New quarterly data from V12 Retail Finance shows that UK consumers continued to turn to point-of-sale finance for high-value purchases in the third quarter of 2026. Total finance values across the platform grew 7% between July and September compared with Q3 2025, and were almost 20% higher than in the same period of 2024. The quarter got off to a challenging start as prolonged hot weather and a busy international sporting calendar disrupted normal shopping patterns in July. However, each month of the quarter was ahead of the same month in 2025, and demand strengthened as the summer went on. As in the first half of the year, growth came mainly from categories linked to the home, health and practical everyday purchases. This suggests that households remain willing to commit to significant spending, but continue to be selective about where they do so. Andrew Phillips, Managing Director of V12 Retail Finance said: "The third quarter shows a consumer who is still willing to spend on what matters most, even when the backdrop is far from straightforward. July was a difficult month for many retailers, but demand held up and strengthened through August and September." "The standout trend is the continued investment households are making in their homes. Home improvement finance more than doubled year on year in the quarter, and that reflects a broader shift we have been tracking for some time, as people choose to improve the homes they already have rather than move." "Consumers remain cautious about the wider economic picture, and we expect them to stay selective. But the strength and breadth of demand across our portfolio gives us confidence as retailers head into Black Friday and the Christmas trading period." Home improvements emerge as the defining trend of 2026 Home Improvements was a standout performer in V12’s portfolio in Q3. Finance values rose by around 112% year on year, and the pace of growth increased each month. Values were up approximately 56% in July, 107% in August and 163% in September. The category has now grown almost fourfold in quarterly value since Q3 2024, and now accounts for around 7% of total finance values, compared with less than 4% in the same period last year. Across the first nine months of 2026, home improvement finance values are up by around 73% year on year. This builds on the multi-year pattern of increased investment in property-related projects that V12's earlier data releases highlighted. Furniture remains the anchor of demand Furniture remained the largest category by a significant margin, accounting for close to 49% of all finance values in Q3 2026. Finance values held broadly stable, rising around 1.5% year on year on what had been a strong Q3 2025. Performance varied through the quarter, with July softer as warm weather reduced footfall, particularly at retail park locations. August was a stronger month for the category, with finance values rising nearly 9% year on year as cooler temperatures and Bank Holiday promotional activity brought customers back to stores. On August Bank Holiday Monday alone, applications approved across V12's portfolio rose by almost 40% compared with the same day in 2025, with furniture retailers making a significant contribution. Healthcare and practical categories continue to grow Healthcare and dental finance values rose by around 6% year on year, and are up by more than a third compared with Q3 2024. The category accounted for around 12% of V12's total finance values in the quarter. This reflects continued consumer willingness to invest in dental and elective treatment, supported by the expansion of V12's healthcare provider network. Growth was also strong across several practical and lifestyle categories. Consumer electrical finance values more than doubled year on year, rising by around 126%. Cycles grew by around 24%, with double-digit growth in every month of the quarter. Motor finance rose by close to 6%. Signs of stabilisation in discretionary categories In Q1, discretionary luxury categories were under pressure. In Q3, there were early signs that this pressure is beginning to ease. Jewellery, the second largest sector by value, returned to growth, with finance values rising nearly 3% year on year. This marks a positive step after a softening trend that had been evident since mid-2024. Other discretionary categories remained more subdued. Art saw a decline of close to 8%, while music was broadly flat. This suggests that while sentiment around non-essential purchases may be improving, households are still exercising restraint in some areas. Retailer network continues to expand V12's retailer network continued to grow during the quarter. The most significant milestone was the launch of V12's partnership with Magnet, which went live across all 150 Magnet stores in July and made a strong early contribution to the growth in home improvement finance. The sector also benefited from continued growth among retailers introduced through broker partners. "What has been particularly encouraging this quarter is how broad the growth has been," added Andrew Phillips. "We have seen strength in our largest categories, in healthcare and in practical purchases, and early signs of recovery in jewellery. Combined with the momentum in home improvements and new partnerships such as Magnet, that gives us a solid platform as we move into the busiest trading period of the year."

