change throughout the day and across seasons, which is why adjustable, dynamic shading solutions are essential. This is not new technology. Solar shading has been used for centuries in architecture designed for warmer climates and has long formed part of prestigious buildings and major public architecture, including Buckingham Palace. Yet despite rising temperatures and increasingly frequent heatwaves, it remains significantly underutilised across the UK built environment. The CCC is right to highlight that most of the homes standing in 2050 have already been built, which means adaptation is now immediate. Retrofitting existing buildings with effective passive cooling measures will be essential if we are serious about creating climate-resilient communities. Lord Krebs, former Chair of the CCC Adaptation Sub-Committee, previously stated: “We are not designing buildings for preventing overheating. Shading – shutters or awnings – is not costly or difficult to install, it’s just that we’re not doing it.” What is particularly encouraging is that the conversation is finally shifting. Overheating is no longer being treated as an occasional inconvenience during a hot spell. Instead, it is now recognised as a long-term infrastructure challenge requiring strategic action. The CCC’s report is an important step forward because it recognises that resilience starts with smarter design, not more energy consumption. External shading may once have been viewed as an optional add-on, but that position is no longer tenable in a warming climate. Today, it must be seen as essential climate adaptation infrastructure and a fundamental part of how we design, retrofit and futureproof buildings across the UK. For more information on Caribbean and its range of shading products visit here.

A 110-strong display ‘slab wall’ has become the major attraction of Solus Ceramics’ new showroom transformation at its headquarters in Tyseley. The family-run business, which is recognised as one of the UK’s fastest growing suppliers of architectural and sustainable tiles, has seen footfall almost double since it invested seven figures into creating the new 3,400 sq ft space earlier this year. Sales to the public have already risen by 25% and the firm has also increased its share of the local contractors’ market, as well as reinforcing its industry-leading reputation with some of the country’s top architects. The new HQ and showroom displays a carefully curated product range that blends exceptional quality with accessibility across all budgets. Materials are grouped by aesthetic family rather than brand - for example marble, stone, terracotta, wood, concrete and decorative collections. Alongside the iconic slab wall are units with clapper and drawer displays, with room sets further clarifying how different products might look in a variety of contexts. Marcus Bentley, CEO of Solus Ceramics, commented: “Visitors can expect a design-led experience shaped to provide inspiration, rather than a traditional tile showroom." “A lot of time and understanding has gone into the space, which has been carefully curated to help customers move beyond browsing samples and instead fully visualise how materials will work in real environments." “We have more than 30 years’ experience working with architects and designers, providing technical and design advice. This showroom enables us to bring this experience to a more general homeowner audience with the same level of care and service that we deliver across the country.” He continued: “The investment is definitely paying off and this is reflected not only in the volume of customers, but the mix of them. We’re attracting homeowners from the Midlands, along with developers, corporate clients, and luxury residential clients. Lots of architects and designers have also visited the space.” Solus, which was founded by Peter Bentley in the family home in 1995, has seen a £10m+ rise in revenues since 2021, with turnover expecting to exceed £26m going into 2027. The company’s commitment to ‘people’, ‘product’ and ‘planet’ has seen it develop an international network of trusted suppliers that provide unique ranges of sustainable tiles for architects, designers, commercial contracts and retail. With strong growth seen across its satellite showrooms in London and Manchester, the company continues to work on some of the UK’s most prestigious tiling projects, including for Porsche, Kensington Olympia and Finsbury Dials. Marcus went on to add: “For the luxury residential team in particular, it’s had a tangible impact. Developer clients feel confident directing their own customers to the showroom, knowing they’ll find a wide range of inspiring displays alongside a knowledgeable team who can support decision-making and provide technical advice. That trust is a key step in strengthening ongoing partnerships. “What we have created fully reflects Solus as a design-led business, offering the same level of service and expertise as our other successful showrooms in Clerkenwell in London and Manchester.” Solus, which has supplied over 4 million sq metres of tiles since 2019, has built its success on strategic partnerships with leading factories and collaborations with top architects, designers and developers. Its current portfolio of high-quality tiles spans more than 300 different ranges, including LoopCrete and LoopStone (both incorporating 63% of pre- and post-consumer recycled content) and its recently launched Caldera, Tibero, Damier and Sidequest options. For further information, please visit here or follow the company across its social media channels. Photo: Ryan and Marcus (Solus): (l-r) Ryan Bennett (Managing Director) with CEO Marcus Bentley

