Search Results

Regal Food Products Group has officially opened a new multi-faith room at Leeds Bradford Airport, reinforcing its ongoing commitment to creating inclusive and welcoming spaces within community and public environments.   Guests joined representatives from Regal Foods, ISSE (Inspire Support Sports Empower) and Leeds Bradford Airport on Friday 6 February to mark the official opening of the new facility.  The landside multi-faith room has been thoughtfully designed to provide a calm and quiet space for prayer and reflection. It is available to passengers arriving at or departing from Leeds Bradford Airport, as well as airport staff and business partners working on site.   The space features newly installed flooring and furnishings, including seating and dedicated footwear storage. Prayer mats and a qibla compass have also been provided to support faith practices.   Regal Food Products Group Plc has a strong track record of delivering multi-faith facilities in public venues. Previous projects include Valley Parade, home of Bradford City Football Club (February 2023), and Headingley Cricket Ground, home of Yorkshire County Cricket Club (August 2016).   Faz Ali, Sales & Marketing Director at Regal Food Products Group Plc, commented: “We are proud to continue our work in creating safe, inclusive spaces for people of all faiths in places where communities come together.” “The new multi-faith room at Leeds Bradford Airport provides a welcoming environment not only for prayer, but also for quiet reflection, offering passengers and staff a calm space. We look forward to developing our partnership with Leeds Bradford Airport as we work together to support wellbeing, inclusion and community needs.” Humayun Islam, Chief Executive of charity ISSE (Inspire Support Sports Empower) Ltd, commented: "Access to calm, respectful spaces for prayer and reflection in public settings is an important part of creating genuinely inclusive environments. The opening of the multi-faith room at Leeds Bradford Airport is a positive step that recognises the diverse needs of passengers and staff alike.” “Initiatives like this help people feel seen, respected and supported, particularly in high pressure environments such as airports, and demonstrates how practical design choices can make a meaningful difference to wellbeing and dignity."   Kunaal Wharfe, General Counsel and Company Secretary and DEI Executive Sponsor at Leeds Bradford Airport, commented: “This new multi-faith room is an important step in ensuring people of all faiths and beliefs feel supported when travelling through Leeds Bradford Airport. We’re grateful to Regal Food Products Group for their support in delivering a calm, welcoming space for passengers, colleagues and business partners.” “This comes ahead of the delivery of a purpose-built airside multi-faith room, due to open in early 2027 as part of LBA:REGEN, which will also include dedicated ablution facilities.   “These investments reflect our ongoing commitment to inclusion, wellbeing and improving the experience for everyone who travels through and works at LBA.”

Exclusive Collection has taken a further step in its sustainability journey with the introduction of Kress electric mowers across a number of its hotel and golf properties, reinforcing its commitment to responsible land stewardship.   Following extensive trials at Lainston House and The Manor House, the group has begun rolling out Kress RTKⁿ robotic electric mowers across its portfolio, supporting a more efficient, lower-impact approach to managing its golf courses and surrounding landscapes. The move aligns with Exclusive Collection’s wider environmental ambitions, underpinned by its B Corp certification and, at The Manor House, GEO Certification® for sustainable golf operations.   At The Manor House, where sustainability is embedded across both hospitality and golf operations, the technology has been tested over the past year on fairways and rough areas of the championship course. The trial period allowed the greenkeeping team to assess not only performance and quality of cut, but also how the system could integrate into day-to-day operations on a busy estate.   The results delivered a consistently high-quality sward while reducing soil compaction and supporting healthier grass growth. The quiet, fully electric operation has also brought benefits for wildlife, golfers and guests, particularly during peak periods when traditional machinery can be disruptive.   The shift supports broader sustainability objectives at The Manor House, which has been recognised with GEO Certification® for its approach to golf course management. Working closely with the Wiltshire Wildlife Trust, the estate has introduced habitat parcels to protect biodiversity, while recent initiatives have included water-saving irrigation upgrades, renewable energy generation and significant reductions in carbon emissions. Robotic mowing now forms part of this wider framework, helping to lower emissions, reduce noise pollution and make more efficient use of resources.   