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Family and employee owned insurance firm, TL Dallas, is expanding its footprint in North Yorkshire with a new presence in Harrogate, as the Yorkshire-headquartered firm continues to invest in regional growth. The long-established insurance broking, risk management and financial services group will operate from premises at 36 Victoria Avenue, placing its team in the centre of Harrogate’s professional and commercial district and strengthening its service offering to both private and business clients across the town and surrounding areas. The move forms part of the firm’s wider strategy to build on sustained organic growth, whilst maintaining its position as one of the UK’s largest independent insurance brokers. Caroline Pullich, group head of private clients at TL Dallas, will lead the firm’s high-net-worth client offering from the new Harrogate base, working alongside corporate account executive, James Bright, who will focus on supporting commercial clients across the region. Caroline said: “Our expansion reflects both growing demand from existing clients and the company’s commitment to strengthening its presence in North Yorkshire. Harrogate has a vibrant professional and business community, and we have been working with clients here for decades. Establishing a dedicated presence at 36 Victoria Avenue allows us to build on those relationships, whilst also meeting new clients locally." “We see this as an important step in our continued investment for growth. TL Dallas has always focused on providing clear, independent advice and personal service, and having a base in Harrogate means we can be even closer to the people and businesses we support.” James added: “The town’s diverse economy made it a natural location for our next stage of development. Harrogate is home to a broad range of successful businesses, from professional services to healthcare and hospitality. Having a base in the town gives us an excellent platform to support both established organisations and growing companies with their insurance and risk management needs.” TL Dallas already works with a number of firms in the area, including healthcare provider Vida Healthcare and Harrogate-based Haddletons Solicitors. To mark the move, the firm has become a corporate patron of the Harrogate International Festival, which is celebrating its 60th anniversary this year. James Rycroft, Managing Director of Vida Healthcare, said: “TL Dallas has provided us with consistent, transparent and clear insurance advice over many years. A trusting partnership was established from day one and combines value for money alongside the cover we need, which in turn gives us peace of mind.” Over the past five years, TL Dallas has expanded significantly acquiring a 40-strong team in Inverness, Elgin, and Orkney, which is now known as Nord Dallas and Caledonia Dallas respectively; launching specialist offices in Lincolnshire under the Dallas Scott Davey brand and North Yorkshire under the Dallas Wilding Drew brand; as well as opening a commercial and agricultural office in Cockermouth, Cumbria. Founded in 1919, TL Dallas employs more than 235 people across 15 offices throughout the UK and remains a fully independent, fourth-generation family and employee owned insurance and financial services group.

The uniqueness of Oxford’s retail market is a major contributor to the city’s success while other high streets are suffering, says a regional commercial property specialist. Mike Watson, partner at property consultancy Vail Williams, says Oxford continues to benefit from constrained supply, strong tourist footfall and high barriers to entry. And the future lies in conscious placemaking rather than blanket regeneration. Mike, whose clients include several of the key stakeholders on Oxford’s High Street, said “There is a shift towards more coordinated stewardship at a time when fragmented ownership can easily dilute long-term vision. Demand remains focused on smaller, character-led retail units, particularly those suited to independent operators, premium brands and food and beverage occupiers seeking prominent city centre locations.” At the same time, collaboration between local stakeholders is becoming a dominant theme in the future stewardship of the High Street and its environs. Lincoln College, All Souls College and Brasenose College are working together under the umbrella of The City Centre College Group to deliver a unique retail offer in the form of the Oxford Market Quarter – a crucial part of the city’s independent retail ecosystem, alongside Oxford City Council’s own reinvention of the Covered Market itself. Oxford Market Quarter is located in the city centre, stretching from Broad Street to the north with fantastic views of Trinity College, to High Street in the south and Corn market to the west. Within it sits Turl Street with its independent shops and eateries, as well as the Covered Market itself, and King Edward Street just to the east. Mike, who has almost 30 years’ commercial property experience in the city, added: “The ambition is to champion independent and artisan retailers, at a time when many UK high streets have become increasingly homogenised. The focus of the Oxford Market Quarter is on revitalising and delivering a range of quality retailers and hospitality, focusing on longevity and relevance, from high-end fashion and footwear, to a distinctive food and beverage offer with retailers that trade on craftsmanship and experience.” Oxford’s commercial story, and its retail property market, have evolved from Anglo-Saxon market stalls to historic, listed buildings housing shops and now into a multi-layered offering Mike said the historic city’s challenge today was how to continue that evolution