Calculus, one of the UK’s longest-established EIS and VCT fund managers with over 25 years backing innovative growth companies, announces a £2.5m investment into Edify, the AI-powered operations platform built for quick service restaurants (QSRs) and hospitality chains. The investment forms part of a £3m round completed alongside current investors. Edify was founded in 2024 by Ed Barry, a hospitality operator who built and sold Over Under, a London coffee chain, to Blank Street Coffee in 2022. Through that journey, Ed saw how fragmented systems, manual processes, and unclear information flows were holding hospitality businesses back. General Managers (GMs) were spending too much time reconciling figures, chasing orders, and translating data into action, when they should have been leading teams, improving standards, and running stronger stores. Edify was built from that perspective: a live intelligence platform designed around the realities of the floor, and the decisions operators need to make every day. The platform integrates inventory management, demand forecasting, and back of house operations into a single system. Its AI learns usage patterns to automate ordering, flag discrepancies before they become costly, and generate precise prep plans shift by shift. Ask Edify, its AI analytics agent, consolidates operational data into live dashboards, giving operators instant answers without digging through spreadsheets. Current customers and brands served include Pret A Manger, Dunkin’ Donuts, WatchHouse, Yolk Brands. At Pret A Manger, Edify is on track to save each store general manager two hours per day, equivalent to approximately $4m in annual savings across UK locations alone. Why now Hospitality operators are facing rising costs, tighter margins, and ongoing staffing pressure, while GMs are being asked to manage more with less. They are accountable for everything from waste and labour to customer experience, but too often they are still working across spreadsheets, manual ordering, and disconnected systems. Edify brings those signals together into clear, actionable intelligence, giving GMs the confidence, fluency, and focus to lead more successful stores, while helping central teams understand what is really happening across the business. Alexander Crawford, Co-Head of Investments at Calculus: “Ed built Edify because he’d lived the problem himself, and that shows in how the product is designed. Edify’s suite of products is a system built around how operators work. The customer traction at this stage, with brands like Pret and Dunkin’ Donuts already on the platform, is exceptional. We believe Edify has the potential to become the defining platform for how QSRs operate, and we’re proud to back them at this stage of the journey.” Ed Barry, Founder & CEO at Edify: “After scaling and selling my own coffee shop chain, I saw that the admin burden isn’t just a small business problem, it’s an industry problem. Operators are making critical decisions every day with fragmented systems, unclear data, and too much noise. Edify exists to change that." "We’re not bolting AI onto old software. We’re building a live intelligence system around the way hospitality actually works, connecting the floor and HQ so GMs can lead better, stores can perform stronger, and businesses can grow smarter. Having Calculus alongside us, with their track record of backing ambitious UK technology businesses, gives us the platform to put Edify into the hands of many more operators.”

An Edinburgh-based entrepreneur is turning creativity into commercial success, as her handcrafted candle business continues to grow with support from Business Gateway. Bonnie Glow, founded by Emily Streete, creates handmade candles and wax melts inspired by Scotland’s culture, language and humour. Crafted in Edinburgh using sustainable vegan ingredients, the products are designed to offer high-quality fragrance with a distinctive Scottish personality, appealing to individual customers and retail partners alike. Sustainability is at the heart of Bonnie Glow, with Emily recently introducing a refill scheme that allows customers to return used tins at markets in exchange for a discount on their next purchase, while all packaging and wrapping is created using upcycled materials. Since launching, the business has grown steadily, securing its first retail listing in the city and attracting interest from other stockists keen to offer locally made, authentic products. Alongside its core range, Bonnie Glow also offers personalised candles for weddings, celebrations and gifts, as well as wholesale opportunities for independent retailers. Emily is also a regular trader at markets across the city, including Grassmarket, Stockbridge, Leith and Portobello markets, helping to build a loyal local customer base. For Emily, launching Bonnie Glow marked a significant personal milestone. Diagnosed with ADHD earlier this year, she has navigated the challenges of neurodiversity while channelling the creativity that has become central to her business. Drawing on a background in music and performance, she built the brand from scratch, developing everything from product concepts to branding herself. Business Gateway proved to be the catalyst that took Bonnie Glow from passion project to scalable business. Working with adviser Lee Briggs, Emily accessed one-to-one guidance across business planning, company regulations, tax and marketing. She also took part in workshops focused on marketing strategy and growth, and recently applied for additional support through the Expert Help programme. This guidance has helped Emily build confidence in running her business, develop effective promotional strategies and identify opportunities to increase sales and grow her customer base. It has also provided valuable networking opportunities, connecting her with other local businesses and support organisations. Emily Streete, founder of Bonnie Glow, said: “I’ve always had lots of ideas and creativity, but structure and organisation didn’t come naturally to me. Bonnie Glow has given me a way to focus that energy into something real and sustainable." “Working with Business Gateway has helped me build confidence and put clear plans in place to grow the business. Having that support and guidance, especially in the early stages, has made a huge difference.” Lee Briggs, Business Gateway adviser, said: “Emily’s journey is a great example of how tailored support can help founders play to their strengths. She has a huge amount of creative instinct, and once we worked in a way that suited her strengths, the business really started to flourish." “Seeing the confidence Emily now brings to decision making and long term planning has been genuinely rewarding.” Business Gateway Edinburgh offers tailored support for neurodiverse founders, including dedicated advice, resources and specialist workshops designed to reflect different ways of thinking and working. This includes practical sessions such as marketing support for neurodiverse minds, helping entrepreneurs build confidence, develop strategies that play to their strengths and access guidance in a supportive environment. To find out more about how Business Gateway can help your business, visit here.