Six robotic units are now operating at The Manor House, with further units introduced at South Lodge, Royal Berkshire, Lainston House and Ansty Hall, bringing the total to ten across the  Exclusive Collection  portfolio. During the summer months, the majority of rough at The Manor House will be maintained by the robotic fleet, allowing greenkeeping teams to redirect time and expertise towards detail-focused work that enhances playability, presentation and the overall golfing experience.   Andrew Ryan, director of golf at The Manor House, said: “Sustainability at The Manor House is about making considered, practical choices that benefit the course, the environment and our members and guests. The trial period gave us confidence that this technology could support those aims while maintaining the standards golfers expect.” The partnership with Kress robotic mowers has been supported by premium distributor ATH Machinery in delivering tailored solutions across the properties.   Nicola Jones, head of marketing at Kress, said: “Exclusive Collection is a perfect example of how robotic mowing can elevate standards while reducing environmental impact. The flexibility and precision make them ideally suited to golf courses and estate settings of this calibre.” Tim Lane, managing director at ATH Machinery, added: “Exclusive Collection have embraced innovation throughout the trial period and seeing the technology perform so well and then scale across such outstanding properties is something we’re really proud of.” The wider rollout reflects Exclusive Collection’s continued investment in responsible luxury. As a B Corp-certified business, the group has committed to measurable progress across governance, community and environmental impact, with land management playing a central role given the scale and setting of its estates.   By integrating electric, autonomous technology into its grounds and course care, Exclusive Collection continues to evolve how its landscapes are managed - quietly, efficiently and with long-term environmental resilience in mind. About The Manor House The idyllic countryside retreat like no other at The Manor House. Offering a fairy-tale setting for romance and escapism in the historic manor or mews cottages, with fine dining and gastro fare, as well as a championship golf course, all set in the picture-perfect village of Castle Combe.   The hotel offers a choice of 50 luxurious rooms, suites, and cottages, all individually designed and full of historic character. Refined palates will appreciate the tasting menu offering British modern classics that never fail to delight at the Michelin starred Bybrook restaurant. For relaxed dining, local charm meets exceptional experience at The Castle Inn, an attractive 12th Century and top 50 gastropub.   Offering golf on another level, the 18-hole, par-72, parkland course was designed by Peter Alliss and Clive Clark, and opened for play in 1992. The championship course measures 6,500 yards and is set within 365 acres of picturesque rolling countryside on the southern edge of the Cotswolds. For more information visit here.

As National Apprenticeship Week 2026 kicks off, Make UK is calling on the Government to commit to a Skills Investment Pledge to address the decline in apprenticeship starts and rise in those not in education, employment or training (NEET).   The pledge would be a clear, public guarantee that every pound collected from the Skills and Growth Levy (formerly Apprenticeship Levy) and the Immigration Skills Charge (ISC) will be spent on developing the workforce the UK needs.   Skills shortages remain one of the biggest barriers to growth and productivity for manufacturers, with around 50,000 live vacancies in the sector.   Despite record employer contributions through the Growth and Skills (G&S) Levy and the Immigration Skills Charge (ISC), billions are collected each year that are not reinvested in the skills system – effectively hitting employers with an extra tax.   Make UK’s Industrial Strategy Skills Commission found that a lack of the right local training provision was a significant barrier to employers taking on more apprentices. With a large chunk of the money – estimated to be over £1 billion – paid by businesses via the Growth and Skills Levy and Immigration Skills Charge not being used by the Government to fund training, it is within ministers’ gift to address this challenge. Without action, manufacturers fear that valuable skills training will be reduced even further.   Industrial Strategy commitments to allow G&S Levy funds to be spent on short courses are welcome. However, action is needed to address the 40% decline in engineering and manufacturing apprenticeship starts since 2017 and reported perceptions that the G&S Levy is making it harder for manufacturers to plug skills gaps.   Make UK is calling on the Government to commit to a Skills Investment Pledge – a clear, public guarantee that every pound collected will be spent on developing the workforce the UK needs.   To ensure that the revenue from skills levies is spent productively, the Government should:   Increase the supply of apprenticeships and other high-value courses through direct incentives, particularly targeted at smaller employers. Identify ways to loosen the training criteria with a primary focus on its Industrial Strategy sectors, trusting businesses in these sectors to know how to address the skills shortages they face. For manufacturers, the benefits would be immediate, securing vital resources to expand apprenticeships, Skills Bootcamps and Higher Technical Qualifications, and improving funding bands in high-cost technical disciplines such as engineering, and rebuild capacity in further-education providers.   