without eroding the character that makes Oxford’s high street one of the most historically resonant in the country. On the edge of the city, destinations such as Oxford Retail Park provide large-format retail anchored by national brands. Move closer to the centre, however, and the offer becomes much more nuanced. City centre retail in Oxford is underpinned by the Westgate Centre, Cornmarket Street, Queen Street and Clarendon Centre. These boast a mix of major brands alongside long-established names and university buildings. “But it is as you approach the High Street itself that Oxford’s identity sharpens. Streets become more labyrinthine, shop units smaller, and the retail mix increasingly independent, artisan and experiential." “This gradual shift is not accidental. It reflects what visitors and locals increasingly expect from Oxford – that it does not act as a replica of every other UK high street, but offers something rooted in place.” Mike said demand remained focused on smaller, character-led retail units, particularly those suited to independent operators, premium brands and food and beverage occupiers seeking prominent city centre locations. However, he pointed out that many independent retailers in Oxford were feeling the pressure of rising rents and business rates, while the culture that they created was simultaneously celebrated and monetised. “That tension cannot be ignored. The success of Oxford’s High Street has always been built on small, distinctive traders, but the financial challenges they face are becoming increasingly burdensome." “Future regeneration must recognise these challenges, as well as the fact that heritage is not just architectural, it is economic and cultural too. Oxford’s High Street has not fundamentally changed in 400 years, but that does not mean it should stand still. The next phase of development will be defined by selective progress, careful curation, collaborative ownership, and investment that enhances rather than overwhelms." “If done well, the High Street in Oxford can continue to evolve as a place where history is not preserved behind glass, but is lived in - by independent retailers, artisans, students, locals and visitors alike." "Oxford’s retail longevity comes not from resisting change, but from shaping its future, with purpose, one which will see it through the next 400 years.” Vail Williams opened its office in Oxford in February 2024. The firm’s entry into the Oxford market sees the firm, which now has twelve offices across the UK, bridge the gap between its London, Reading and Birmingham offices, operating from premises at New Barclay House in the city. 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.

To coincide with Food Waste Action Week (9-15th March), St Austell Brewery is marking one year of its award-winning waste initiative with a dramatic uplift in recycling and a new commitment to tackling food waste across its whole business. As part of the progress made so far, 100% of food waste from its 45 managed pubs across the South West is now diverted from general waste into anaerobic digestion or redistributed to local communities via Olio, a surplus food sharing app. Launched in 2025, Operation Segregation set out to improve how waste is sorted, measured and reduced across the company’s managed pub estate. Working in partnership with Biffa, the brewery introduced colour coded bins, improved signage and enhanced team training to make correct segregation easier across all sites. This has contributed to a 16% drop in general waste and a 49% reduction in total waste since 2023. Some pubs have also doubled their recycling rates. Emily Coon, Sustainability Manager at St Austell Brewery, said: “Operation Segregation is all about cutting waste at the source and ensuring valuable materials don’t end up where they shouldn’t. What’s been most inspiring is how quickly our teams have leaned into the change. When people understand the impact, positive behaviours naturally follow. This isn’t a project with a finish line - it’s the foundation for long-term cultural and operational transformation.” Helen Sprason, Area Manager at St Austell Brewery, added: “I am incredibly proud of what our pub teams have achieved over the past year. Seeing the waste numbers come down month by month has been hugely rewarding, but the shift in mindset is even more important." "Our dedicated teams have truly embraced the project, and I am so grateful for the energy and ownership they have brought to it.” A defining achievement of the past year has been the improvement in St Austell Brewery’s waste data quality. Although its reported food waste tonnage increased slightly year on year (still, fewer than eight tonnes), this reflects business growth and improved segregation rather than a rise in actual waste. Previously, a proportion of plate waste was incorrectly placed in general waste. With segregation now embedded and confidence in the data established, St Austell Brewery is launching phase two of Operation Segregation, focusing specifically on reducing food waste at source. In November 2025, the business completed its first food waste audit. Using 2025 as the benchmark, the company is committing to a 10% reduction in food waste in 2026 and a long-term ambition to reduce it by 50% by 2030. Operation Segregation sits within the brewery’s wider sustainability strategy - Crafting a Brighter Future - which includes a long-term commitment to eliminate edible food waste from operations by 2040 and transition towards becoming a zero waste business. As Food Waste Action Week highlights the scale of avoidable food waste across the UK hospitality sector, St Austell Brewery hopes its practical, data-led approach shows how targeted interventions can drive meaningful environmental change.

