Contractor Henry Brothers Construction has started work on a major refurbishment scheme at Wolverhampton Central Police Station. The renovation on the Bilston Street site will take 16 months to complete. The station will remain open to the public throughout. Once the work is complete, the site will have better victim facilities, provide officers with a modern workplace and safeguard the long-term future of the city centre building. Managing Director of Henry Brothers Construction, Ian Taylor, said: “We are very pleased to be starting work on this scheme to refurbish Wolverhampton Central police station, as we take great pride in working alongside our bluelight clients. The creation of a more modern police station will provide improved facilities for West Midlands Police and allow officers to better service the local community.” Henry Brothers will employ a number of local people including apprentices on the refurbishment scheme, ploughing money back into the local economy. Speaking about the refurbishment, West Midlands Police Chief Constable Craig Guildford, said: “These essential works represent a major investment in policing in Wolverhampton and this iconic building. Every penny will be spent wisely, with local businesses and local people benefitting from this injection of cash into the local economy." “Policing has changed considerably since the station opened 33 years ago, especially our focus on victims - which is more important now than ever. The work which is underway includes improvements to victim care facilities as well as staff areas.” The building - which has not been updated since it was opened by Princess Diana on 31 July 1992 - requires substantial essential work including replacing windows, installing a new heating/cooling system, repairing leaks and damp, creating new victim care rooms, insulating the building, installing solar panels and LED lighting to reduce energy and more. Safety and security systems will be upgraded while an employee café will be built on site and managed by a local non-profit organisation. The aim is for the charity to provide training and work for people who have historically been excluded from the local job market, including people who have experienced homelessness, disabled people and people with no formal qualifications. It’s a model which has been successfully implemented in other areas of West Midlands Police and proven popular with officers. Chief Superintendent Anthony Tagg, responsible for policing across the whole of Wolverhampton, said: “I’ve been really clear that operational policing must not be affected while the refurbishment takes place. Our brilliant officers and staff will be going out of their way to make that happen." “To minimise disruption, some teams have been temporarily moved to Wednesfield and Bilston police bases, where they continue to serve the city’s communities while the remainder continue to work from Wolverhampton Central.” Cash for the £9 million critical works has come from making better use of West Midlands Police’s estate, reducing energy consumption and other cost savings that have made the service more efficient and more effective, such as the introduction of robotics to automate administrative processes and artificial intelligence to answer all non-emergency calls. Money for the works can only be spent on buildings and equipment, and not officers. Police and Crime Commissioner Simon Foster said: “I am pleased that we have secured the long-term future of Wolverhampton police station through this vital investment. This is a clear indication of my commitment to neighbourhood policing, to ensure officers and staff have the facilities they need, to provide the public with an effective and efficient police service." “By modernising the police station, we are not only improving working conditions for our hard-working police officers and staff but also enhancing the service we provide to victims of crime and the wider community." “This investment is part of my wider strategy, to ensure that West Midlands Police is fit for policing in the 21st century, with an accessible, reassuring and visible police presence, based in the communities it serves – preventing and tackling crime and keeping people, families, businesses and local communities safe and secure.” Henry Brothers Construction is part of The Henry Group, which comprises a number of manufacturing and construction sector companies, ranging from external construction through to interiors fit out. In partnership with its valued clients, it has a proven track record in education, defence, commercial, industrial, transport and healthcare sectors.

