Award-winning Scottish hospitality operator Buzzworks has announced the acquisition of The Bonnie Badger pub, restaurant and rooms in East Lothian. Situated in the village of Gullane, the purchase marks the next step in the company’s exciting expansion into accommodation as part of its ongoing growth plans. Originally built in 1836, The Bonnie Badger has long played a central role in the Gullane community, welcoming visitors drawn to the area’s world-renowned golf courses, including nearby Muirfield. Relaunched in 2018 by chef Tom Kitchin and Michaela Kitchin, it has since established itself as one of East Lothian’s most respected hospitality destinations. Buzzworks will build on these foundations, bringing its signature House Collection concept to the venue. Centred around a modern, buzzing pub and vibrant restaurant experience alongside high-quality accommodation, the aim is to elevate the guest experience while staying true to the character and reputation that has made The Bonnie Badger so highly regarded. The acquisition further strengthens Buzzworks’ growing presence in East Lothian, where the company already operates some of the region’s most popular venues, including Herringbone North Berwick and Lido Musselburgh. It also builds on the group’s recent expansion into accommodation, with the nearby Nether Abbey Hotel in North Berwick currently undergoing redevelopment and set to reopen later this year. Together, these sites reflect Buzzworks’ long-term commitment to investing in the area and creating standout hospitality experiences for both locals and visitors alike. The property currently features 12 individually designed bedrooms and a master suite, alongside a spacious restaurant and bar. It will continue operating throughout the summer, before closing later in the year during Autumn/Winter for refurbishment. With the venue set to reopen in spring 2027, works will be delivered in collaboration with designer Jim Hamilton, with a focus on subtle enhancements to the guest rooms and dining and bar spaces, building on the quality and character that already define The Bonnie Badger. Importantly, Buzzworks will welcome the existing team members at The Bonnie Badger into the business. This reflects the company’s commitment to supporting jobs within the local community, while providing team members with enhanced training, development and career progression opportunities through Buzzworks’ award-winning people programmes. Kenny Blair, CEO at Buzzworks, said: “The Bonnie Badger is a fantastic venue, with an excellent reputation and a real connection to the Gullane community. It’s clear how much care has gone into making it what it is today, and we’re excited to build on that as we take it into its next chapter." “As we continue to move into accommodation, we see a real opportunity to bring our vision for modern hospitality to the Bonnie Badger. We’re also pleased to welcome the existing team into Buzzworks and look forward to working with them as we take the venue forward." “East Lothian is one of Scotland’s great destinations, and an area we’re proud to keep investing in. With the Bonnie Badger joining our existing venues in the region, alongside the redevelopment of the Nether Abbey Hotel, this is another exciting step for Buzzworks.” Chef Owner Tom Kitchin said: “We are incredibly proud of what The Bonnie Badger has become since we took over in 2018. It has been a very special project for us as a family, rooted in the local neighbourhood and built with a fantastic team who has helped us create a welcoming, special, high-end destination in East Lothian." “As we look to the future, we believe Buzzworks is the right fit to take The Bonnie Badger on to its next chapter. Their strong track record, shared values around hospitality, and commitment to both people and place give us great confidence in what lies ahead." “We would like to thank our brilliant team and our loyal guests for their continued support over the years. We look forward to seeing The Bonnie Badger continue to thrive under Buzzworks’ vision and management.” Michaela Kitchin, Executive Director and co-owner, added: “The Bonnie Badger has been incredibly close to our hearts and to our family from day one. Our focus has been on creating a place that feels warm, welcoming, and truly part of the Gullane community. We are so grateful to our team and guests who have supported us on that journey." “We are delighted to be handing it over to a team that shares our passion for hospitality and people, and we look forward to seeing it continue to flourish in the years ahead.” Buzzworks is a B Corp certified business and has been recognised as one of the UK’s Best Companies to Work For for ten consecutive years. The group currently operates 22 award-winning venues across Scotland and was recently named Best Managed Pub Company (under 51 sites) at The Publican Awards. For more information on Buzzworks please visit here .