With artificial intelligence rapidly reshaping the modern workplace, many employees are caught between curiosity and concern.   New YouGov data reveals a nation divided: while 34% of adults say they use AI frequently, 37% admit they never use it at all.   And despite its growing presence, trust remains low - just 18% of people say they would trust AI to make decisions or take actions, while 72% wouldn’t feel comfortable allowing it to act on their behalf without approval.   But according to efficiency experts Kane Taylor and Jamie Burns from Ailsa , fears of AI replacing workers may be misplaced.   Instead of threatening jobs, they argue that AI has the potential to remove the mundane, time-consuming tasks that dominate many roles, freeing employees to focus on more meaningful, creative and complex work.   “I think it’s a big question on a lot of people’s minds at the moment, and a bit of fear, is this going to affect my job? Is this going to take my job?” said Kane.  “But I think we can twist this in a positive way. If AI can do all the remedial tasks in the background, it means we can upskill our workforces to do more interesting, or more complex things, that we can focus our time on." "Certainly, in my business, a lot of our time is going through a lot of admin and graphs, things that an AI could easily to, to allow us to focus on the more important things.”   “AI becomes a business enabler, rather than a risk and something to be scared of,” said Jamie.   “I think a lot of people are scared and worried about AI taking their job, but companies can use AI to streamline their processes and enable them to become a better business."   “One thing I would say, is that companies that incorporate AI into their businesses, and take away the more mundane tasks that people don't like doing, some of the admin functions that seem to take all day but need doing, that’s what you can use AI for and then use the people in the business to do the more complex and skilled stuff because you're always going to need people."   “We deal with data day in and day out, we deal with AI day in and day out, but it's never going to replace a person. Everything still needs a person, every interaction still needs someone there, because the whole personality and personal touch is what makes business operate." “AI then will become a thing that will streamline and take away a lot of the tasks that people don't like doing on a day-to-day basis.”  1. Learn to use AI so it works for you, not instead of you “A lot of people are asking whether AI is going to take their job, and honestly, it’s a fair worry. But the truth is, AI is much better at taking the boring stuff out of your job than taking the job itself. If you get used to using it day to day, it becomes something that helps you, not something that replaces you,” said Kane Taylor, efficiency expert at Ailsa “If the admin, the endless graphs, the time-draining background tasks can be handled by AI, that frees you up to do the more interesting, complex, valuable work. Getting comfortable with the tools puts you in the position of being the person who benefits from AI, not the one threatened by it.”   2. Lean into the human skills AI can’t touch “No matter how good AI gets, it’s never going to replace people. You still need real conversations, real judgement, and real emotional understanding, the things that make workplaces actually function. AI can process information, but it can’t bring personality, empathy, or the instinct that comes from experience." “So, focus on the parts of your job that rely on those uniquely human skills. The more you develop your communication, problem-solving, decision-making and creativity, the harder it is for any technology to step into your role.”   3. Build a reputation that people trust “AI can help with tasks, but it can’t build relationships. It can’t walk into a room and earn someone’s confidence, and it can’t replace the trust people put in someone they know will show up and do great work. That personal touch is what keeps businesses running."   “When you build a solid reputation, being dependable, consistent, easy to work with, you’re creating something AI can’t replicate. People work with people they trust, and that’s your edge.”   4. Get good at deciding what the real problem is “AI is brilliant at giving answers, but only if you tell it the right question. The real value comes from being the person who can step back, look at the situation, and decide what actually needs solving. That’s something humans are still far better at than any model."   “If you can identify the core issue, guide the direction, and then use AI to handle the grunt work, you become the one steering the process. AI supports the thinking, but it doesn’t do the thinking.”   5. Stay flexible and open to learning “The workplaces that use AI well are the ones freeing people from the boring, repetitive tasks. That means there’s a huge opportunity for anyone willing to adapt. The more open you are to learning new tools and approaches, the more valuable you become."  “Jobs aren’t disappearing, they’re shifting. If you stay curious and willing to update your skills, you’ll always have a role, and it’ll usually be a more interesting one than before.”

With Mother’s Day fast approaching, many families will be rushing to buy flowers, book brunch or grab a last minute card. UK spending reaches into the billions each year, but new research suggests the perfect gift might depend entirely on your mum’s age. According to a survey of UK mums by online greeting card marketplace thortful, expectations shift dramatically between generations. While nearly half (49%) of mums aged 55-64 say they want a sentimental gift or card, proving heartfelt words never go out of style, younger mums have very different priorities. Among 18-24 year olds, one in three (33%) say they simply want a day off from daily responsibilities. Millennial mums are leading the charge for quality time, with almost 2 in 5 (38%) saying time spent together as a family is their top expectation. In other words, while some mums want something to keep in a memory box, others would quite like you to unload the dishwasher without being asked, showing that Mother’s Day is anything but one size fits all. Gen Z Mums Just Want a Day Off If you’re shopping for an 18–24-year-old mum, step away from the scented candles. What she really wants? A break. One third (33%) say their top Mother’s Day expectation is a day off from daily tasks. No laundry. No cooking. No answering “Muuuum?” 