Robertson Construction Central East has successfully delivered the £12m 4D Cellular Medicine Building that will support cancer and health research for the University of Edinburgh. Connecting to the existing East and North buildings of the Institute of Genetics and Cancer, the new five-storey building houses data analysis areas, laboratories and other specialist spaces which seamlessly merge with the existing facilities to support vital research. It was important that the new space blended in with the adjoining building which led to Robertson having custom-built bricks made to match the existing building’s bespoke brickwork, which is no longer manufactured. Delivering the new 2,000 metres squared project within a live environment, Robertson ensured that disturbance to the rest of the campus was kept to a minimum. David Cairns, regional managing director, Robertson Construction Central East, said: “The Western General Hospital Campus will greatly benefit from this new facility that will propel the University's innovative research forward. It marks our 14th completed project as we continue our strong relationship with the University of Edinburgh." “It's always a privilege to contribute to advancements in medical research and healthcare infrastructure. Our commitment to precision and quality ensures that these facilities not only meet but exceed the needs and priorities of current and future users.” Professor Wendy Bickmore, Director of the MRC Human Genetics Unit, said: “The new 4D Cellular Medicine Building represents an important step in furthering the joint mission of the IGC’s three centres – the MRC Human Genetics Unit, Edinburgh Cancer Centre and the Centre for Genomics and Experimental Medicine – to combine the scientific expertise, technology and support services needed to maximise scientific discovery and enable the rapid translation of these discoveries into 4D Cellular Medicine that have significant impact on society in the UK and Worldwide.” The Institute of Genetics and Cancer is a strategic partnership of the MRC Human Genetics Unit (HGU), Edinburgh Cancer Research, and the CGEM that together form a coalition of distinct world class expertise in genetics and cancer. Robertson Construction Central East is currently delivering a £9.5m refurbishment to the Queen’s Medical Research Institute for the University, at the Royal Infirmary of Edinburgh. The project sees the creation of new research spaces to address major disease challenges and is expected to complete in spring 2025. Additionally, Robertson is also undertaking a £12m refurbishment of the existing Lothian & Borders Fire station at the Edinburgh College of Art, Lauriston Place, that is expected to be complete in late 2026.

Willmott Dixon has started a new £20 million neighbourhood health hub in Weybridge, Surrey, to create a modern, purpose-built facility that will transform primary and community healthcare provision for the local population. Procured via the Procure23 framework, the project is being delivered on behalf of NHS Property Services, working in partnership with the Department of Health & Social Care and NHS Surrey Heartlands Integrated Care Board. Once complete, the development will represent one of the region’s most substantial recent investments in primary and community healthcare infrastructure. The new facility will provide a modern health hub designed to meet both current and future population needs. The Phoenix Family Practice will relocate into the building, which will also include maternity services, same day urgent care, diagnostics, and health and wellbeing support. A flexible first floor space will allow the NHS to adapt services over time in response to changing local demand. Pioneering Model for Neighbourhood Health Delivery The Weybridge facility brings together a range of primary and community health services under one roof, providing a sustainable response to local needs and forming part of a wider commitment to improving health outcomes and modernising healthcare infrastructure. Richard Poulter, Willmott Dixon’s Managing Director for the South: “We are pleased to be delivering this much needed community health facility for Weybridge. This development will bring essential health and wellbeing services closer to local residents, creating a modern, accessible centre shaped around the needs of the community." “With more than 100 healthcare construction projects, 30 of which have been community healthcare facilities, delivered across England and Wales over the past decade, our team brings deep experience in creating environments that support high quality patient care. Working closely with NHS Property Services and our project partners, this will be a sustainable, high performing building that the people of Weybridge can be proud of. We look forward to completing the new facility in 2027.” Vicky Stobbart, Director of Commissioning and Delivery for NHS Surrey Heartlands: “This is a significant milestone for the project. The start of construction work represents years of planning, extended collaboration and a major investment in the future of this modern health facility and for the health and wellbeing of local people.” Simon Taylor, Director Estates Policy, Strategy and Capital Projects, NHS Property Services: "This groundbreaking event celebrates a key moment as construction begins on this £20 million investment in Weybridge. We are focussed on delivering an NHS estate that is fit for the future and meets the modern health demands of communities across the country. This new neighbourhood health facility will provide more services, which can often prevent ill health, closer to people’s homes, ensuring the Ten-Year-Health-Plan goals are achieved.” Dr Graeme Wilding, GP Partner at The Phoenix Family Practice, said: “Over the past eight years, despite limited space and facilities, our staff at the Phoenix Family Practice has continued to provide safe, compassionate and professional care. Reaching this stage is a significant milestone, and we’re delighted to see the new building finally underway. The new facility will allow us to expand our services, offer a more welcoming environment for patients and give us the stability we need for the future.” The Weybridge health hub is an early example of the type of neighbourhood-based model of care set out in the NHS 10 Year Health Plan and reinforced by the government’s Budget commitment to deliver 250 Neighbourhood Health Centres across England. The programme will co-locate local health services such as GPs and physiotherapists in modern, purpose-built facilities designed to improve access to care and support a more preventative and sustainable NHS. Health Sector Expertise The Weybridge health hub adds to Willmott Dixon’s growing portfolio of transformational healthcare projects. The company recently broke ground on the £140m Emergency Care Building at Derriford Hospital in Plymouth – the first Wave 1 scheme in the New Hospital Programme to begin main construction. News Barnes Hospital and London River Academy Transforming Barnes Hospital: A new era for health and education in South West London Community healthcare hubs Non-acute healthcare in a community environment will drive health and wellbeing Neighbourhood Health Centres   Delivering the Future of Local Care Weybridge Health Facility New health facility offering maternity care, same-day urgent care, and diagnostics to Weybridge residents.