Manufacturing output volumes fell in the three months to March, at a faster pace than in February – according to the CBI’s latest Industrial Trends Survey (ITS). But manufacturers anticipate output volumes to be broadly flat in the quarter to June, the least pessimistic outlook for 12 months. Selling price expectations have eased considerably compared with February, though still stand slightly above the long-run average. Total and export orders remained weak in March, and stock adequacy stood close to historical norms. The survey, based on the responses of 279 manufacturers, found: Output volumes fell in the three months to March, at a faster pace than in the three months to February (weighted balance of -23%, from -14% in the quarter to February). Manufacturers expect output volumes to be broadly flat in the three months to June. Output expectations had been negative since April 2025. Output decreased in 11 out of 17 sub-sectors in the three months to March, with the fall being driven by the food, drink & tobacco, mechanical engineering, metal products and chemicals sub-sectors. Total order books were reported as below “normal” in March (-27%, from -28% in February). The level of order books remained significantly below the long-run average (-14%). Export order books were also reported as below “normal”, to less of an extent as February (-14%, from -26%.) The balance stands above the long-run average (-19%). Expectations for average selling price inflation eased in March (+12%, from +26% in February), and stand marginally above the long-run average (+8%). Stocks of finished goods were reported as more than adequate in March (+10%, following +14% in February), and stand close to the long-run average (+12%). Cameron Martin, CBI Senior Economist, said: “There are signs that conditions are beginning to stabilise for manufacturers, with a long period of falling output expected to bottom out and selling price growth anticipated to slow over the next three months." “Conditions remain challenging nonetheless, with the orders pipeline still historically weak. The conflict in the Middle East is pushing up energy costs and risks further disrupting supply chains, adding to the cost pressures already facing manufacturers. “Navigating this uncertainty, manufacturers need to see the government delivering the longer-term reforms required to address the UK’s industrial energy cost disadvantage. This will be critical to reducing the cost of doing business – not only strengthening firms’ ability to invest, grow and create jobs - but also mitigating cost of living pressures impacting consumer confidence.”

St Austell Brewery - the South West’s leading brewing, hospitality and drinks wholesale business - is celebrating double success after being named Best Managed Pub Company (2–50 sites) and Best Sustainable Pub Company at the 2026 Publican Awards. This achievement marks the third consecutive year the independent, family-owned brewery has been recognised at the UK’s major hospitality awards, following wins for Best Brewing Pub Company in 2025 and Best Accommodation Operator in 2024. Kevin Georgel, Chief Executive of St Austell Brewery, said: “Winning both Best Managed Pub Company and Best Sustainable Pub Company is an incredible honour. These awards reflect the hard work, passion and talent of our teams right across the business - from our pubs to our breweries and drinks wholesale operations." “Our managed pubs are where everything we do comes to life - our fantastic beers, delicious food, and the brilliant people who deliver memorable experiences for our guests every single day. To receive such significant industry recognition in our 175th anniversary year feels particularly fitting. I couldn’t be prouder of our teams and everything they have achieved.” This year also marked a significant evolution for the business, with the rollout of its refreshed brand identity and long-term sustainability strategy, ‘Crafting a Brighter Future’. Emily Coon, Sustainability Manager at St Austell Brewery, said: “Taking home the award for Sustainable Pub Company is a meaningful moment for us. It recognises the progress we’ve made, as well as our ambitions for a brighter future." “Our pubs across the South West - and teams throughout the business - have shown such passion over the past year, bringing our strategy to life within their day to day roles and helping drive us forward." “This award reflects that companywide commitment as we continue to embed sustainability into our operations. There is still much more to achieve, but this recognition is a powerful motivator as we continue our journey towards delivering even greater impact in the years ahead.” Continuing its winning streak, St Austell Brewery also took home five bronze trophies yesterday for its first major rebrand in over 70 years. The Transform Europe Awards recognise excellence in brand strategy across the continent.