47 times before midday. And while they may be exhausted, they’ve definitely not lost their sense of humour. Gen Z mums are also the most likely of any generation to want a funny gift or card, with 21% choosing this option, more than any other age group. A spokesperson from thortful says, “If you’re celebrating a younger mum, think practical rather than pricey. Take over the childcare, handle the cooking, and let her switch off completely. In other words, skip the flowers. Start the dishwasher and maybe choose the cheeky card.” Millennial Mums Crave Quality Time For this generation, it’s less about what’s bought and more about who shows up. In fact, almost 2 in 5 (38%) of 25-34 year olds say time spent together as a family is what they want most this Mother’s Day. Millennial mums are among the most likely to want to be taken out for a meal (27%), and across all age groups, being cooked for or taken out consistently ranks as a popular choice. It suggests that for many mums, shared meals are where quality time really happens. A spokesperson from thortful says, “Block out proper time together and make it intentional. Whether that’s cooking a meal as a family, going for a long walk or having a movie night where no one’s distracted, being present is what counts. It’s about giving her your attention, not just a gift.” 35-44 Year Old Mums Want the Whole Day For mums aged 35-44, Mother’s Day isn’t about squeezing in a quick lunch between football practice and food shopping. Over a quarter (27%) of mums aged 35-44 say they want a full day dedicated entirely to them, just 1% expect the same level of spending as birthdays or Christmas, showing effort matters far more than expense. Often juggling careers, children, packed calendars and the endless household admin that somehow defaults to them, this generation isn’t asking for extravagance, they just want to be selfish for once. A spokesperson from thortful explains, “Plan the day around her interests, not convenience. Ask what she’d genuinely enjoy and build it from there. A day where she’s the priority, and she’s not the one making the plans.” Gen X Mums Value Sentiment If Gen Z want a break and Millennials want quality time, Gen X want something they can reread. This is the generation of keeping birthday cards in drawers and rereading them years later, as nearly 3 in 10 (29%) say a sentimental gift or card is what they expect most and 18% said they don’t want to receive anything generic. For them, it’s not about the size of the gesture, it’s about the sincerity behind it. A spokesperson from thortful says, “For Gen X mums, it’s the message that makes the moment. Take the time to write something personal and specific. A card filled with real memories and genuine gratitude will mean far more than something expensive but impersonal.” Nearly Half of Baby Boomer Mums Want a Sentimental Card Trends may change, but for mums in their late 50s and early 60s, one thing hasn’t budged. Almost half (49%) of 55-64 year olds say they expect a sentimental gift or card. Flowers remain firmly part of the picture for this generation, with 22% of 55-64 year olds saying they expect them, blooms twice as popular here as they are with Millennials. Some traditions, it seems, are worth holding onto. A spokesperson from thortful says, “For many mums in their late 50s and early 60s, these are gestures they’ve grown up with, and they still carry emotional weight. Here’s something timeless about a heartfelt card and a beautiful bunch of spring flowers, it’s a simple way of saying ‘thank you for being my mum.’” 65+ Mums Just Want to Be Together For mums aged 65 and over, Mother’s Day comes with very little pressure. In fact, almost 1 in 5 (19%) say they don’t expect anything at all, however over a third (35%) say a sentimental card is what matters most, while 29% say time spent together as a family is their top priority. So big gestures aren’t necessary but connection is. thortful recommends, “Make time for a proper visit or long catch up. Even something simple like afternoon tea at home can feel incredibly meaningful when it’s shared together." To find the perfect card for every generation of mum, visit here .

The first detailed account of the battle in which the world’s most famous tank, Tiger 131, was captured has finally been told. Dale Oscroft has researched the Battle of Gueriat el Atach in April 1943, which was one of the most important actions in the fall of Tunisia and the Nazi surrender in North Africa. During intense fighting, his father John fired his anti-tank PIAT weapon at the side of the feared Tiger tank which was advancing on positions held by John’s battalion, the 2nd Sherwood Foresters. To his dismay, the projectile bounced off harmlessly. Fearing the worst as the turret began to turn towards him, he was relieved to see the tank disabled by an armour piercing round which jammed the turret. Abandoned by its crew, the tank proved to be a massive intelligence prize - it was the first time an intact Tiger had been captured in the West. The story of the battle has never been told in detail, but now Dale’s book ‘Tiger 131: The Forgotten Battle’ is available. It has been published by The Tank Museum in Dorset, where Tiger 131 – the world’s only working Tiger I - is on display. The book is available from The Tank Museum Shop and describes the astonishing fight to take the Tunisian ridge. Dale said: “My father had mentioned an action in which the Foresters captured a Tiger tank in Tunisia after its turret had been jammed. But it was only when I was on holiday in Dorset in 2012 and saw Tiger 131 on a visit to the Tank Museum that I thought it might be connected." “The Tiger had been captured in Tunisia after sustaining a jammed turret but the account of the action placed it some ten miles away from where the Foresters had fought. Subsequently, my research revealed the true circumstances of its capture, confirming that it was indeed the same tank my father had tried to knock-out." “Its capture following the lucky shell strike was so important that Prime Minister Winston Churchill and King George VI were pictured with the tank when they visited Tunisia following the Axis surrender. The Battle of Gueriat el Atach began on St George’s Day, Good Friday, in April 1943. The objective was a ridge with a number of peaks." “It was one of the last battles in Tunisia and a key part in the final expulsion of the enemy. The Germans had the ridge well defended when the 1st British Infantry Division attacked it with six infantry battalions and five squadrons of tanks." “On the first day, casualties were about 50 per cent and on the second day over 30 per cent. In total there were around 1,000 Allied soldiers killed, wounded or missing. Almost 50 tanks were also lost. Not only was the ridge well defended by German infantry and tanks, but the latter included at least two Tiger tanks which were far more powerful than anything we had." “The terrain was difficult too, with rock just below the surface making the digging of trenches near impossible. There were also fields of crops in which the enemy hid, and the area was mined. Another issue the attackers faced was appalling radio