An astonishing relic from the legendary Zeebrugge and Ostend raids in World War I has emerged – shining a light on a forgotten act of heroism. The effects were similar to that of the Dambusters mission in WWII because it boosted morale and galvanised the public, even if the success was debated. An astonishing 11 VCs were awarded following the Dover Patrol’s cross-channel raids in 1918 during which the British fleet entered heavily-defended enemy territory. There were three raids which aimed to block the shipping canals at Zeebrugge and Ostend by sinking ships in them. The relic that has been uncovered by leading antique dealer Charles Wallrock of Wick Antiques in Lymington, Hants, is a smoke-stained white ensign. And it will be flown again at the LAPADA antiques fair in Mayfair, London, from October 28 to November 1. The flag was attached to the stern of Motor Launch 397 which helped lay a smoke screen ahead of the main force. ML397 took part in the Zeebrugge raid and then shortly afterwards in the second Ostend raid. Subsequently the white ensign was framed and the names of her volunteers engraved on the decorative teak wood surrounding it, with seven names appearing twice because they served in both raids. Charles said: “This is a poignant relic and with the frame it is almost as tall as I am. It is an important part of our history. The raids organised by the Dover Patrol involved hundreds of volunteers who, on St George’s Day 1918, set out for Zeebrugge and Ostend on 160 ships." “ML397 headed for Zeebrugge and bravely laid a smokescreen so the British ships and submarines could approach the port without being seen, although a change in wind direction cleared much of the smoke." “The plan was to scuttle blockships in the main channel and for suicide-submarines loaded with explosives to blast a hole in the breakwater. One sub completed her mission in blowing a hole and three blockships were scuttled, though not necessarily in the right locations." “The simultaneous raid at Ostend was not as successful which was why another attempt was made shortly afterwards – and again ML397 was chosen to take part. After the previous raids the Germans were on high alert and the men’s bravery was astonishing." “The same two officers were in command of ML397 - Lieutenant John Gordon RNVR and Sub-Lieutenant William Scott - and four of the crew of seven who took part in the Zeebrugge raid served on her again. A blockship was scuttled but didn’t fully prevent German shipping getting out “Nevertheless, the raids were viewed at home as proof of our navy’s brilliance, the volunteers’ bravery and the excellence of the military’s tactics and leadership. The vessels that took part were opened to the public on their return and the operation was hailed as a great success. Books were written about it and films were made." “But it has largely slipped from the national consciousness, unlike the Dambusters, for example. “This flag, still stained from those missions, really belongs on public display in Dover and I will knock its price down if someone starts a crowdfunder to raise to money." “Hundreds of men were killed and injured in these raids and this artefact helps keep their memory alive.” David Harper, an antique expert from TV’s Bargain Hunt and Antiques Road trip has filmed the flag. He said: “This is a museum-quality item. It would be wonderful if it could be displayed in a museum or a public space in Dover. There is a Dover Patrol memorial in the town and this flag would remind people of the volunteers who took part in the raids and did their part in helping win the war.” The advertised price for the flag is £37,500 but a crowdfunder to secure it for Dover could buy it for £35,000. Liz Shanks, CEO, LAPADA, said: “This is exactly the kinds of object that make the LAPADA Fair so interesting. It has extraordinary historical associations, being carried during two daring First World War naval raids. We’re delighted that Wick Antiques will be bringing it to the Fair this year, giving visitors the opportunity to see these remarkable pieces of history in person.” Photo: Charles Wallrock with the white ensign from ML397

A family-owned business is taking on some of the world's biggest battery markets after transforming itself from a specialist distributor into an advanced manufacturer in just five years. Avocet Materials Group has built a 29-strong manufacturing and R&D operation in Holmes Chapel, Cheshire, developing specialist components for lithium-ion batteries which it says had previously only been manufactured in Asia. Its products are used within Formula One (F1) battery applications, as well as aerospace, defence, electric vehicles and energy storage applications. The business exports 99% of its battery products to markets including China, Japan and the US. Now, having grown turnover from £1.5m to £3.5m, including around 25% sales growth this year, the speed and scale of Avocet's transformation has prompted the company to take stock of the systems, technology and leadership needed for its next phase. It is working with Made Smarter North West, the government-backed programme helping SME manufacturers grow and innovate through digital technology and skills, to improve productivity, increase capacity and build the foundations for further expansion. Kieren Hall, CEO, said: “When you think that five years ago we didn't manufacture anything, what we've achieved is pretty remarkable. We've built a manufacturing operation from scratch, developed our own technology and we're now making specialist components for lithium-ion batteries in Cheshire for some of the most demanding applications in the world." “We're exporting 99% of our battery products and selling into countries with some of the biggest battery industries in the world, including China and Japan. For a business of our size to be competing internationally at that level is something we're incredibly proud of.” Founded in 1996 by Kieren's father, Graham, Avocet began life as a specialist metals distributor before moving into manufacturing during the Covid-19 pandemic. Backed by a £1.4m Innovate UK grant through the Advanced Propulsion Centre and further investment, it has since developed into a group spanning Avocet Precision Metals, its specialist metals distribution business; Avocet Battery Materials, its manufacturing arm; and Avocet Research Centre, its R&D operation. At the heart of the business are lead tabs, small but critical metal components which connect a lithium-ion battery cell to the outside circuit. They can influence weight, conductivity and reliability and must be manufactured to exacting standards for high-performance applications. Avocet's innovations include Flyweight, its bimetallic lead tab for pouch cells which is used within F1 battery applications to reduce the weight of the battery system. It is also developing DryTab, a next-generation surface technology which recently secured government backing through the DRIVE35 programme. But the pace and ambition of Avocet's expansion has created a new challenge, with its systems and processes struggling to keep up with its rapidly evolving manufacturing operation. Avocet turned to Made Smarter for support, securing a £13,000 grant towards a £75,000 ERP system. Going live in January 2027, the technology will integrate operations across the business, improve productivity and give Avocet the digital infrastructure it needs to scale. Made Smarter has also supported Kieren