St Austell Brewery welcomed acclaimed chef, broadcaster and sustainability campaigner Hugh Fearnley Whittingstall to its head office, as part of a special St Piran’s Day event celebrating Cornwall’s rich food and drink culture. Hosted in partnership with the Cornwall Chamber of Commerce, the event brought together 40 producers, growers, businesses, charities and suppliers from across the county to showcase the creativity that defines the region’s culinary identity. Hugh took part in an in conversation ‘fireside’ chat, where he discussed his long-standing passion for sustainable food systems, the importance of local produce, and highlights from his career. Guests also joined a Q&A session and had the opportunity to network with fellow Cornish producers while sampling a range of locally made products. Commenting on the event and conversations, Hugh Fearnley Whittingstall, said: “It was brilliant to be in Cornwall today on St Piran’s Day with so many local growers, makers and suppliers. Great food is always rooted in great stories. When you know where your food comes from - who grew it, caught it or made it - it creates a much deeper connection to what’s on your plate." "Cornwall has an incredible natural larder, and when we source locally and responsibly, we’re not just supporting producers, we’re protecting the landscapes and ecosystems that make this place so special – and what better day to pay homage." ”Whenever we talk about food, we should also be talking about nature - how we farm, fish and grow in ways that protect biodiversity and build a more resilient food system. There’s real optimism in that conversation, particularly as innovation and new thinking open up smarter, more regenerative ways of producing food for the future.” Jak Yelland-Hill, Food Procurement Manager, St Austell Brewery: “Cornwall is home to some of the most talented producers and exceptional ingredients in the country, and we’re incredibly proud to have strong, long lasting relationships with our suppliers across our heartland." “A strong local supply chain is vital for quality, resilience and sustainability. Events like this help reinforce the importance of our suppliers and St Piran’s Day is a perfect moment to celebrate the Cornish producers who help us deliver quality across our pub menus and ensure our wholesale drinks range continues to reflect the very best of the region.” John Brown, Chief Executive, Cornwall Chamber, said: “Cornwall’s food and drink sector is built on people, place and pride - and telling those stories matters more than ever. When local businesses champion one another and share their successes, it raises the profile of the whole supply chain and strengthens our regional economy." “Events like this create space for curiosity, collaboration and conversation about the future - from food security to regenerative farming and biodiversity. There is a real sense of momentum and optimism across the sector, and by continuing to learn from one another and tell our stories locally, we can drive positive, long term change for Cornwall.” The morning concluded with a Cornish-inspired brunch hosted by St Austell Brewery, featuring dishes such as roasted plums, Cornish honey and Cornish rump steak, fried egg, and watercress on sourdough. Exhibitors included St Ewe, Buttermilk, Jolly’s, Westcountry, Cornish Larder, Colwith Farm Distillery, Cornish Distilling Co., and Cornish Sea Salt.