Robinsons Brewery is celebrating a landmark achievement after being named Best Brewing Pub Company at the 2026 Publican Awards, the most respected and competitive awards programme in the UK pub industry hosted by the Morning Advertiser. The award recognises outstanding businesses who combine a successful brewery with a thriving, well‑invested pub estate. For Robinsons, it marks a defining moment in a long brewing history rooted in Stockport, and a major milestone in the business’ internal ambition to become the UK’s leading family brewer. After being finalists numerous times over the years, this is the first time Robinsons has taken home the trophy. Oliver Robinson, Joint Managing Director, Beer Division, said the accolade reflects the progress and change the sixth generation family business has made in recent years. Oliver Robinson said: “This award represents the very best recognition the industry can give a brewing pub company. It reflects the passion and hard work of our teams across the business. This win is for them." The judges highlighted a number of reasons behind Robinsons’ win. The continued growth and innovation of the brewery’s own‑brand beer portfolio, which has helped strengthen its position across the estate. A deep‑rooted commitment to beer quality, driven by investment, modernisation and an unwavering focus on the perfect pint. The opening of Robinsons’ new £8.4 million state‑of‑the‑art brewhouse, which has modernised the production process and strengthened long‑term sustainability. Significant and ongoing investment across the pub estate, ensuring quality, character and relevance in a competitive market. A strong strategic direction aligned to the goal of becoming the UK’s leading family brewer, with clear evidence of momentum and delivery. Ed Bedington, editor of the Morning Advertiser, said: “These awards are testament to the tenacity and excellence that runs through the pub and bar sector." "There’s no getting away from the fact that there are plenty of challenges for people running pubs right now, but our winners tonight represent the best in the sector, and despite everything thrown at them, they’re not taking their eye off the ball and continuing to deliver great experiences for customers and amazing careers for their teams.” William Robinson, Joint Managing Director, Pub Division, added: “This award signifies more than a great night for Robinsons. It’s a clear marker that our long‑term strategy, our investment in our pubs and beers, and the pride our people take in their craft are delivering meaningful results.” With its new brewhouse fully operational, continued momentum behind its brands and a strong investment pipeline across its pubs, Robinsons enters 2026 with confidence and even more ambition.

Veritage International has published a new global research report highlighting significant, often overlooked risks facing business families during wealth and ownership transitions.   Titled The Missing Link in Family Business Transitions: How Emotional Disconnection Threatens Family Legacy, the report reveals a substantial disconnect between founders or current owners and the rising generation. The findings point to persistent gaps in communication, trust and emotional alignment that undermine effective succession planning and long-term family cohesion.   Drawing on patterns reported by families of wealth worldwide, the research explores how both generations prepare — or fail to prepare — for the transfer of wealth and ownership. It examines concerns around letting go and taking over, alongside the emotional challenges that frequently remain unaddressed within affluent families.   The report stresses that success in family enterprises cannot be measured by financial performance alone. Instead, it argues that enduring success depends equally on family wellbeing, unity and a shared long-term vision. According to the research, a family’s vision and its wealth strategy are inseparable, and both must be intentionally designed to support and reinforce one another.   Veritage’s analysis identifies several categories of risk, including inadequate succession preparation, strained family relationships, unclear individual roles, questions of personal value, and low emotional engagement across the family system. These pressures, the report warns, can distort decision-making as family members react from unresolved emotional wounds rather than shared objectives.   The study introduces the concept of “emotional governance” — the ability to regulate emotions so they become an asset rather than a liability — as a critical factor in sustaining both business continuity and personal wellbeing. It also highlights the consequences of generational disconnection, noting that a majority of next-generation members do not feel that a clear role has been defined for them in future ownership or wealth decisions.   The findings suggest that families in which members feel heard and respected experience less internal friction and are better equipped to manage complex transitions and disputes with confidence and alignment. Veritage positions the report as a practical resource for advisers, family offices and business families seeking data-driven insights and tools to create safe environments for meaningful intergenerational dialogue.   Veritage International says the research is intended to spark open discussion around the emotional challenges that are frequently avoided in families of wealth, particularly during periods of transition. The firm plans to share its findings through events, private briefings and educational sessions with families and advisers worldwide.   