Ringfencing levy funds for skills would reallocate over £1bn per year (0.1% of GDP) towards workforce development and training by 2029-30. This is a 69% increase on current government funding for apprenticeships, equivalent to around 234,000 additional starts a year.   Applying more conservative assumptions than the Government’s own estimates would still produce an annual boost to the economy worth between £4.4 and £5.9bn in the long run, driven by higher wages and employment from a more skilled workforce.   Rt Hon. Robert Halfon, Executive Director, Make UK said: “Manufacturing and engineering apprenticeships are in steep decline, yet billions from the Growth and Skills Levy and Immigration Skills Charge are not being used by the Government where they’re needed most – risking valuable training being cut back." "Ringfencing these funds through a Skills Investment Pledge could instead unlock hundreds of thousands of new apprenticeships, plug skills gaps, and deliver at the very least a £4.4 billion boost to the economy. The time to act is now - our young people and our sector cannot wait.” Photo Credit:  Make UK

Atlassian Williams F1 Team and Barclays are proud to announce a major new global partnership, uniting two British icons defined by excellence, innovation and trust with their sights set firmly on the future. Williams is one of the top three most-successful Formula 1 teams of all time with 114 wins, nine Constructors’ World Championships and seven Drivers’ World Championships over its 48-year history. The team is joining forces with Barclays, the world-renowned bank founded more than 325 years ago and trusted by tens of millions of customers in more than 40 countries. Barclays will become Official Banking Partner to Williams as Formula 1 enters a completely new regulations era for 2026. The team has been building towards the rule change with focus and determination as part of its long-term plan to return to the front of the grid, an ethos shared by Barclays in the way they support their clients. The attributes shared by Williams and Barclays are significant: data-driven performance and advanced analytics, precision execution and investment in technology, through to continual adaptability and innovation. This is Barclays’ first-ever partnership in Formula 1, complementing its leading sports partnership portfolio which includes the Premier League, Barclays’ Women’s Super League, Wimbledon, the WNBA New York Liberty and Lord’s – the home of cricket. Barclays has chosen Williams as a strategic partner to support the team’s transformation, open doors to key markets and decision-makers who share passion for Formula 1, and connect Barclays with the next generation of fans – 43% of whom are under-35 and 42% women. Barclays branding will feature prominently on the FW48, Williams’ all-new challenger, with the racing livery being unveiled later today. It will also feature on the helmets of drivers Alex Albon and Carlos Sainz, team clothing and throughout the team’s trackside garages and hospitality. The partnership marks a renewed alliance for Barclays and Williams, whose legendary founder Sir Frank Williams was a customer of the bank which also provided the team with banking services for many years. The announcement also continues Williams’ commercial growth which has seen a host of major global brands join the team’s mission to return to the front of the grid. Over the past three years Williams has welcomed Atlassian as Title Partner, alongside Komatsu, Super Group, NMC2, VAST Data, Stephens, Airia, Brillio, Keeper Security, Zoox and New Era. Kraken, Gulf Oil International Ltd and Duracell have all extended their partnerships, recognising Williams’ award-winning and innovative approach. Heading into 2026 the team has announced new partnerships with Anthropic, BNY, Wilkinson Sword and Nuveen. James Vowles, Team Principal, Atlassian Williams F1 Team: “We are delighted to welcome Barclays into the sport as Official Banking Partner to Atlassian Williams F1 Team. As we prepare for one of the most significant regulatory changes in Formula 1 history, we’re preparing to seize the opportunities of the new era together with Barclays as we continue investing for long-term success.” Stephen Dainton, President, Barclays Bank PLC: “Our partnership with Atlassian Williams F1 Team will deepen our client engagement and elevate our brand across our key markets as we grow our investment banking and private banking and wealth management relationships. Working with one of the most storied teams in Formula 1 brings unparalleled global visibility." “Barclays has long been one of sport’s most committed corporate partners — from the Premier League and the Women’s Super League to Lord’s, Wimbledon, NBA Brooklyn Nets and WNBA Liberty — and we pair those world stage platforms with major investment in community and grassroots sport. It’s this combination of elite performance and local impact that defines our approach.”