through its Leading Digital Transformation programme, helping him develop the strategy and leadership capability needed to drive the business forward. Kieren said: “We've grown incredibly quickly and there comes a point where you realise the systems and processes that got you this far aren't necessarily the ones that will take you to the next stage." “Working with Made Smarter has given us the opportunity to take stock and look at the business differently. We're putting the right digital infrastructure in place, but it's also helped me think much more strategically about how we lead the business, where we're going next and what we need to get there.” Avocet is already looking to its next manufacturing challenge, exploring automated inspection technology to increase production capacity, alongside opportunities to use AI to improve efficiency and decision-making across the business. Donna Edwards, Director of Made Smarter North West, said: “Avocet is a fantastic example of the ambition and innovation within UK manufacturing. In just five years it has built advanced manufacturing capability here in Cheshire, developed its own technology and is now competing successfully in global battery markets." “Rapid expansion on that scale brings challenges as well as opportunities. Made Smarter is there to give ambitious SME manufacturers access to the right technology, skills and leadership support at the right time, helping them turn that potential into sustainable growth. It is incredibly exciting to see what Kieren and the team have achieved and to support them as they prepare for what comes next.” Visit here for more information on MadesmarterUK

Small and medium-sized businesses face fresh uncertainty over how future business rates changes could affect their plans for growth, investment and recruitment, as property-related costs remain one of the biggest fixed pressures on firms operating from commercial premises. The issue has come into sharper focus ahead of the 2026 business rates revaluation in England and Wales, which will update the rateable values of more than two million commercial properties. According to the Valuation Office Agency (VOA), revaluations are carried out every three years to reflect changes in the commercial property market, but for businesses already managing tight margins, the timing and impact of any resulting changes will be closely watched. While an increase in a property's rateable value does not automatically translate into an equivalent rise in its business rates bill, many businesses are carefully reviewing their ongoing occupancy costs as they plan for the years ahead. For Andrew Cusworth, Managing Director of Buckle Shipping, the conversation is not just about tax policy. Buckle Shipping’s warehouse is only three years old, meaning the business is still building the operation, developing its customer base and investing for future growth. Rising fixed costs therefore risk restricting that growth before the operation has had the opportunity to reach its full potential. “For many small and medium-sized businesses, the challenge is not one single cost increase, it is the cumulative effect of rising overheads across the board. Business rates remain a significant expense for firms operating from commercial premises, and when those fixed costs become harder to predict, it can affect decisions around investment, recruitment and growth.” The latest government reforms have introduced a new structure for business rates from April 2026. As part of the changes, lower multipliers are available for qualifying retail, hospitality and leisure properties below certain rateable value thresholds, while a higher multiplier applies to properties with rateable values of £500,000 and above. The government has stated that properties above this threshold account for less than 1% of all rateable properties in England. Alongside the new multiplier structure, the government has introduced a package of transitional support designed to limit the immediate impact of revaluation-related increases for eligible businesses. The government says the wider support package is worth £4.3 billion over three years. Further proposals put forward by Andy Burnham have also added to the wider debate over whether business rates could be reshaped to give more support to high streets and independent operators. His suggestions have included cutting rates for pubs and music venues, raising the threshold for small business rates relief, and taking some smaller high street firms outside the scope of business rates altogether. For businesses planning ahead, the central concern is not the purpose of those ideas, but whether any future changes are introduced with enough clarity, consistency and notice to support long-term decision-making. The debate has also widened beyond how rates are calculated for individual premises. Some of Andy Burnham’s proposals have raised the possibility of shifting more of the business rates burden onto larger warehouse developments and other commercial property categories to fund relief elsewhere in the system, adding another layer of uncertainty for firms trying to plan ahead. For businesses such as SMEs and warehouse operators, the concern is not necessarily the aim of those proposals, but whether further changes to the rates system could create additional cost pressure without enough time for businesses to adapt. Even with support measures in place, business owners are still having to make long-term decisions in a cost environment that can change quickly. For a relatively young operation, the concern is that more money spent simply maintaining its existing position leaves less available to invest in facilities, expand the customer base, recruit and create further opportunities. Mr Cusworth said: “Companies need stability and predictability when making long-term decisions. Whether it's taking on additional space, investing in new facilities or recruiting more staff, confidence in future operating costs is an important factor.” Commercial premises remain vital to large parts of the UK economy, particularly in sectors such as logistics, warehousing, manufacturing and distribution, where physical space is not optional. According to official guidance, non-domestic properties such as shops, offices, warehouses, pubs and factories can be liable for business rates. That certainty, Mr Cusworth said, can be the difference between businesses delaying decisions and pressing ahead with investment. Mr Cusworth said: “Small businesses are often the engine of economic growth within their communities. When business owners have confidence to invest, expand and create jobs, the benefits are felt far beyond individual companies.” Mr Cusworth said: “Businesses are continually looking for ways to improve efficiency and remain competitive. The more certainty they have around their operating costs, the better positioned they are to invest for the future.” For organisations operating from commercial premises, business rates remain one part of a wider cost picture that also includes wages, energy, rent, borrowing and supply chain pressures. For younger SMEs still building their operations, the challenge is not protecting the status quo but preserving the capacity to invest, expand and create opportunities. If the cost of standing still continues to rise, businesses with ambitions to grow may find that an increasing share of their resources is absorbed before that growth can take place.