Francesco Lombardo, Founder and Managing Director at Veritage International, described the report as a catalyst for change. “The biggest message is that there is a clear disconnect in communication between the generations,” he said. “A lack of honesty and integrity in these conversations due to a lack of emotional safety — or the absence of conversations altogether — is one of the greatest enemies of family businesses and family offices.”   He added that, despite an unprecedented wave of intergenerational wealth transfers on the horizon, families are struggling to discuss what inheriting wealth truly means. “Both the retiring and rising generations often see the other as unprepared for the transition, yet the conversations needed to address this are simply not happening.”   According to Lombardo, traditional governance structures alone are insufficient. “Governance systems do not handle emotions thoroughly enough to facilitate these transitions successfully,” he said.   Thomas Clark, COO at Veritage, echoed this view, warning of a growing sense of disenfranchisement among next-generation family members. “The result is a generation that does not feel listened to,” he said. “There is a broader issue for the family business community in understanding the scale and impact of the emotional challenges currently at play.”   Clark argued for a balanced reliance on conventional governance and greater focus on emotional dynamics. “By addressing the emotional layers and bringing generations together, advisers can then build detailed plans rooted in shared values, alignment, purpose and mutual respect.”   The report concludes that a meaningful shift in advice and practice is needed, beginning with greater personal awareness of emotions and a willingness to address them openly. In some cases, it notes, families may need specialist support to move conversations forward constructively.   “As advisers, we must help families feel safe to express what they truly want,” Lombardo concluded." “The first step is admitting there are communication issues, putting them on the table and being willing to address them honestly." "Only then can families put emotional governance into action and successfully navigate the intergenerational wealth transfers that will define the coming years.”   Download the research report here:

The fun and games of psychology, intelligence, deception detection and human communication are the focal point of a new experience jointly devised and hosted by two North Lancashire businesses. Lancaster House Hotel has introduced ‘Betrayal’, a treachery themed game night for guests, in a new partnership with local company Lancaster Escape Rooms. With some similarities to the highly popular TV series ‘The Traitors’, these special hotel nights for guests and participants provide an immersive experience with the jeopardy of deception, secrecy, suspicion and strategy. The multi-layered game is designed to test the acting skills, social perception and behavioural instincts of participants, whilst presenting the opportunity to forge new friendships and connections. Lauren Brady from Lancaster House Hotel explains: “Betrayal is an interactive game of social deduction which gives participants an intriguing evening of mystery, fun and mayhem." “We’ve dabbled in the past with murder mystery nights as we’re always looking for opportunities to put on entertaining events for both guests and locals, but with Betrayal there is that extra layer of the psychological battle between contestants, as well as an element of competitiveness and a canny ability to mislead!” The Betrayal game evenings commence with an ice breaker drinks reception at the hotel for those taking part, followed by a two course dinner before the fun and games commence. It’s a chance for contestants to get to know each other and perhaps learn early on who has a ‘poker face’ and who has the latent ability to read the behaviour and motives of others. The guided experience also includes interludes after each elimination stage, with spin off games and puzzles before the next set-piece section. The question is whether the ‘Betrayers’ can gain the upper hand and strength of numbers to outwit the rest of the group before their identities are revealed. Philip Stubbins from Lancaster Escape adds: “Certain members of the group are selected as ‘Betrayers’ while the rest must figure out which among them can and cannot be trusted. It’s a race against the clock to identify and eliminate these pretenders before they have the chance to bump them off!” Lancaster House Hotel is running ‘Betrayal’ night events on Friday 8 May, Friday 10 July and Friday 18 September 2026. For further information, visit here .

Drivers in and around Bournemouth will have the opportunity to get behind the wheel of Kia’s latest all-electric car, the compact new Kia EV2, before it officially arrives in UK showrooms. Hendy Kia Bournemouth is hosting a special ‘First Drive Weekend’ from Thursday 16th to Saturday 18th April, giving local customers early access to test drive and explore the new model. The Kia EV2 is a compact electric SUV, offering a combination of space, efficiency and everyday practicality, making it well-suited to both city driving and longer journeys. With limited spaces available, book your place now to avoid missing out by visiting here : Bookings are arranged in dedicated one-hour slots, giving customers the opportunity to take the EV2 out on a guided test drive and experience it for themselves. Each session includes a one-to-one introduction with a product specialist, followed by an accompanied drive on local roads, allowing customers to get a feel for how the EV2 performs in real-world conditions. The event is an opportunity for customers to experience electric driving first-hand, with a dedicated team available to answer any questions. UK pricing and full specifications for the Kia EV2 will be confirmed ahead of its arrival in showrooms later this year. Find out more visit here , or visit Hendy Kia Bournemouth, 516 Wallisdown Road, Bournemouth, BH11 8PT