communications which meant for much of the fighting over two days those managing the battle had little idea of what was going on." “It fell to those doing the actual fighting to make life and death decisions and for many, like my father, it was their first taste of action. It took enormous courage and sacrifice to capture the ridge and the Germans too showed enormous bravery." “The Foresters were attacking Point 174 - the highest point on the ridge - and it was there that Tiger 131 came within five yards of their positions. After my father’s PIAT had failed to knock out the tank it all looked grim." “Desperately, a number of Foresters turned around an anti-tank gun which they had captured in the fighting and they fired it at the Tiger just as a number of tanks supporting the attack also opened fire." “A shot from either a British tank or the Foresters sent a shell ricocheting down the underside of the Tiger’s gun barrel to wedge itself in the traversing mechanism, disabling the turret. It was a significant moment in the battle and in the North African campaign. The ridge was captured and, having been pushed off what was basically their last line of defence, the Axis forces in Tunisia surrendered a few weeks afterwards." “My account of the battle for the ridge draws on the recollections of the men who fought there and the narrative describes the fighting from their perspective.” The units who took part in the battle were the 6th Gordon Highlanders, 1st Loyal Regiment, 2nd North Staffordshires, 1st Duke of Wellington’s, 142 and 145 Royal Armoured Corps, 48 Royal Tank Regiment, 1st King’s Shropshire Light Infantry and the 2nd Sherwood Foresters. A Victoria Cross was awarded to Lt Willward Sandys-Clarke of the 1st Loyals, and there were also six DSOs, twelve Military Crosses, two DSMs and twenty Military Medals awarded. Senior Historian Stuart Wheeler of The Tank Museum said: “The story of Tiger 131 has changed over the years as more details were discovered. “Dale, with meticulous research, has now contextualised the capture of this tank, which is the most famous in the world. He has shown the importance of the engagement in the battle for Tunisia. This incredible story underpins our Tiger Day events, and with the next event on 18 April 2026, we are just weeks away from telling this story alongside Tiger 131 live in our arena.“ After the fall of Tunisia, John Oscroft went on to serve with the Foresters in Italy. There, he participated in the intense fighting for the Anzio beachhead after which he fought from Rome to the Gothic line in the Apennine Mountains where he was frostbitten. In January 1945, John and the Foresters were moved to Palestine, the battalion having by then sustained 200 percent casualties during its war service. After being demobbed in 1946 he returned to his job in a hosiery factory in Sutton in Ashfield, married Violet, had son Dale and died aged 59 in 1982. Tiger 131: The Forgotten Battle is available exclusively from The Tank Museum Shop for £12.99. Visit tankmuseumshop.org.

Classeq, the leading British manufacturer of professional warewashing equipment, has launched Wi-Fi connectivity across its full range of dishwashers, glasswashers and utensil washers with the introduction of Clean Connect.   Designed to bring greater control, visibility and simplicity to high-volume warewashing environments, Clean Connect enables operators to remotely monitor their machines through a single online portal – providing real-time insight without needing to be on site.   In busy professional kitchens and bars, warewashing is mission-critical. When machines perform, service runs seamlessly. When they don’t, disruption is immediate. Clean Connect gives operators instant visibility of performance, usage and maintenance requirements – helping teams protect wash quality, drive efficiency and avoid unnecessary downtime.   Wi-Fi connectivity and access to the Clean Connect portal is available across Classeq’s full warewashing range*, delivering measurable benefits across multiple areas:   Quality wash results: Regular cleaning is essential for consistent wash quality and long-term machine performance. Clean Connect allows operators to check whether drain down, refresh and deep-clean cycles are being completed correctly, helping maintain standards across every shift and site.   Energy efficiency:  By comparing operating hours with powered hours, customers can identify unnecessary energy consumption and adjust usage patterns accordingly – driving smarter, more cost-effective operations.   Hard water management:  Limescale build-up remains one of the most common causes of machine failure. Clean Connect enables operators to monitor cycles completed without salt and proactively prompt teams to refill – protecting machines and avoiding costly repairs.   Preventative maintenance:  Like mileage on a vehicle, wash cycles accumulate over time. Clean Connect allows servicing to be scheduled based on real usage data rather than fixed time intervals, supporting preventative maintenance strategies that maximise lifespan and reliability.   Multi-site visibility:  From single-location operators to national estates, Clean Connect enables customers to monitor machine status across multiple sites within one simple dashboard, with the ability to drill down into individual machine data as required.   Multiple machines, one portal:  Even smaller venues often run separate machines in kitchen and bar areas. Clean Connect enables managers to oversee both from one interface. Scale this across hotels, stadia, universities or contract catering operations, and the operational value increases significantly.   Service, rental and leasing support:  For customers working with service partners, rental agreements or leasing models, Clean Connect enables wash cycle tracking, smarter servicing schedules and improved asset management – benefiting operators and suppliers alike.   Andy Salter, Managing Director at Classeq, said: “Clean Connect represents a natural evolution of our warewashing range. Classeq machines are built to deliver exceptional results day in, day out - and now we’re giving customers the data and visibility to protect that performance." “Connectivity isn’t about complexity; it’s about simplicity, and ease of visibility. It allows operators to stay ahead of maintenance, improve energy efficiency and maintain consistent wash standards across single sites or entire estates. For today’s hospitality businesses, that level of insight makes a real operational difference.”   Clean Connect adds an extra layer of value to Classeq’s British-built warewashing machines, helping operators maintain standards, support their teams and maximise the performance and lifespan of their equipment. All machines come with a two-year warranty as standard.   To find out more or request a demonstration, visit here .