Aldi has revealed that Scotland is set to receive around £19.5 million in 2027 as part of its £900m investment programme. The investment will see Aldi open a new store in Uddingston, South Lanarkshire, while its existing stores in Alloa, Leven, St Andrews, Gilmerton Road Edinburgh and Motherwell will be extended, creating more space for customers to shop and improving the store layout. The supermarket plans to open 40 new stores across the UK during the year, alongside continued investment in its distribution network. Aldi currently has 1,095 stores and plans to grow to 1,500 across the UK, with a focus on communities that do not have easy access to affordable groceries because of a lack of local choice or competition. Jonathan Neale, Managing Director of National Real Estate at Aldi UK, said: "We're continuing to invest significantly across the UK as we progress towards our long-term ambition of 1,500 Aldi stores." "These new locations are part of our £900 million investment programme for 2027 and will help us bring Aldi's award-winning quality and unbeatable value to even more communities. We're excited to take the next step in our expansion plans and look forward to welcoming customers through the doors of these new stores in the years ahead." The investment builds on Aldi’s existing expansion programme, with the supermarket set to open 30 stores during the final months of 2026. Its continued growth will create thousands of jobs and further opportunities for British suppliers.

Independent family brewer Shepherd Neame has teamed up with the licensee of its Whitstable pub, The Old Neptune, to support a local yacht competing in an international race. The Sailing Yacht Cormorant will take part in the 2026 Rolex Middle Sea Race, which starts in Malta on Saturday (October 17), becoming the first yacht from Whitstable to take part in the prestigious event. Sponsored jointly by Shepherd Neame and The Old Neptune’s licensee Darren Wilton, the yacht will be sailed by Whitstable resident Patrick Maflin, Director and Founder of Marine Accounts, and members of his team. The Kent accountancy firm has spent the last 12 years working with crews, captains and marine professionals across the yachting industry. Now in its 47th year, the race will start from Malta’s historic Grand Harbour, with the fleet setting off beneath the fortified walls of Valletta before racing out into the Mediterranean. Affectionately known as ‘The Neppy’, The Old Neptune is one of the country’s most recognisable coastal pubs, thanks to its unique beachfront location. The logos of both the pub and Shepherd Neame’s Whitstable Bay range will be displayed on the yacht’s hull throughout the race. The award-winning Whitstable Bay collection comprises Whitstable Bay Pale Ale, Whitstable Bay Lager and Whitstable Bay 0.5% Pale Ale. Inspired by the seaside town just a few miles from Shepherd Neame’s historic Faversham Brewery, the range celebrates the character and heritage of the Kent coast. Licensee of The Old Neptune, Darren Wilton, said: “Pat is a local at The Old Neptune, and I’ve known him for more than 20 years - we even call him Captain Pat! When he mentioned he would be showcasing Whitstable with a yacht race around Sicily, I really wanted the pub to get involved. You can’t showcase Whitstable without The Old Neptune! We hope the team do well and come back here for a celebratory drink after the race.” Shepherd Neame Head of Brands Rose Davis said: “We are thrilled to support the team aboard the Sailing Yacht Cormorant for this historic race. As the first yacht from Whitstable to take on the Rolex Middle Sea Race, this is a fantastic opportunity to introduce our Whitstable Bay range, The Old Neptune pub, and everything else the seaside town has to offer, to an international audience. We wish the team the best of luck!” From Malta, the fleet heads north towards Sicily before passing through the Strait of Messina, a narrow stretch of water between Sicily and mainland Italy. The yachts will then race around the volcanic island of Stromboli, along the northern coast of Sicily, and around the western islands of the course, before heading south past Pantelleria and Lampedusa. The final stretch takes the boats back towards Malta and the finish line, covering approximately 606 nautical miles. The race attracts a diverse field of competitors, from some of the world’s fastest professional racing yachts to experienced amateur crews taking on a demanding offshore challenge. Conditions can include light winds, heavy seas and challenging currents, with crews spending long periods racing through the night. For some, completing the course takes several days at sea. Patrick said: “We started with an idea not just to sail a course, but to build a legacy. With the support of Shepherd Neame and The Old Neptune, that idea has become a reality.” The race can be followed live on the Royal Malta Yacht Club and Rolex Middle Sea Race social media channels, with commentary in English. Find out more here.