Dr Hannah MacKechnie, managing director and co-founder of Radfield Home Care, reflects on building a national care franchise from its roots in Shropshire. Drawing on her upbringing in her family’s care home, she explains why ownership, quality and long-term thinking have determined the company’s growth. Here, she sets out how remaining family-owned continues to influence the way Radfield operates and expands. Alex and I grew up around our parents’ care home in Shropshire, and that experience shaped how we see this sector. We watched our mum build a culture where staff felt valued and residents were known as individuals. It was never only about running a business; it was about creating an environment where people felt safe, respected and properly supported. That belief still underpins Radfield today. If you look after your people well, they will look after your clients well in return. When we founded Radfield Home Care  in 2008, we based it in Shrewsbury because it is home and because it made sense for us personally. We both moved back to the area, and for a period, we ran the new home care business alongside the existing care home. Being rooted in Shropshire has never felt like a limitation. Our franchise partners come to see us here, they meet the wider team who support them, and they understand that we are accessible. As we have grown, we have not felt the need to relocate simply for appearances. In the early years we expanded through company-owned offices across Shropshire, Worcestershire, Staffordshire and Cheshire. That model allowed us to test and refine our systems, but over time we began to see its constraints. We had strong regional managers who were capable and committed, yet there is a difference between being very good in a role and carrying full responsibility for a business. What became clear to us was that the gap was not skill; it was ownership. Running a care business requires constant attention to quality, thoughtful people management and sustained local business development. Those demands rarely sit comfortably together in an employed structure. Franchising offered a different alignment - the person leading the business locally is investing their own capital and reputation, and that changes the level of focus and accountability. For us, it created a way to grow without loosening our standards, because we were partnering with people who were motivated to build something of their own within a proven framework. When people hear the word ‘franchise’, they sometimes assume light-touch oversight. In care, that simply is not possible. Compliance with CQC requirements, safeguarding processes, training structures and brand standards are set centrally and are not optional. Our franchise partners often say that this clarity is reassuring. They are not starting from scratch or interpreting regulation alone; they are building on a model that has already been tested. That structure is backed by dedicated teams. Our quality and compliance team carries out audits and delivers ongoing training and support. Our business performance team works with partners on planning and financial oversight, while marketing support covers both digital activity and local outreach. We made an early decision that we would rather grow steadily, with the right level of support in place, than expand quickly and risk stretching the centre too thinly. The ratio of support team members to offices reflects that approach. The outcomes give us a useful measure of whether the system is working. Every CQC-assessed office in our network is rated Good or Outstanding, and franchisee satisfaction has been recognised with consecutive Workbuzz Five-Star awards. Those indicators matter more to us than headline office numbers, because they show that quality and commercial performance are aligned. Remaining family-owned influences the way we make decisions. In a sector where some larger networks are backed by private equity or overseas groups, it is common to see strategies influenced by relatively short investment horizons. We do not operate against an exit timeline. That means we can slow territory sales if necessary, decline prospective partners who are not the right fit and prioritise steady, sustainable growth over rapid expansion. We also think carefully about longevity. Franchise partners sign 10-year agreements and deserve confidence in the direction of the business. Over time we have built a strong management team so that Alex and I are increasingly focused on long-term strategy rather than day-to-day operations. Investment in technology forms part of that thinking, particularly where it improves efficiency and visibility across the network without compromising care quality. For franchise partners, the most impactful form of succession planning is a model that remains profitable, compliant and trusted locally. Working together as siblings has required clarity and discipline. In the early stages there was a tendency for both of us to be involved in everything, which can create confusion for teams. We have learned to divide responsibilities according to our strengths. My medical background and operational focus sit alongside Alex’s strength in strategy, brand and communications, and that separation provides clearer leadership internally. We encourage the same clarity among franchise partners who enter the business with a spouse or friend, because well-defined roles at the outset tend to prevent tension later. Looking ahead, the home care sector will face both opportunity and pressure. Demographic trends point to rising demand, but increasing employment costs and regulatory requirements will continue to challenge margins, particularly for providers reliant on local authority funding. We operate in the private-pay market, which allows fees to move in line with genuine cost increases and supports continued investment in our teams. That positioning is as much about stability as it is about growth. From a single operation in Shrewsbury to a national network, the central idea has not changed. We focus on quality, ensure that ownership sits locally and make decisions with the long term in mind. Scale matters, but only if it is sustainable, and our aim has always been to build a business that will still be strong many years from now.

Lidl GB has confirmed that its latest fundraising through the microdonation system, Pennies, has raised over £481,000 for the NSPCC’s Childline service. Since originally launching last year, Pennies has raised £1 million so far. As the first supermarket to introduce Pennies nationwide, Lidl has helped shoppers turn spare change into meaningful contributions. Complementing the existing in-store NSPCC cash donation tins, Pennies delivers a quick and easy way for customers to donate up to 30p per transaction via the card reader at checkout. Ryan McDonnell, CEO at Lidl GB, said: “During a visit to Childline’s offices, I was able to see first-hand the impact micro donations can make to children across the country. I’d like to thank everyone who has made this possible - to our customers for their generosity and to our colleagues for continuing to champion our partnership nationwide. Thank you to all the volunteers who turn that generosity into life-changing support for children. Seeing the impact up close, I felt immensely proud of what we’re achieving together.” Lidl GB has proudly been a partner with the NSPCC since 2017, raising over £10 million through colleague and customer fundraising, corporate sponsorship, and events. Chris Sherwood, CEO at NSPCC, said: “Every day, we witness how small acts of kindness can create extraordinary change. The generosity shown through micro‑donations doesn’t just fund our work - it fuels hope for children who need it most. We are deeply grateful to our partners, like Lidl GB, and to their colleagues and customers, whose unwavering commitment ensures this impact reaches communities nationwide." "Together, we’re proving that when many people give a little, we can achieve something truly remarkable.” Last year Lidl announced a new fundraising target to raise an additional £5 million by 2030. This would help Childline’s overnight Twilight team double its reach to answer over 100,000 contacts with children and young people.