An Edinburgh-based tour operator is turning a personal storytelling project into a sustainable tourism activity thanks to tailored guidance from Business Gateway. Un Italiano ad Edimburgo (An Italian in Edinburgh), founded by Andrea Moretti, offers private walking tours of Edinburgh, bespoke car tours across Scotland and personalised itineraries, all delivered entirely in Italian. Andrea combines the knowledge of a local guide with the flexibility of a personal tour leader, ensuring visitors experience Scotland authentically and at their own pace. Having moved to Scotland from Italy six years ago, Andrea’s passion for Scotland led him to author The Slowness of the Thistle: A Journey into the Soul of Scotland, a book encouraging travellers to explore the country with curiosity and attention to detail. Sharing his travels across Scotland on his Facebook page, Andrea gradually built a community of followers. Step by step, he realised visitors were not only looking for a guide, but for help interpreting the country, which led him to formalise the project as a business. The business champions slow, responsible tourism through small, private tours that offer visitors an authentic and meaningful connection to Scotland’s people, landscapes and culture. Since starting last year, Andrea has expanded his offering to include multi-day experiences and collaborations with local producers, giving Italian travellers a truly immersive Scottish journey. Tours are designed to be accessible for everyone, including families with children, travellers with pets, or those with mobility or sensory needs. Every experience is tailor-made, combining history, curiosity and local stories. Business Gateway has helped Andrea structure and formalise the project as a recognised tourism activity. Adviser Lee Briggs provided one-to-one guidance through the early stages, from business planning and registration to defining clear offers for individual travellers, families and travel agencies. Andrea also received expert support on marketing strategy, digital presence, SEO, social media planning and client communication, alongside workshops and webinars to strengthen his business knowledge. Thanks to this support, Andrea launched an official website for Un Italiano ad Edimburgo, building a strong online presence to support its social platforms. The business also became officially listed on VisitScotland.com and Forever Edinburgh as a registered tour operator, marking a significant achievement for a small independent business. Andrea Moretti said: “At the beginning, the project An Italian in Edinburgh was just a way to share my experiences with friends - a diary of photos, stories and tips born out of passion. Step by step, post by post, the community grew, and so did my role: from enthusiast to guide for many Italian travellers." “As a new Scot, I’ve been amazed at the level of support available. Business Gateway helped me structure the idea, refine my offer and gain the confidence to make the project sustainable without losing its original purpose: helping visitors understand Scotland rather than simply see it. Lee’s guidance and support in accessing funding have made a real difference, giving me the foundation and tools to grow and show visitors a side of Scotland they might never see otherwise.” Lee Briggs, Business Gateway adviser, said: “Andrea’s passion for Scotland is infectious. Our guidance helped him take a personal idea and turn it into a real, sustainable business, with a clear identity and strong online presence." “Supporting him as he brought Un Italiano ad Edimburgo to life has been a pleasure, and I look forward to seeing how he continues to grow his tours and expand his experiences in the years ahead.” To find out more about how Business Gateway can help your business, visit here .