Fire services don’t have the basic equipment, training or resources they need to cope with soaring wildfire numbers, according to FOI requests submitted by the Country Land and Business Association. The CLA approached 47 fire services in England and Wales. In total, 29 responded. The findings show: Basic kit missing: Over half (12/22) fire services have no wildfire PPE and a third of stations have zero drones, despite how critical they are in allowing crews to safely track, monitor and tackle blazes. Record blazes: 77% of councils recorded more wildfires in the first half of 2026 than they did in the entirety of 2024. And in Berkshire and Shropshire, wildfires hit a five-year record in just the first six months of 2026. Limited training: In Cheshire just 8% of employees are trained to under-take wildfire training, and most of what training exists is done online, not in the field. Fire engines out of action: Some fire services were unavailable to attend callouts for over a third of the year. And during this summer’s biggest wildfires, nearby stations were unable to provide an available fire engine at record rates. Lengthy wait times: Nearly half of those who shared data failed to meet their target response time on average in 2025 and 2026, with response times exceeding 21 hours in some instances. Gavin Lane, CLA President, said: “We ask firefighters to risk their lives in conditions most of us would not go near. So we should be giving them the equipment, training and support to come back safely. Yet some are being sent into wildfires in heavy kit made for burning buildings, worn for hours across open ground in summer heat. Some have had little more than online training." “We also need to look beyond our own borders. Places like California and Australia have spent years learning how to fight and prevent large fires. They’ve invested in specialist equipment, training, and a much more proactive approach to managing the land, including through controlled burning. We should be learning from this experience, not acting as though it’s irrelevant to what’s already happening here in Britain." “Fire services need the people, training and specialist equipment to protect communities. And government must lift the ban on controlled burning, so landowners have the freedom to reduce fuel loads before a blaze becomes a disaster.” Firefighters being sent to tackle blazes without the right gear Over half of forces (12/22) have no specialist wildfire PPE, despite repeated warnings from fire services that standard PPE can be too hot and heavy for wildfire conditions. This can cause crews to overheat, or remove PPE altogether, exposing them to greater danger from heat, smoke and radiation. Access also varies widely from county to county, with Surrey reporting over 800 PPE kits, and Kent and West Yorkshire issuing one set to every firefighter. Tyne and Wear also have no terrain support vehicles, which are crucial for reaching wildfires in rough or remote areas that standard engines can’t access. Cheshire and Durham have just one, while forces such as Dorset have 29. Over a third of stations (8/22) also have no drones, despite how important they are in detecting, mapping and monitoring wildfires. These gaps come as fire services report record wildfires. Nearly 80% (17/22) of fire services recorded more wildfires in first half of 2026 than they did in the entirety of 2024. And in Berkshire and Shropshire, wildfires hit a five-year record in just the first six months of 2026. In some areas, just 8% of crew are qualified to undertake wildfire operations Many fire services also lack basic wildfire training. In West Yorkshire, only 15% of operational personnel hold in date training for wildfires. This rises to 40% in Surrey, while in Norfolk, just 33% of officers and 67% of firefighters have in-date training. Where training courses exist, they are typically conducted online, limiting opportunities for firefighters to complete real-world training. Many services also lack staff who are qualified to undertake, command, or provide tactical advice at wildfires. In Cheshire, just 8.62% of employees are trained to undertake wildfire operations, while in Cleveland just 5 staff (1.2%) are qualified to give tactical advice or command wildfires. By contrast, 100% of firefighters and officers in Durham, Kent and East Sussex are trained to undertake wildfire operations. Fire crews are taking nearly an hour to reach blazes Nearly half of those who shared data failed to meet their target response time on average in 2025 and 2026. Over 75% of fire crews (13/17) also reported incidents where they took more than 30 minutes to arrive at the scene in 2026. In the worst cases, waits reached 21 hours in Northamptonshire, 81 minutes in Cumbria, 59 minutes in North Yorkshire and 50 minutes in Hereford. In Berkshire, where wait times for wildfires specifically were provided, just 16% of all wildfires were attended in the target time, with crews taking as long as 43 minutes to arrive at the scene. Fire services unavailable to attend callouts a third of the year Crew shortages also mean many fire engines can’t be deployed for large parts of the year. In Surrey, West Sussex and Cleveland, engines were unavailable to respond to incidents for more than half the year on average, at 67%, 58% and 52% respectively. Across the 29 services who shared data, on-call engines were unavailable for an average of 32% of the year, reducing their ability to respond when fires first break out. In some areas, individual engines were barely ever available at all. Three Essex engines, at Canvey, Braintree and Dovercourt, spent over 90% of the year unavailable, and in Suffolk and Leicestershire, individual engines were unavailable 100% of the time in July 2026 – when the UK heatwave was at its peak. And during the country's three biggest wildfires this summer, the fire engines nearby were unable to be deployed at record rates. In Greater Manchester, as a major incident was declared at Dovestone and Saddleworth Moor, on-call engine unavailability jumped to 19.3% in July, compared with under 4% in every other month. At Mossley, next to the fire, the engine was unavailable 26.6% of the month, more than five times its annual average. And in Dorset, the exact week a major incident was declared over the Holt Heath and Newton Heath wildfires (August 2025), both of Swanage's engines hit their worst availability of the year, one unavailable 95.2% of the month. The CLA is calling for change To tackle this issue, the CLA is calling for more funding, resources and equipment for fire services. In addition, it is urging government to lift the ban on controlled burning, which is a proven method to remove the dead vegetation that can turn small blazes into major incidents. This would help land managers prevent wildfires before they start, removing some of the burden on fire services as temperatures soar.