Bitcoin is surging as global markets rebound and President Donald Trump reinforces his support for the digital assets sector in its intensifying confrontation with traditional Wall Street banks.   This is the bullish assessment from Nigel Green, CEO of global financial advisory giant deVere Group as the cryptocurrency jumped 8% to as much as $73,777, its highest level in a month, as investors rotated back into risk assets following easing fears about the potential impact of the war in Iran on global energy markets. He says: “The Bitcoin rally reflects two powerful forces aligning at once: improving risk sentiment across global markets and renewed political backing for crypto from Washington. The original and most influential crypto is responding to a combination of macro relief and political support." "Markets had been rattled by concerns the Iran conflict could deliver a prolonged shock to energy markets and global growth.    As those fears eased, investors moved back into risk assets and crypto is often the fastest responder when sentiment turns."   The deVere CEO continues: “At the same time, President Trump has stepped in publicly, via his Truth Social platform, to defend the digital assets sector against pressure from traditional banks, which sends a clear signal to markets about the direction of US policy.” Late on Tuesday, Donald Trump posted that banks were attempting to undermine the Genius Act and warned his administration would not allow it.   The legislation created a regulatory framework for the rapidly expanding stablecoin sector.   Since its passage, tensions have grown between crypto firms and traditional lenders over rules that allow platforms such as exchanges to pay interest on stablecoin balances held by users.   Nigel Green says the dispute highlights a deeper shift underway in global finance.   “Stablecoins are emerging as a new digital form of the US dollar, and that places crypto platforms into direct competition with traditional banks,” he explains. “When banks push back against that development, it shows how significant the shift has become.” Bitcoin had fallen sharply from its October peak near $125,000 before rebounding in recent sessions as broader market sentiment appears to improve.   The latest rally illustrates how closely digital assets are now tied to both macroeconomic developments and political signals coming out of Washington.   “Crypto markets react rapidly to changes in global risk appetite, but they also respond to regulatory direction,” he says. “When geopolitical concerns ease and the White House signals clear support for the sector, those forces combine to create powerful momentum for digital assets.” Last week, before the latest relief rally, and looking beyond mid-2026, Nigel Green said that he sees the potential for Bitcoin to exceed its previous record high before the year concludes.   “Once momentum re-establishes, fresh all-time highs are achievable before year-end,” he stated. “The prior peak is not a permanent ceiling.”   Nigel Green emphasises that volatility remains intrinsic to digital assets but argues that cyclical corrections have historically preceded renewed expansion phases. “The key issue is whether structural adoption has stalled,” he says. “Our assessment is that it has not. Institutional infrastructure is broader, deeper and more resilient than at any point in Bitcoin’s history.” He concludes: “For now, the Bitcoin bulls seem to be back in charge.”