A village pub in south Warwickshire is once again proving it has the recipe for success after scooping a string of awards for five of its pies. The Fleur de Lys shortlisted recipes have been selected from hundreds of entries in the prestigious British Pie Awards. The pub’s Butter Chicken Pie scooped Gold while their Beef & Mushroom Stroganoff Pie took Silver. Bronze was awarded for their Butternut Squash & Goats Cheese Pie; Cheeseburger Pie and Christmas Steak Pie (filled with British beef steak, pigs in blankets, honey roasted carrots and parsnips, mulled wine sauce.) They were among the ‘hot favourites’ singled out by a panel made up of over 180 leading experts from the retail, baking and butchery sectors as part of British Pie Week last week. Held annually in Melton Mowbray, the Rural Capital of Food, the Awards honour the best pie-makers across Britain, from small independents to large-scale producers. Owner Emma Woodhouse said: “We’re so delighted to continue to honour the pie-making legacy that the Fleur De Lys is renowned for. It always feels a bit like David vs Goliath going up against the likes of Ginsters, Tesco and Waitrose in these awards, but what we lack in scale we more than make up for in love." “Our pie chefs - Rachel Griffiths and Gemma Hughes - are forensic about creating the perfect pie. We have the confidence of our customers who return time and time again to try our pies, but it’s like the cherry on top to be recognised nationally by the judges at the British Pie Awards.” The pub first began serving pies through the infamous kitchen hatch during the 1950s, drawing crowds from all over the Midlands to sample Mr Brookes’ finest steak and kidney or chicken and mushroom pies. The inn was mainly frequented by farmers who'd come in for a pie and a pint after they'd finished harvesting. The licensee at the time bought Emscote Mill in Warwick, from where they distributed nationwide but eventually the original pie recipe and company was sold to Pukka Pies. But, under the auspices of current landlords Emma and Nick Woodhouse, in 2018 The Lowsonford Pie Company was born and all 11 flavours of pie are now handmade and served directly from the Fleur De Lys kitchen, headed up by Rachel Griffiths. Rachel said: “We cooked 317 pies in order to get the handful that we entered into the awards. Planning for these awards starts well in advance and we experiment with new recipes to get just the right mix of traditional entries and fusion flavours. This is the first time we’ve received a Gold award and we’re really proud that all the hard work paid off.” It wasn’t until the early 20th century when The Fleur de Lys first opened as a tavern, later going on to introduce the ‘pioneering’ idea of serving food and giving rise to the now famous Fleur De Lys pies. It is not the first accolade for the Fleur de Lys, whose pie making team have a real appetite for awards success. All the unique flavours created for the awards are currently available on the Specials Menu at the Fleur De Lys, whilst stocks last.

St Austell Brewery is celebrating a remarkable achievement after winning four medals at the 2026 International Brewing Awards - one of the world’s oldest and most respected beer competitions.   Established in 1888 and often described as the “Oscars of the brewing industry”, the awards are judged solely by professional brewers and recognise outstanding technical excellence.   This year’s success is particularly significant for the independent family-owned business, marking its 350th beer award in its 175-year history.   Among the accolades, 2025 Extra Special Tribute (EST) - brewed with all-British ingredients - was awarded the only gold in its category.   A supercharged 7.4% ABV strong ale, EST is a bold reinterpretation of St Austell Brewery’s flagship pale ale, Tribute (4.2% ABV). First brewed in 2023 - to mark the coronation of King Charles III - EST has since become a special annual release, crafted in small batches and each bottle is individually numbered. Each edition of EST is brewed to a unique recipe, bottle-conditioned and matured.   Proper Job 0.5% secured a silver in the ultra low alcohol category. Modelled on the flagship Proper Job IPA, it retains the original’s hop profile - Cascade, Willamette and Chinook - delivering punchy citrus, grapefruit and pine flavours despite its low ABV.   Korev (4.8% ABV), St Austell Brewery’s flagship lager - known for its clean and refreshing character - also earned a silver. Rounding off the wins, Proper Job (4.5% ABV) - its flagship IPA brewed with bold American hops and celebrating its 20th birthday this year - took home a bronze in the cask-conditioned beer category.   Georgina Young, St Austell Brewery’s Brewing Director said: “Winning four medals at such a prestigious global competition is an incredible achievement for the whole team." “To reach our 350th beer award in the same year we celebrate 175 years of brewing heritage makes this moment even more special. Each of the winning beers represents innovation and quality and I’m immensely proud of what our talented brewing team continues to deliver.”