The National Allotment Society (NAS) has announced the theme for National Allotments Week 2026, taking place from 10–16 August 2026. The new theme, Grow to Learn – Lifelong lessons from the allotment, will celebrate the educational, personal development, and well-being benefits of allotment gardening for people of all ages. The theme highlights how allotments function as living classrooms, where learning happens through hands-on experience, shared knowledge, and connection with the natural world. Alongside practical growing skills, allotment gardening nurtures wider life skills including patience, resilience, curiosity, problem-solving, and teamwork — and, of course, physical wellbeing and food security. Through time spent on the plot, individuals learn to adapt to challenges, understand seasonal change, and develop confidence and wellbeing alongside their crops. These informal learning experiences often span generations, making allotments unique spaces for lifelong learning, community connection, and personal growth. By focusing on Grow to Learn, the National Allotment Society aims to reframe allotments not just as places to grow food, but as dynamic learning environments that support personal growth, mental and physical wellbeing, and food security. National Allotments Week 2026 will feature a national digital campaign sharing stories and reflections from allotment holders and ambassadors, highlighting the many ways allotments act as living classrooms and places of continual learning. Further details about National Allotments Week 2026 activities, resources, and opportunities to get involved will be announced in due course. For more information, visit here . National Allotments Week takes place from 10–16 August 2026. About The National Allotment Society (NAS) is the UK’s leading organisation representing more allotment holders and leisure gardeners. NAS provides advice, guidance, and advocacy to support people in growing their own food, improving their well-being, and connecting with their communities. With a nationwide network of 130,000 members, volunteers, and ambassadors, NAS works to make allotments engaging, inclusive, and rewarding — supporting physical and mental well-being, social connection, and environmental awareness through the simple act of growing.

Voluntary Action LeicesterShire (VAL) kicked off its 60th anniversary with a heartfelt celebration at Leicester Racecourse, welcoming over 130 guests to honour six decades of transforming lives, empowering communities and championing the voluntary sector across Leicester and Leicestershire.   The evening served as a thank you to the many individuals, partners, volunteers and supporters who have been part of VAL’s journey. Guests gathered to reflect on the organisation’s proud history, connect with one another, and celebrate the impact VAL continues to make across the city and county.   The event opened with a welcome from Linda Jones, Chair of VAL, who thanked attendees for their continued support and reflected on VAL’s enduring mission and values.   Guests also heard from Mike Kapur OBE CStJ, HM Lord Lieutenant of Leicestershire, who paid tribute to VAL’s pivotal role in supporting individuals and communities across the county. Eileen Perry (Richards) MBE DL, speaking on behalf of Dr Nik Kotecha OBE DL, shared words of appreciation for his ongoing support of VAL, which was warmly acknowledged during the evening.   One of the most moving moments of the night came from Rehana Sidat – Founder/CEO at Jamila’s Legacy – who shared her personal journey and the support she received from VAL. In her speech, she highlighted that without VAL, so many people across the community would not get the help they needed or deserved. Her words powerfully illustrating the real, human impact behind the organisation’s work and served as a poignant reminder of why VAL’s mission has never been so important.   Kevin Allen-Khimani, CEO of VAL, commented: “This anniversary is not just about looking back at what we’ve achieved over the past 60 years, but about recognising the people and communities who have made that impact possible.” “Every life changed tells a story of resilience, support and hope. As we look ahead, VAL remains deeply committed to working alongside our partners, volunteers and communities to ensure even more people across Leicestershire have the opportunity to thrive.”   Guests enjoyed a three-course meal and an evening of connection, conversation and celebration. A timeline of VAL’s history showcased six decades of achievements, challenges overcome and lives changed.   The celebration marks the start of a year-long programme of events to commemorate VAL’s  60th anniversary – a milestone that reflects not just six decades of service, but a future filled with renewed purpose, collaboration and hope supporting individuals and communities across Leicestershire. Top Photo: Hardip Chohan, Linda Jones, Chair of VAL (Centre) and Trace Voss of VAL, with Mike Kapur OBE, C StJ, HM Lord Lieutenant of Leicestershire   About Voluntary Action LeicesterShire (VAL)   Voluntary Action LeicesterShire (VAL) has been helping to change lives for the better in Leicester and Leicestershire for over half a century. Originally founded in 1965 as the Leicester Council for Social Services, VAL is now a charity with an income of over £2 million, delivering multiple projects and contracts that drive social good in local communities.   VAL provides advice, support and training to charities and community groups across Leicestershire. With around 2,400 registered charities and an estimated 3,800 grassroots community organisations across the city and county, we help charities to reach their potential and continue delivering vital services within local communities.