Savills places the Portuguese capital among the five global markets with the highest appreciation potential in 2026, alongside Seoul, Tokyo, Madrid and Cape Town, all with forecast growth above 4%. The value of luxury residential properties continued to rise globally in 2025, with an average increase of 1.8% across the 30 cities analysed in Savills’ Prime Residential World Cities report. In the second half of the year, price growth outpaced rental growth for the first time since 2021, marking a break with the pattern of recent years. For 2026, Savills forecasts average growth of 1.3% in prime residential values, in a context still marked by caution and constrained supply. Five cities stand out: Seoul, Tokyo, Madrid, Lisbon and Cape Town, all with expected capital value growth above 4%. In markets such as New York, London, Paris, Dubai or Sydney, growth is expected to be more moderate, often below 2%. Lisbon In The Spotlight In Lisbon, luxury residential property values rose 4.4% in 2025, with Savills anticipating a further increase of between 4% and 5.9% in 2026. The Portuguese capital is part of a select group of markets that combine quality of life, consistent international demand and limited supply in this segment. These factors support price growth, now at a more balanced pace than in previous years. “Lisbon remains one of the most resilient prime residential markets in Europe, with a demand base that weathers more volatile cycles,” says Rita Bueri, Head of Residential Lisbon at Savills. “We are seeing a more balanced market, with demanding buyers and limited quality supply, which continues to support price growth in this segment.” Other Markets In Focus The report highlights contrasting dynamics across markets, with some maintaining strong growth and others already entering a more corrective phase. In Seoul, prime values rose 14.3% in 2025 and are expected to increase by a further 6% to 7.9% in 2026, in a context of tight land constraints and scarce available stock. Tokyo, which recorded a 30% rise last year, remains a market under intense pressure, with limited quality supply and very active demand, raising questions over the sustainability of this pace of growth. Madrid joins Lisbon in the group of cities with forecast growth between 4% and 5.9%, supported by both domestic and international demand and a shortage of prime product in the city centre. In markets such as Rome, Athens or Paris, the adjustment of recent years is now giving way to a gradual recovery, still with limited availability in the most central segments. In US cities such as New York, Los Angeles or San Francisco, growth is expected to be more moderate, capped by high prices and financing conditions. In the Middle East, Dubai recorded a 3.6% increase in the second half of 2025 and 11.2% over the full year, with forecasts pointing to more contained growth of around 1.9% in 2026. In Asia, the main Chinese cities are expected to see values fall between -2% and -3.9% in 2026, amid weaker demand and demographic challenges, while Hong Kong is beginning to show signs of stabilisation, with forecasts of 2% to 3.9% growth this year. In the conclusion of the report, Kelcie Sellers, Associate Director, World Research at Savills, states: “Chronically limited supply, international capital flows and sustained demand for global cities – particularly those offering strong lifestyle appeal and fiscal advantages – will continue to drive growth in prime residential markets worldwide.”

A new survey of 500 senior decision-makers within UK businesses, commissioned by Alliance Manchester Business School, has found that UK business leaders are struggling with the increasing complexity of their roles.   Key Findings: 73% say their role as a leader has become more complex over the past five years The emergence of new technologies, such as AI, was the main reason cited, followed by increased cybersecurity and data privacy risks, and the performance of the UK economy Almost three quarters (73%) of senior decision-makers within UK businesses said their roles had become more complex since 2020, rising to 79% among directors and C-suite, and 82% among decision-makers within mid-size companies (100-249 employees).   This is according to a study by Alliance Manchester Business School (AMBS), one of the world's leading business schools. It commissioned Censuswide to survey 500 managers, directors and C-suite executives within UK businesses.   When asked what factors had contributed to this increased complexity, the most common response was the emergence of new technologies, such as artificial intelligence (AI). More than three in ten (31%) respondents selected this as one of the main reasons for their jobs getting harder.   Other key factors were increased cybersecurity and data privacy risks (28%), the performance of the UK economy (27%) and new regulation and legislation (also 27%).   Elsewhere, a quarter (25%) of the business leaders surveyed said that pressure on meeting expectations around diversity, equity and inclusion (DEI) had been a contributor to the greater complexity of their roles over the past five years. The same number (25%) cited the rise of remote working, while 21% pointed to employees’ pay demands.   Stuart Wells, Managing Director of Executive Education at Alliance Manchester Business School, said: “Over recent years, significant new pressures have been placed on business leaders, and evidently this has translated into the vast majority feeling as though their roles have become far more complex." “If you look at the different factors contributing to this increased complexity, you quickly appreciate just how much the business world has been transformed since 2020. The rise of remote working since Covid, the proliferation of AI tools, scrutiny over DEI, cyber threats and data privacy, and turbulence within the broader economic climate – senior decision-makers are needing to navigate all these changes as they lead their teams and perform in their roles, and that is hugely challenging."   “Regardless of experience or competence, it’s clear that many senior managers require greater support." "From peer-to-peer learning to formal training, it is imperative that organisations consider which issues are impacting their leadership team and take action to ensure individuals are suitably equipped to lead effectively in this rapidly changing business world.”