Guy Barnett has been sworn in as the 134th President of Birmingham Law Society, pledging to strengthen Council, connect Birmingham’s legal community and ensure the Society provides a strong voice for the profession across the region. Barnett formally took office at the Society’s AGM on Thursday 24 September, becoming the latest custodian of a Presidency stretching back more than two centuries to 1818. Barnett brings a wealth of legal experience and an unusually detailed understanding of BLS, having served on both its Board and Council and, most recently, as Interim Chief Executive. With Calum Nisbet now appointed Chief Executive, Barnett said his Presidential focus will be on representing members, and ensuring BLS speaks up on the issues that matter to Birmingham’s legal community. Guy Barnett, new President of Birmingham Law Society, said: “Birmingham Law Society must be a voice for the legal community it represents. That means being prepared to stand up and speak when it is needed, but it also means listening. We need to understand what our members are experiencing, the pressures and opportunities facing the profession and where their Society can make a difference." “I bring decades of experience to the Presidency and hope that can provide a steady hand as we enter this next chapter. I want to strengthen Council and our committees, and ensure Birmingham Law Society is in an even stronger position when I hand over the Presidential chain next year to Sabina Kauser – the new Vice President." “This isn't about one person or one Presidential year. It is about building on more than two centuries of history while ensuring the Society continues to evolve for the profession it represents today and tomorrow. My ambition is simple: one profession, one region, one voice.” Four priorities for the Presidential year Barnett has set out four pillars for his 2026–27 Presidency: Advance, Connect, Engage and Make a Difference. His approach will be to concentrate on fewer priorities capable of delivering lasting value. Council The first priority will be strengthening BLS Council and its relationship with the Society's Professional Committees and wider membership. Interest in joining Council has risen sharply. Last year's election attracted one applicant for four vacant seats; this year, 28 people initially applied for six vacancies. Following the AGM, six newly elected members and four Presidential co-options will see 10 new people join Council, bringing additional experience and perspectives. Barnett wants Council to focus on the questions that directly affect members: what does the profession need, what challenges does it face and where should BLS use its collective voice? Deputy Vice President Sam Ingram will lead work to strengthen relationships with the Society's Professional Committees. Connecting Birmingham's legal community A second priority will be making greater use of BLS's extensive professional network, spanning managing partners, CEOs and general counsel through to barristers, academics, solicitors and the next generation entering the profession. Plans include developing greater engagement with managing partners and business leaders, exploring a proposed Geneva Conference and considering whether there is an appetite to revive Advised in Birmingham. Barnett also wants stronger links between generations within the profession, including the continued development of the Birmingham Law Society Junior Lawyers Division and greater use of mentoring, introductions and shared events to connect established leaders with emerging legal talent. Making membership matter The third strand will focus on making BLS membership matter, providing greater value through representation, connections, professional development and a stronger sense of belonging to Birmingham's legal community. Among the initiatives planned is LAWSTOCK, a proposed informal and inclusive family friendly event with an outdoor festival feel bringing together solicitors, barristers, junior lawyers, senior leaders and the wider professional community. The proposed Golden Paper Clip Challenge will use friendly competition to encourage entrepreneurship, mentoring and new relationships across the profession. Barnett summarised his approach simply: “Do fewer things, but do them well.” Making a difference beyond the profession Barnett's fourth pillar will focus on the Society's wider contribution to Birmingham, with Carter the Brave, supporting Birmingham Children's Hospital, chosen as his Presidential cause. In January, he will exchange the Presidential chain for walking boots to climb Mount Kilimanjaro, using the challenge as the catalyst for a wider fundraising campaign involving firms, chambers, business leaders, committees, junior lawyers, sponsors and members. Throughout his year, Barnett intends to visit firms and organisations across the region, meeting members at every stage of their careers and listening to what they need from their Society. He added: “I want people to talk to us. Tell us what BLS does well and where we could be better. Tell us about the issues affecting your firm, your organisation, your career or your part of the profession." “Birmingham Law Society has extraordinary experience, expertise and energy within its membership. Our job is to listen to it, connect it and, when necessary, give it a voice." “If Council is stronger, our committees are better connected, junior lawyers have a meaningful voice and new relationships have been created across the profession when I hand over the Presidential chain, we will have made genuine progress.” Guy Barnett was sworn in as the 134th President of Birmingham Law Society on Thursday 24 September and will serve until September 2027.