The latest Barclays Business Prosperity Index report reveals that despite affordability pressures, regulatory challenges and financial caution, four in five businesses (83 per cent) operating in housebuilding and its supply chains remain confident about their outlook for the year ahead. Barclays’ anonymised client data from around 70,000 UK businesses, combined with research from 500 industry leaders and 2000 consumers, also shows strengthening activity at the start of the development pipeline, sustained buyer demand for new-build homes and a major uplift in planned investment. Key findings from the Barclays Business Prosperity Index include: Architects (+2.3 per cent) and Quantity Surveyors (+4.8 per cent) recorded rising incoming cashflows between Q3 2024 and Q3 2025, signalling strengthening activity at the initial phases of the development pipeline Smaller firms showed heightened caution, reducing the amount of cash borrowed (-17.7 per cent) whilst increasing savings buffers (+3.0 per cent) However, a smaller number of larger firms have increased borrowing (+20.0 per cent) and drawn down savings (-8.9 per cent) in potential signs of operationalising capital Looking ahead, leaders plan to increase total investment by around 38 per cent over the next 12 months, including marketing (42 per cent), new equipment (39 per cent), and pay to attract talent (37 per cent) New-build homes are most popular amongst younger buyers, with six in 10 Gen Z homeowners (61 per cent) living in a new-build property, compared to a quarter (25 per cent) across all ages Sector investment and innovation gathers pace Talent, skills and AI are all becoming major investment focus areas. Four in 10 (40 per cent) businesses with skills shortages are investing in new construction methods to reduce manual labour, alongside developing early career schemes (39 per cent), and focusing on training and upskilling (36 per cent). Meanwhile the average intended AI investment of £441,281 reflects growing demand for AI assisted design and planning (37 per cent), renewable and energy efficient materials (36 per cent), business management automation software (35 per cent) and building information modelling (29 per cent). Momentum is particularly strong in Electronics, where intended AI spend exceeds £500,000, while trades such as Plumbing (£380,000), Carpentry (£347,320) and Painting & Decorating (£328,371) signal smaller, though material allocations. Future Homes Standard: A top priority but confidence in readiness lags Nearly all firms (98 per cent) say aligning with the Government’s Future Homes Standard is a priority for the next 12 months, yet 82 per cent express concern about their readiness. Key areas where support is most needed include installing low carbon heating systems (21 per cent), applying the new Home Energy Model (20 per cent) and meeting updated ventilation standards (18 per cent). Despite this, businesses are taking proactive steps, with 30 per cent investing in specialist equipment, training and technology to boost compliance. Strong Gen Z new-build appetite despite affordability pressures A quarter of homeowners (25 per cent) report they live in a new-build property. This rises amongst first-time buyers, with nearly half (47 per cent) of those who bought their first home in the past year opting for a new‑build property. New properties are most popular amongst Gen Z (61 per cent of homeowners) with desirable location named as the top driver of purchases (28 per cent). A fifth (20 per cent) cited favourable mortgage terms, such as higher loan-to-value ratio, and 17 per cent also reported energy efficiency as a major reason for buying new. This comes as young people report improving, but significant affordability challenges, as 61 per cent of Gen Z hoping to buy a home in the next 12 months said that mortgage rates have a bigger impact on affordability than house prices themselves. Despite strong buyer demand, there are still barriers to building. A quarter (25 per cent) of housebuilders report high construction costs as a major barrier, followed by rising inflation, cost of raw materials and meeting the requirements of the Future Homes Standard (all 19 per cent). Location, location, location Over the next 12 months, new-build property developers expect that consumers’ desire for customisation options, such as layout and finishes, to have the greatest impact on their approach (31 per cent), followed by expectations for upgraded digital infrastructure including high speed broadband (27 per cent). However, consumers report slightly different priorities. When surveyed about which features most influence their choice of property, the top factor was access to gardens or communal green spaces (42 per cent), followed by proximity to transport hubs (31 per cent) and proximity to parks or countryside (30 per cent). Just 17 per cent named digital infrastructure as a key influence, and just 11 per cent cited customisation. Jason Constable, Head of Real Estate, Barclays Corporate Banking, said: “The level of innovation we’re seeing across the industry from larger developers to specialist trades is encouraging, with businesses investing in technology, skills and modern construction methods to boost productivity." “These innovations, combined with stronger consumer demand for new-builds, present a significant opportunity for housebuilders. While affordability and planning delays still pose challenges, the underlying strength of demand points to clear potential for growth as market conditions stabilise.” John Ainsworth, Head of Real Estate, Barclays Business Banking, added: “Activity is generally subdued among SME housebuilders, with nearly three in 10 expecting no increase in output in the year ahead. Yet SMEs are working hard to overcome skills shortages and regulatory alignment, with their resilience coming through strongly as they show confidence in their future success." “If the industry is to hit the Government’s target and build the much-needed homes of the future, it’s vital we continue to support the scaleup of smaller regional players. At Barclays we are committed to providing the external finance needed to scale via our Business Prosperity Fund.” The Barclays Business Prosperity Fund is available to new and existing Business Banking and Corporate Banking clients across the UK to apply for lending and refinancing on existing projects. Terms and conditions apply. Businesses can read the full Barclays Business Prosperity Index Housebuilding report and find out more about the Business Prosperity Fund here .