Britain’s brewing landscape has changed beyond recognition over the past two centuries. Thousands of breweries that once served local communities have disappeared, victims of industrialisation, consolidation, changing tastes and, more recently, global competition. Yet a small number of long-standing, family-owned breweries continue not only to survive, but to thrive. Their endurance is no accident. It is the product of patience, adaptability and an approach to business that values stewardship over short-term gain. Rooted in Place, Not Passing Trends One defining characteristic of Britain’s oldest family breweries is their deep connection to place. Brewing was never just a commercial activity; it was a civic one, tied to local water sources, agriculture and pubs that acted as social anchors. Take Shepherd Neame, founded in 1698 and widely regarded as Britain’s oldest brewer. Based in Faversham, it has drawn water from the same artesian wells for centuries and maintained a strong presence across Kent and the South East. While many competitors chased rapid expansion or sold out during periods of consolidation, Shepherd Neame focused on incremental growth rooted in its heartland. This sense of place creates loyalty that is difficult to replicate. Customers may experiment with new beers, but they return to brands that feel part of the local fabric. Long-Term Thinking In A Short-Term World Family ownership changes the rhythm of decision-making. Where publicly listed companies often operate under quarterly pressure, family brewers think in generations. Samuel Smith, established in 1758, exemplifies this philosophy. Still owned by the Smith family and based in Tadcaster, the brewery is known for its independence and idiosyncratic approach. It has resisted trends that might dilute its identity, continuing to use traditional brewing methods and maintaining control of its estate of pubs. This long-term outlook allows family brewers to weather downturns that might cripple more leveraged businesses. Debt is approached cautiously, reinvestment is steady rather than speculative, and resilience is prioritised over rapid scale. Adaptation Without Abandoning Tradition Survival over centuries requires change — but the most successful family breweries adapt without abandoning their core values. Cornwall’s St Austell Brewery, founded in 1851, offers a modern example of this balance. While fiercely proud of traditional beers such as Tribute, the business has embraced contemporary brewing styles, invested heavily in its pub estate and diversified into hospitality, food and tourism. Rather than seeing tradition as a constraint, St Austell has treated it as a foundation on which to innovate. This willingness to evolve, while remaining recognisably itself, has allowed it to prosper as consumer tastes have shifted. Independence As A Strategic Advantage Many historic breweries disappeared during the twentieth century as the industry consolidated into fewer, larger players. Those that remained independent often did so because family shareholders were unwilling to sell, even when the financial logic appeared compelling. Wiltshire-based Wadworth, founded in 1875, retained its independence while much of the industry merged around it. The business invested in its pubs, people and brands rather than chasing national dominance. That independence enabled Wadworth to take a measured approach to change, responding to market shifts without being forced into aggressive restructuring. Similarly, Harvey’s Brewery, founded in 1790, remains proudly family-owned and locally focused. Its beers are distributed selectively, reinforcing a reputation for quality and authenticity rather than ubiquity. Culture, Craft And Custodianship At the heart of these enduring businesses is a shared sense of custodianship. Family owners see themselves not merely as operators, but as temporary guardians of something larger than themselves. This mindset influences everything from employee relations to sourcing decisions. Staff loyalty tends to be high, skills are passed down, and quality is protected even when cheaper alternatives exist. Mistakes are viewed as lessons for the next generation rather than failures to be punished by the market. It is telling that many of Britain’s surviving family breweries invested early in apprenticeships, training and community engagement, quietly reinforcing the human capital that sustains them. Why Others Fell Away By contrast, many vanished breweries suffered from overexpansion, underinvestment or an inability to adapt. Some became overburdened with debt; others lost their local relevance as tied estates declined or consumer habits changed. Without patient capital or a unifying sense of purpose, they were absorbed or closed. Family ownership alone is no guarantee of survival. But where it is combined with discipline, adaptability and a respect for heritage, it can be a powerful advantage. A Living Legacy In a fast-moving, globalised market, Britain’s long-standing family-owned breweries offer a compelling counterpoint. Their success lies not in resisting change, but in shaping it on their own terms, guided by history, anchored in place and focused firmly on the long view. As new breweries rise and fall, these family firms remind us that endurance is brewed slowly, with care, and with an eye on those who will one day inherit the kettle.