BYD, the world’s leading manufacturer of New Energy Vehicles (fully electric and plug-in hybrid), continues to see the popularity of its products rise with British car buyers, as it posted its best-ever sales month and quarter, finishing second overall in the sales charts in September. Preliminary data from the Society of Motor Manufacturers and Traders (SMMT) confirmed that BYD finished September with a total of 20,140 sales in a single month. The eye-catching figure represents a year-on-year increase of 80% and a market share of 5.76%, finishing as the second most popular manufacturer in the country. What makes this sales story even more remarkable is that BYD only started selling cars in the UK in 2023, and has already created a dealer network of 147 sites. The quarterly sales were boosted by BYD’s growing family of New Energy Vehicle products, with several new models in 2026, particularly across its Plug-in Hybrid Electric Vehicle (PHEV) line-up, already striking a chord with customers. Among its best-selling cars was the ATTO 2. Following the launch of the fully electric version in last autumn, it was joined by the DM-i variant in June this year, and this flexibility in powertrain options saw it become the second most popular model in the BYD line-up in September. The top-selling car in the marque’s portfolio remains the SEAL U DM-i, with the SEALION 7 the biggest-selling pure electric vehicle in the range. Steve Beattie, Deputy Country Manager of BYD UK commented: “These figures are an incredible result for BYD, so I’d like to say a big thank you to all of our customers who buy our cars and enjoy them on a daily basis,” “While it’s a huge result for us, we believe that there is still more to come. We’ve launched several other cars recently or are about to. The DOLPHIN G takes us into the hugely popular supermini segment, and despite the car only arriving with our retailers in August, we’ve already taken over 500 orders. Pre-orders for the seven-seat Ti 7 SUV are proving extremely strong, and the SHARK pick-up is generating a huge amount of interest too. I can’t wait to see what the rest of the year brings.”

Award-winning hospitality operator Buzzworks showcased the culinary talent across its portfolio at an exclusive demonstration through its partnership with The Master Chefs of Great Britain (MCGB). Held at Prestonfield House in Edinburgh on Tuesday, (October 6) the demonstration formed part of Buzzworks' corporate sponsorship of MCGB, highlighting the breadth of talent, creativity and career opportunities available across the business. Bringing together its culinary teams from across four of its core brands – Scotts, Lido, Herringbone and The House Collection – chefs created a four-course menu designed to showcase the distinct character, creativity and culinary approach of each offering. The event welcomed around 280 students from colleges across Scotland, alongside leading chefs and hospitality professionals, giving the next generation of chefs and hospitality workers an insight into the food, people and career opportunities available within one of Scotland's fastest-growing hospitality groups. David Bell, Director of Food at Buzzworks, said: "The Master Chefs demonstration was a fantastic opportunity for us to showcase the food we produce across Buzzworks, with dishes from across our four core brands making up the menu at Prestonfield House." “It was great to see the teams bring those dishes together and talk through the ingredients, techniques and thinking behind each one. We had a fantastic audience of students, chefs and hospitality professionals, so it was a really good opportunity to show them what we can do as a business and give them an insight into where we're heading as we continue to grow.” Featured dishes included Lido's poached beetroot and plum with burrata, lemon and pistachio; Herringbone's slow-cooked pork belly with gochujang caramel; Scotts' venison main course served with pickled blackberries; and The House Collection's theatrical chocolate bomb dessert filled with caramelised white chocolate and sour cherry, accompanied by toasted peanuts, praline and salted caramel sauce. Each course was paired with carefully selected drinks, highlighting the collaborative relationship between Buzzworks' kitchen and front-of-house teams and demonstrating the complete guest experience delivered across its venues. Alongside the culinary demonstrations, Company Training Manager Gavin Goslan was joined by General Manager Jordan Blades, and Senior Floor & Bar Team member, Andrew Graney, for a front-of-house presentation, offering guests an insight into Buzzworks' people-first culture, career development pathways and succession planning initiatives. Gavin led drinks demonstrations, with drinks paired with each course throughout the event to highlight the collaborative approach between Buzzworks' culinary and front-of-house teams and the importance of the overall guest experience. Laurent Labede also represented Buzzworks at the event, joining colleagues from across the business to showcase the group's food and hospitality expertise. Buzzworks is a corporate sponsor of MCGB, reinforcing its investment in future hospitality leaders through masterclasses, mentorship from leading UK chefs and enhanced training opportunities across its portfolio of venues. The hospitality operator has also been recognised in the ‘Best Companies to Work For’ list for a tenth year, achieving 29th place in the ‘Best Large Company to Work For in the UK’ and its highest ranking to date. To find out more, visit here.