Property consultancy Vail Williams has successfully negotiated the sale of nearly one-and-a-half acres of industrial outdoor storage (IOS) land in a prime Croydon area. The firm acted for a private individual in the sale of 89–91 Beddington Lane to Marchmont Investment Management for an undisclosed sum. Extending to 1.495 acres (65,122 sq ft) with office space of 2,822 sq ft (262.1 sq m), the site is let to Sunbelt Rentals UK on a 10-year lease from April 2018. Mikael Goldsmith, Vail Williams partner, concluded the deal for the site – a rare open storage investment opportunity in an established key industrial location. Patrick Windle of M1 Agency acted for the purchaser. Mikael said: “This well-located freehold site generated strong interest, reflecting the ongoing demand for IOS assets in strategic South London locations. Great to see this one over the line – congratulations to all parties involved." “The wider popularity of IOS is a growing trend. Historically it has very much been dominated by owner-occupiers and private investors, but we are now seeing more institutional investors moving into the sector, perhaps attracted by growing demand for sites and minimal maintenance overheads." “Traditionally the preserve of the construction industry, IOS site have been increasingly used by other sectors, particularly for vehicle storage connected with supply chain distribution networks. The Covid-19 pandemic accelerated the last mile delivery concept, driving demand for IOS sites in prime locations, with further growth likely. Now is a good time to come to market for anyone holding suitable land.” The Croydon site is conveniently located for transportation links via the A326 and B272, with central London a 30-minute drive, Gatwick Airport 28 minutes and Heathrow 45 minutes. Beddington Lane tram stop is three minutes’ walk away and Hackbridge train station is eight minutes. Nearby occupiers include IKEA, TNT, Booker, UPS Royal Mail, Selco, DHL and GXO. The property comprises a concrete surfaced open storage yard, with a small three storey office building. The site benefits from power, electric, drainage, water and a secure perimeter fence. It has primarily operated as open storage for the past 20 years with the previous use being a scaffolders yard. Croydon, 9.5 miles south of central London is greater London’s largest single market, with inward investment of over £5.25bn on local regeneration projects, including the Growth Zone Program, a £520m initiative supporting local infrastructure upgrades, including the 1.4bn redevelopment of the Whitgift Shopping Centre and the improvements to West Croydon Station and local tram services. 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.