St Austell Brewery is raising a glass to its 175th anniversary with the launch of a special limited-edition cask ale range for 2026. The range includes several much-loved favourites, revived from the brewery’s archives.   Drawing on recipes from brewing books dating back to the 1800s, the 175th anniversary collection pays tribute to some of the most well-loved beers in St Austell Brewery’s history. Alongside reimagined beers from its past and current core range - including a new anniversary ale named 1851 - each release has been carefully curated.   Classics such as Admiral's Ale (5% ABV), first brewed in 2005 to mark the bicentenary of Nelson's triumph at Trafalgar will return, alongside best bitter Trelawny (3.8% ABV), named after Bishop Trelawny from Cornish folklore. The burnished copper ale is still fondly remembered by beer fans.   The final release in the eight-strong cask line-up is Tribute Extra (5.3% ABV), the big sibling of St Austell Brewery’s best-selling Tribute pale ale. Brewed with Cornish barley and signature Celeia and Willamette hops, the rich pale ale is bold, complex, and full of character - a true celebration of that little bit extra.   The collection forms part of St Austell Brewery’s wider programme of 175-year celebrations, which includes commemorative events, special collaborations and a renewed focus on the business’s heritage pubs and regional roots.   Georgina Young, Brewing Director at St Austell Brewery, said: “Reaching 175 years is an extraordinary milestone, so it felt only right to celebrate by bringing some of our most cherished beers back to life. Our brewing archives are full of wonderful recipes - beers that meant something to the people who brewed them and to the communities that enjoyed them." “Revisiting classics, such as Trelawny and Tinners is a reminder of just how deeply our heritage runs, while giving us the chance to brew the beers with the quality and consistency made possible by modern techniques. As a team, we’re incredibly proud to honour our past while continuing to innovate for the beer drinkers of today.”   The commemorative cask beer range will be available in St Austell Brewery pubs and available to order for its wholesale customers. Cornish Ale, Trelawny – the first beer in the range – will be available from March 30th.   For pubs wishing to stock the limited-edition beers, visit  here .

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.”

Two Lake District hotel managers have swapped respective job roles and venues to obtain more experience and develop their professional skills.   Adam Bujok from Wild Boar Estate and Gary Tennant from Low Wood Bay Resort & Spa have changed places on a mutual month long secondment to manage new teams and learn about the different ways each venue is run.   As part of English Lakes Hotels Resorts & Venues’ Leadership and Development programme, the rationale for the switch is to accelerate Adam and Gary’s continuous professional development and managerial skills.   The job swap has been designed to ensure each manager benefits from maximum exposure to distinctly new environments out of their usual comfort zone, especially as Low Wood Bay and Wild Boar Estate are two distinctly diverse venues in character and set-up.   For Adam, the secondment has provided a new challenge in managing ‘The Spa at Low Wood Bay’ and supporting the spa team in all that entails. “It’s been a real eye opener to look after a new team and a departure from the norm in that my responsibilities during the secondment have been specific to spa services and management,” he explains. “That’s been quite a different and varied challenge and I think the biggest take-away from the job swap has been getting into the intricacies of plant maintenance and equipment operations for both the spa facilities and the pools. There’s a lot of behind the scenes technical work that goes into ensuring spa equipment runs smoothly and safely.” Gary’s move from the spa to managing the day to day running of the entire Wild Boar Estate with its Grill and Smokehouse restaurant and on-site microbrewery has been highly motivational for him too. He says: “It’s a great venue with lots of subtle, charming and traditional touches from its previous life as an historic, traditional inn." “I’ve enjoyed the challenge of managing a full hotel operation, including rooms, food and beverage and leading a different team. The day-to-day revenue dynamics have reinforced how small operational decisions directly impact overall performance. It’s been a great opportunity to step outside my comfort zone and sharpen my leadership style in a different environment." “The experience has undoubtedly improved my skills and that will hopefully stand me in good stead for further managerial opportunities.”   English Lakes Hotels Group Operations Director Michael Kay adds: “We are always looking for opportunities to freshen up our management approaches. The aim has been to stretch and enhance Adam and Gary’s existing skills by swapping hotels and working with other teams under different circumstances. Both of them have benefitted from knowledge sharing and each has brought new ideas and innovations to the table too.” In partnership with Godfrey Owen Consulting, the English Lakes Hotels Leadership and Development programme is designed to develop management and employability skills, increase industry know-how and encourage innovation and new approaches.   For further information about new job roles at English Lakes Hotels, visit here .