Tims has gained a five-strong listing in selected Tesco stores nationwide and is available now. The award-winning, independent British dairy brand celebrated for its authentic Greek heritage will be rolling out its deliciously creamy, gut friendly Greek Family Natural and Vanilla Kefir alongside premium Greek Family bio-live Vanilla and Raspberry yogurts. Additionally, and exclusively to Tesco, a brand-new Ginger Greek Family Yogurt completes the lineup. Supplied in 450g recycled card pots with no plastic over-lid (the company was the first in the category to do away with these) the portfolio will launch in Tesco stores for an initial limited-time deal, ending 17th November 2026. Both Natural and Vanilla Kefir flavours will retail for £1.85 while Tims’ 450g Greek Family Yogurt range will be available for £1.75 per pot. The Tesco partnership follows on from listings in Waitrose, Ocado, ASDA, Sainsbury’s, Booths, along with independents and farm shops. Tims MD Tony Hinds calls this latest development with the high street giant “hugely significant” commenting: “We’re excited to be stocked in the UK’s biggest supermarket and to bring our award-winning delicious range to Tesco shoppers. We’re also excited to introduce our new Ginger Greek Family yogurt as an exclusive to Tesco, our latest recipe made using all-natural stem ginger." "The Tesco listing is a hugely significant moment for the Tims business, it is both testament to the dedication of our hard-working team and also represents the continuation of a journey beginning back in the 1940’s that is now step-changing into a new era of availability.” Greek Family Kefir Created for moments of healthier indulgence, Tims Greek Family Kefir is lactose, gluten and GM free, suitable for vegetarians, made with 12 gut-friendly live cultures and is supplied in both Natural and Vanilla, both accredited with a two-star Great Taste Award. Unlike thinner, drinkable kefir, Tims has crafted a creamy and luxurious texture by combining the probiotic properties of traditional kefir with its signature thick Greek Family yogurt. Bio-Live Greek Family Yogurt Luxurious, rich and creamy and made using fresh British milk sourced from the West Country and the best natural ingredients, the Tims range of Greek Family yogurt is pure, fresh and healthy while being irresistibly moreish. The Vanilla and Raspberry yogurts are both Great Taste Award winners, while the entire range is gluten and GM free, and made with 3 live cultures. About Tims Tims Dairy was established in 1949 by the Timotheou family. With decades of yogurt-making experience, putting quality, care and sustainability at the heart of every pot. The Tims range of Greek family yogurt is pure, fresh and healthy while being irresistibly moreish and made with all natural ingredients. Created for moments of healthier indulgence, Tims Greek Family Kefir is lactose, gluten and GM free, suitable for vegetarians, made with 12 gut-friendly live cultures.

Glasgow City Council has appointed CBRE to develop the business case for a potential growth fund for central Glasgow, exploring how public and private sector investment could work together to address the viability challenges stalling development and unlock new homes and regeneration. The work forms part of Glasgow City Council’s wider approach to supporting development and attracting investment, including its ambition to increase the city centre’s residential population to 40,000 by 2035. CBRE, with input from economics, policy and strategy consultancy Mandala Partners, will assess potential funding models that bring together public and private capital to address viability gaps and support development in central Glasgow. Drawing on its knowledge of the city’s property market, its work with developers, investors and public sector organisations, and its experience advising on such impact funds throughout the UK, the team will examine how a fund could be structured and financed. The assessment will consider approaches developed by local and regional authorities across the UK to identify a model suited to Glasgow’s development challenges and the Scottish funding context. The initial focus will be on central Glasgow, with scope for any future fund to be scaled up to the wider region. The business case is being prepared in line with HM Treasury’s Green Book guidance and is expected to be completed by the end of 2026. Delivery of the business case is being overseen by a Glasgow City Council steering group comprising elected members and senior officers. Preparing the business case is the first step in assessing whether a growth fund could be established. Any decision on whether to create one, and how it would be structured, will be taken by the Council following consideration of the business case. David Smith, Executive Director at CBRE, said: “Glasgow has the ambition and development opportunities to deliver substantial change across the city, but viability gaps continue to prevent that potential from being realised. A well-designed impact fund could be a catalyst for delivery, helping projects move forward and attracting the private investment needed to deliver new homes and meaningful regeneration." “Glasgow City Council is taking a proactive approach to addressing these barriers, recognising the opportunity for new funding models to support the city’s growth. Commissioning this business case is an important first step. Strong partnerships between the public and private sectors will be central to that effort, bringing together the council’s ambitions with the capital and expertise of developers and investors to help make projects viable." “Our experience advising on impact vehicles elsewhere, most notably in Greater Manchester, has shown how targeted public investment can stimulate development and attract private capital. We will bring that experience together with our knowledge of Glasgow to develop a robust business case and assess how a fund could best support the city’s growth.” Councillor Ruairi Kelly, Depute Leader and Convener for Housing and Development at Glasgow City Council, said: “We are constantly looking for new and innovative ways to unblock some of the issues facing potential development in Glasgow city centre and beyond." "Developers are often faced with financial viability gaps when developing new buildings and repurposing heritage properties in the city centre, and the business case to be developed by CBRE will allow us to approach the Scottish and UK Governments to advocate for support and the creation of an Impact Fund for the city." “This model has been shown to be successful elsewhere - similar funds have brought in well over £2 billion of private and public funding, and there is no reason we should not aim for this and more.”