As the Government unveils its Warm Homes Plan, Stuart Dantzic, MD of Caribbean Blinds, argues that external solar shading must move from the margins to the mainstream of home energy policy. Those of us in the UK’s solar shading industry have long been used to governments of various stripes promising to tackle the effects of a changing climate on domestic and commercial buildings – and delivering with equally variable results. The cycle often swings from ‘Great idea!’ to ‘Waste of money!’ even within the lifetime of a Parliament, so it’s hardly surprising that we observers treat any new initiative with a degree of scepticism. That said, the Government’s newly published Warm Homes Plan is an important and welcome statement of intent. A £15 billion commitment to tackling fuel poverty, decarbonising homes and reducing long term energy bills is not to be dismissed lightly. The emphasis on solar panels, heat pumps and batteries reflects a desire to reduce our reliance on imported fossil fuels. Those aims are broadly right. But the plan reveals a persistent blind spot that risks undermining its own objectives: the failure to take overheating seriously, and with it the failure to treat external solar shading as essential infrastructure rather than an optional extra. The basic problem is that for decades, British housing policy has been shaped by a single obsession: keeping heat in. Thick insulation, superior double and triple glazing and ever more powerful heating systems have been treated as markers of progress. This approach made sense in a colder, more predictable climate. It makes far less sense now. However, buried within the Warm Homes detail is an acknowledgement that properties must stay cool in summer as well as warm in winter. The plan even namechecks shading alongside shutters and reflective films as low cost interventions. Yet there is little clarity on delivery or funding. In practice, shading feels like an afterthought, while capital and policy attention flow towards complex technologies with higher costs, longer payback periods and significant demands on the electricity grid. This matters because overheating is no longer a niche concern. UK summers are getting hotter and longer, and many homes are ill equipped to cope. Research cited by the Government itself shows some flats reaching internal temperatures of more than 47 degrees during relatively modest heat events. This is nothing less than a serious health risk, particularly for older people, young children and those with existing conditions. It also places avoidable strain on the NHS. The underlying problem is solar gain. Modern homes, with bigger areas of glazing, sliding doors and rooflights, invite the sun in and then struggle to get the heat back out. Once shortwave solar radiation passes through glass, it is trapped as longwave heat. Insulation that retains warmth in winter becomes part of the problem in summer. External solar shading tackles this at source. By stopping the sun before it reaches the glass, it dramatically reduces heat build-up inside the home. Independent studies consistently show reductions in internal temperatures of more than 10 degrees, and in some cases closer to 20. The Camden monitoring project referenced in the Government’s plan is particularly striking. External shading combined with night time ventilation eliminated overheating risk entirely. Internal blinds helped, but external systems were markedly more effective. In a nutshell, this is passive cooling in its purest form. Our own white paper at Caribbean Blinds, published last year, reinforces this evidence. We found that while concern about overheating is rising, understanding remains low. Many homeowners still see it as an unavoidable side effect of modern living, or something to be solved later with air conditioning. Yet when the benefits of shading are explained clearly, appetite for adoption increases sharply. People want solutions that are visible, understandable and that work immediately. None of this is to argue against heat pumps or solar panels. But they should sit within a hierarchy of measures that starts with reducing demand in the first place. It is easier and cheaper to stop heat getting into a building than to remove it once it is there. If the Warm Homes Plan is to live up to its promise, shading needs to move from the margins to the mainstream. That means clearer guidance, proper inclusion in funding schemes and a stronger signal to designers, developers and homeowners that managing solar gain is a basic requirement of a modern home. A warm home should indeed be a basic guarantee – and so should a cool one. External solar shading is a simple, proven and immediately deployable answer to a growing problem. Treating it as optional is a mistake we can no longer afford to make. To download the Caribbean Blinds white paper, click this link here.

Caribbean Blinds has been shortlisted in all five categories it entered at the 2026 BBSA Excellence Awards, marking a superb showing for the Suffolk based specialist in external shading and outdoor living. Organised by the British Blind and Shutter Association (BBSA), the awards are regarded as the industry benchmark for quality, innovation and best practice across solar shading, blinds and control systems. The five shortlisted Caribbean Blinds entries span product development, installation excellence, marketing, showroom design and collaborative working. They include the Grillo Pergola, developed in partnership with outdoor kitchen manufacturer Grillo, which integrates shading and shelter into a fully considered outdoor cooking environment. Since its launch in May 2025, the pergola has become a regular specification alongside new Grillo kitchens. Caribbean Blinds is also recognised for two technically demanding external shading installations, both delivered as part of larger residential projects. Further recognition comes from the firm’s Dream Gardens show site in Sudbury, shortlisted for Best Independent Showroom. The space allows homeowners and trade partners to experience outdoor shading systems in real conditions. The fifth shortlist spot acknowledges a targeted, influencer-led marketing programme designed to reach design aware homeowners and demonstrate shading solutions in context. Stuart Dantzic, Managing Director of Caribbean Blinds, said: “To be shortlisted in every category we entered is something the whole team is proud of. The BBSA Awards set a high bar, and this recognition reflects the depth of thinking, design and delivery that goes into every aspect of our work.” Winners will be announced at the BBSA Awards Gala on 7 March 2026.