Family Business United is proud to announce the launch of Bitesize , its new official digital magazine, created to deliver timely insight, inspiration and practical thinking for the family business community. Published three times a year and distributed widely across the Family Business United network and the broader family business ecosystem, Bitesize has been designed as an accessible and engaging resource for family business owners, leaders, next-generation members and professional advisers. Insightful, Relevant And Easy To Digest Each edition of Bitesize brings together a carefully curated mix of expert insight and real-world experience. The magazine reflects the realities of family enterprise, combining practical thinking with thought leadership to support informed decision-making across generations. Content within each issue of Bitesize includes: Features sharing the journeys and experiences of family businesses Insight and commentary on key topics such as custodianship, legacy, long-term stewardship, next-generation engagement and succession planning Perspectives and guidance from family business leaders and trusted advisers Designed with busy readers in mind, Bitesize delivers high-quality content in a format that is both informative and easy to consume. A Platform For The Family Business Community Bitesize has been created to inform, connect and support the family business community. It provides a platform to share experiences, highlight challenges and celebrate the diversity, resilience and long-term contribution of family enterprises. Through a combination of storytelling, expert insight and practical guidance, the magazine aims to strengthen understanding and foster collaboration across the sector. Bitesize is available in digital format and will be published three times annually. If you want to find out more about advertising and sponsorship opportunities in the magazine please do not hesitate to contact us . Check out the inaugural issue of Bitesize here

Robert Scott has become the first company in the UK cleaning sector to incorporate a biodegradable plastic additive into its mop socket design. This innovation means that Exel® sockets are designed to biodegrade in managed landfill environments, eliminating the environmental impact of traditional plastic components polluting the planet for hundreds of years. As Europe’s largest mop manufacturer, Robert Scott has long led the way in sustainable design, first re-using waste fabric back in the 40’s to manufacture mopheads. Today, Robert Scott manufactures 25 million mops a year in the UK. Of these, the cotton-rich fibre is recycled from 100% post-consumer waste, while the Big White fabric is re-using industrial waste. A recent redesign to the socket is now saving 137 tonnes of plastic each year. In addition, the socket is made from durable polypropylene (PP); a type five plastic which can be recycled continuously into new products. However, Robert Scott understands that products that can be recycled aren’t always recycled, especially considering regional discrepancies in recycling methods and complexities of waste streams. In many instances, these will be disposed of and can end up in landfill. That’s why Robert Scott is now adding an innovative additive called BioSphere® to Exel® sockets, which speeds up the biodegradation process in managed landfill conditions. Plastics treated with the additive still have unlimited shelf life and are non-toxic. Reusable, recyclable and now biodegradable Alastair Scott, sales director at Robert Scott, said: "We scrutinise every component of our products and every aspect of our operations to meet our sustainability commitments. While a mop socket on its own may seem relatively insignificant, when you consider the 20 to 30 grams of plastic per unit across the millions of mops sold each year, the environmental impact soon adds up." “We know sustainability is a key concern in the commercial cleaning sector, both for our customers and the end-user. By making our sockets both reusable, recyclable and now biodegradable, we're helping address this by reducing plastic waste in the sector." To biodegrade, the socket is simply added to a managed landfill. The polymer attracts over 600 types of microbes, allowing them to colonise the plastic and begin to break down the polymer chain by utilising its carbon backbone as an energy source. Put simply, this creates the opportunity for microbes to utilise plastic as food and this process continues until the only remaining element is nutritional, organic soil without the creation of microplastic. Comparing this to normal untreated plastics, which can pollute the planet for anything up to 500 years, it’s an amazing and revolutionary additive. Independent laboratory tests carried out by Eden Research Laboratory in accordance with ASTM D5511 are ongoing, a commonly recognised test method for assessing biodegradability. After the first 12 months, the sockets have already degraded by 29.6%, which is an incredible performance when compared with untreated plastics that can hang around in the environment for hundreds of years. Tests are ongoing and results will be updated regularly. A similar technology was added to P-Wave’s Slant6 urinal screen in 2019 - the brand is now distributed by Robert Scott - and laboratory tests demonstrate an 89% biodegradation in just six years. Neither technology uses oxo-degradation additive, and both comply with current UK and EU regulatory requirements. The Exel® push-fit socket was originally designed by Robert Scott to accommodate different designs of mop handles, while preventing the chance of the mop unscrewing from an Exel® handle when being wrung out. Since its introduction in the 90’s, this innovation has helped the Robert Scott mop to become the market-leader in the UK’s commercial cleaning sector. Watch this video about Robert Scott’s industry-first biodegradable mop socket here , or visit the website here .