Lawyers have been appointed to represent more than 40 flat owners in a multi-million-pound fraud claim in the High Court after an alleged failure to identify extensive defects and fire risks during the construction of their block. Milners Solicitors, headquartered in Leeds, is now warning that there is likely to be a significant number of leaseholders trapped in a “property prison” in similar buildings across the UK, with their homes also now unsellable. Acting on behalf of 44 leaseholders, living in 32 apartments, Milners has filed a fraud claim against Zurich Insurance in the High Court. The group action is accusing the firm of issuing 10-year home warranties despite not inspecting their properties – and seeking a compensation award potentially in excess of £5m. At the centre of the legal dispute is the high-rise Aurora apartment block on Swansea seafront – built by York-based Persimmon Homes almost 20 years ago – where the purchase of their dream flat quickly turned into a nightmare for its residents. Martin Scott, who specialises in complex High Court construction and engineering disputes, said the safety of high-rise apartment blocks was still in sharp focus following the Grenfell Tower fire disaster. He said: "Sadly, we know that Aurora residents are not alone in having to live in such financially devastating circumstances, which one client described to me as like ‘having a noose around her neck’." “There are leaseholders in many other parts of the country who are enduring a similar story with structurally defective flats not being adequately inspected and now being forced to turn to the courts for financial redress.” He added: “The reality is, if you’re an owner-occupier of one of these apartments, like the 44 clients we represent, you’re living in a mortgage cage or a property prison which you can’t get out of." “You can’t re-mortgage because nobody will touch you where there are fire issues, and you can’t sell because there’s no market, or a very limited market where cash buyers are prepared to take the risk. " “And the truth is, a property purchase is the biggest purchase any ordinary person will make in their lives, so if that goes wrong, then their life goes wrong. So you’ve got to find a fix, or you have to be able to recover compensation for them to be able to move on.” Residents at the Aurora development claim Zurich surveyors bypassed their own electronic inspection system to issue handwritten cover notes as proof of their insurance policy. They said if they had realised their cover notes were issued in this way and without final inspections, they would not have completed the purchase of their apartments. As well as problems with water ingress, residents claim that fire doors and fire breaks between apartments were inadequate. Milners operates a network of offices, including Leeds, Harrogate, Malton and Darlington. Photo: Milners’ solicitor Martin Scott, who specialises in complex High Court construction and engineering disputes.

Business leaders have hailed the success of the sixth annual Portsmouth & South Coast Business Week organised by Hampshire Chamber of Commerce. Over 1,500 delegates attended more than 22 free-of-charge events with a focus on collaboration and achieving growth. Launched at the Queen’s Hotel in Southsea, the week brought Hampshire Chamber partners from business, local government, education and the third sector together for presentations, open days, networking and behind-the-scenes visits. In-person events took place at venues in Portsmouth, Havant, Gosport and Fareham with sessions streamed via LinkedIn Live and Facebook Live. Among several panel discussions, a group of leading women in the maritime sector discussed industry issues at a dedicated evening at the D-Day Story Museum hosted by SLR Recruitment Solutions and Sarah Roads. There was also a small business growth day badged as ‘Thriving Together’ held at the University of Portsmouth and hosted by Solent Growth Partnership. It included workshops and advice for SMEs, micro businesses, start-ups and other small businesses. Ross McNally, Hampshire Chamber’s Chief Executive and Executive Chair, said: “This was a fantastic celebration of ‘all things enterprise’ for the region, the biggest and best week we’ve held so far. It was a joy to see so many businesses coming together to discuss the challenges they face and how they are overcoming them.” Ross explained that each year, attendees hear success stories of connections made at previous business weeks. He cited an Irish market opportunity for Portsmouth-based Citrus Facilities Management that was directly helped by the presence last year of a delegation from Drogheda and District Chamber. Ross added: “Together they set up a meeting in Dublin with the firm being supported on making all the necessary arrangements to operate in Ireland. It shows the power of bringing businesses together and giving them an opportunity to explore new horizons. It’s another example of the sense of community and energy enabled by the week." Making a return visit to discuss the national business landscape on launch day was David Bharier, Head of Research at British Chambers of Commerce (BCC). David said: “Business conditions have been undeniably tough over the past 12 months. However, BCC data points to emerging opportunities, particularly the rapid acceleration of AI adoption among SMEs and the expansion of new free trade agreements with major markets." “Those gains are only realised when businesses connect, learn and act. Portsmouth & South Coast Business Week provides exactly that space - where collaboration drives opportunities and growth.” Among the various in-person events held in the week were six led directly by Hampshire Chamber with help from partners. These attracted around 285 attendees and included launch day, open doors events and networking opportunities in association with Isle of Wight Chamber, SLR Recruitment, Fareham Business Expo and Chamber Connects. The week was officially opened at the Queen’s Hotel launch by Portsmouth City Council Leader Steve Pitt, whose portfolio responsibilities include regional economic development. Steve gave an update on the Portsmouth100 centenary activities while Nikki Young from Portsmouth Creates discussed the UK City of Culture 2029 bid. As well as The Queen’s Hotel, business community supporters for the week included Azets, Citrus Facilities Management, Creative Clique Design & Marketing, The News, Hampshire Flag Company, Blake Morgan LLP, SLR Recruitment, Xelacoach. Everyone Active, Solent Sky Services, 1stcs.it and Landsec. Open days participants were Keppels Head Hotel, Tall Ships Youth Trust, Lakeside North Harbour, Hampshire Flag Company and Bishops Printers. Civic and education partners included the University of Portsmouth, the City of Portsmouth College, Havant & South Downs College, South Hampshire College Group, Portsmouth City Council, Solent Growth Partnership and Fareham, Havant and Gosport borough councils. Photo: Ross McNally, Chief Executive and Executive Chair of organisers Hampshire Chamber of Commerce, speaking at the launch of Portsmouth & South Coast Business Week 2026 at The Queen’s Hotel, Southsea.