In the county of Hampshire, England, Paul Hendy has turned a century-old family legacy into a dedicated platform for community support. The CEO of Hendy Group Ltd and a 2026 Ford Salute to Dealers honoree, Hendy established the Hendy Foundation to streamline and amplify the company’s charitable giving, which dates back over 165 years. The Salute to Dealers award recognizes dealer principals who go above and beyond for their communities, and Hendy’s foundation has already supported more than 350 charities, addressing everything from food insecurity to domestic abuse support. Paul Hendy commented: “Seeing people benefiting from a project you have funded reminds you why giving matters.    It stays with you, because you know you’ve touched people’s lives and played a small part in something that will continue to help others long into the future.” The foundation’s impact is felt across the South Coast of England. The group provides education grants, housing assistance, and specialized equipment like electric wheelchairs for young people. Hendy has introduced ways for both employees and customers to get involved, including a micro-donation initiative at the point of sale. By combining financial contributions with practical support — such as providing Ford Transit vans for charitable deliveries — Hendy ensures the foundation and dealership can respond quickly to the most pressing needs of the community. Can you recall the very first time you felt the impact of helping someone? Paul Hendy: I was in my mid-twenties. My father helped organize a golf event that raised funds for young people who needed electric wheelchairs. I remember seeing the difference those wheelchairs made and how they gave these young people independence and confidence. Witnessing that change was profoundly moving for me. It wasn’t just about the fundraising, but about seeing lives genuinely transformed. Who in your life set the example for what it means to help those in need? Paul Hendy: My father. He founded the local Rotary Group in Dorset, dedicating his time to supporting people facing hardship. Growing up, I saw firsthand how consistent involvement and collaboration could make a real difference. His example showed me that helping others isn’t a one-off act, but an ongoing responsibility. What is the most rewarding part of seeing your dealership employees rally together for a local cause? Paul Hendy: Seeing our colleagues come together with a shared sense of purpose. When they rally to volunteer or raise funds, it creates a real sense of unity and pride across the business. It reinforces our values and shows that as a business we’re committed not just to success, but to making a positive and lasting impact. For 26 years, Ford has celebrated the extraordinary contributions of its dealers through the Salute to Dealers program. Congratulations and thank you to all eight of the 2026 honorees for their commitment to service.

One of the first major recruitment companies to offer apprenticeships has urged careers officers in schools to push youngsters towards the industry. Lee Gamble, managing director of Berry Recruitment, said taking on trainee consultants is difficult because young people are often unaware of the opportunities. Recruitment is well paid with swift career progression and yet it is hard to attract the younger generations – which was why the company introduced apprenticeships in 2023. Berry Recruitment has branches across England and it covers the entire country with its app. The company – part of the Berry Recruitment Group - has a dozen apprentices across its branches at the moment with others from its first intake now trainees. Lee said: “Recruitment does seem to be a lost option within our education system; I’d love more careers officers to identify potential recruitment consultants. Because there are no real formal tertiary qualifications, careers officers often don’t give it the same focus they do with other types of career." “Recruitment adds £40bn a year to the UK economy and it can be lucrative for those who have the right personalities. Recruits need to be good with people, confident on the phone and persistent. One bonus we have found and which other businesses might also find, is the ease with which youngsters take to new technology." “We have introduced a great deal of tech recently including our app, and the younger generations can get up to speed with it all in minutes. They have been immersed in tech their whole lives, they were educated using smartboards and iPads and seem to instinctively understand it." “For some other established staff it can take months to move them from a more analogue way of operating to a digital way. There can be issues with youngsters too; some have verbal communication reticence which we have to overcome, and others aren’t keen on working from an office five days a week." “But being in a working environment is crucial for new starters to be able to learn from more experienced staff – and our successful apprentices do realise this. Another issue is helping students find work experience; you have to go through so many hoops now that often it is just not worth it for employers." “There was a time when a work experience teenager would come into a branch and we’d identify their potential and offer them a job after they finished school. But that route to get youngsters into the industry has become narrower." “Hiring youngsters can be expensive and risky for employers but I’d urge them to look at the positives as we have – and I’d like school leavers to be told about a possible future in recruitment.”