Independent insurance broker, TL Dallas, has appointed Cara Mackenzie as its new regional placement manager for Scotland, a role that will see her overseeing the company’s insurer relationships across the region. In her new position, Cara will be responsible for managing and strengthening relationships with TL Dallas’ extensive network of insurance companies, supporting key clients and partners, and driving the company’s placement strategy throughout Scotland. She will also play an important role in supporting the local broking teams on complex and difficult to place renewals, to ensure clients are properly protected against the ever-emerging risks they face. Cara said: “TL Dallas offers a unique combination of scale yet it’s still an independent, family-run broker with a strong presence across Scotland and beyond. Joining gives me the opportunity to work closely with the teams across Scotland, whilst helping drive growth for the business.” Cara brings more than a decade of experience in insurance broking and relationship management. Prior to joining TL Dallas, she spent almost four years at Accelerant, a risk exchange platform that connects Managing General Agents (MGAs) with risk capital partners, where she managed relationships with multiple MGAs and oversaw complex policy binders. Her earlier career included roles at Marsh Commercial and Clark Thomson in Inverness, giving her comprehensive insight into both client-facing broking and placement management. Chief executive officer, Tim Mortimer, said: “Cara’s extensive experience makes her an excellent fit for this role. Her knowledge of the Scottish insurance market, combined with her ability to support complex accounts and drive placement strategy, to ensure clients are matched with insurers that fit their individual requirements, will be invaluable as we continue to expand and strengthen our regional presence.” Cara will work closely with internal teams and external partners to ensure clients’ insurance needs are met efficiently whilst identifying new business opportunities. Her remit spans all offices in Scotland, including Caledonia Dallas in Inverness and Elgin, Nord Dallas in Orkney, as well as the TL Dallas offices in Shetland, Edinburgh and Glasgow. Founded in 1919, TL Dallas now employs more than 235 people across 15 offices throughout the UK and is a founding member of the UNA national alliance of independent brokers.

Lidl GB has revealed a new food waste reduction target to coincide with the start of Food Waste Action Week and announced new trials to help accelerate progress. After surpassing its FY2025 goal of 40% food waste reduction1, the discounter has now raised its five-year target from 50% to a more ambitious 70% by FY20302. To drive this next phase of food waste reduction, Lidl is extending its current partnership with Neighbourly to trial the charity’s Surplus Saviours3 initiative this summer in the Midlands. This redistribution scheme enables registered individuals - including charity volunteers and customers - to collect unsold surplus food, building on the partnerships Lidl stores already have with registered charities and helping even more people support their local communities. With extended collection times and access to fresh and chilled items approaching their use‑by date later in the evening, the trial is expected to redistribute more than 5,000 tonnes of food to those in need. In addition to community redistribution, Lidl has also further strengthened its circular economy credentials with a new animal feed trial taking place in the Peterborough region. This trial will see the supermarket divert inedible fresh bakery lines, including everything from croissants to bread loaves, to create animal feed. Matt Juden-Bloomfield, Head of Sustainability at Lidl GB, said: “At Lidl, we set ambitious targets that challenge how we operate and inspire innovation when it comes to food waste. We've made good strides, but we know we can do more. With that in mind, we have increased our targets to ensure we remain accountable and also introduced some exciting new trials to take things to the next level." "We remain committed to accelerating our progress in this space and collaborating closely with our industry peers to drive lasting impact for both the environment and the communities we are at the heart of.” Lidl GB works closely with global environmental action NGO, WRAP, to identify practical, data‑driven ways to cut waste. Commenting on the partnership, Estelle Herszenhorn, Director of Food System Transformation at WRAP, said: “For the past 10 years, Lidl GB has been an active and engaged signatory of WRAP’s UK Food & Drink Pact. It has been fantastic seeing them offer loose fruits and vegetables and adopting best practice labelling." "Both practices help shoppers reduce their household food waste. In-store, Lidl GB's initiative on matching bakery products with demand aligns with WRAP's priority of preventing food waste before it occurs. We are delighted to see increased paths for redistribution where food is surplus – a move WRAP also encourages.” Updates to the Lidl in-store bakery have been one of the ways the discounter has achieved its current target. By aligning the amount of products more closely to demand throughout the day, it has reduced bakery-related food waste by 30% last year. To further help prevent food waste, the Lidl Plus app offers customers 20% off all in-store bakery items after 7pm. Since 2016, Lidl GB has also donated 50 million meals by redistributing high-quality surplus food through its Feed it Back scheme, delivered in partnership with Neighbourly. Every Lidl store nationwide is linked to local good causes, with processes in place to ensure as much suitable surplus food as possible is donated. Now into its fourth decade in Great Britain, Lidl has an unwavering commitment to advance its journey towards operating more sustainably. This focus has shaped their sustainability vision of better living every day.