EDINBURGH CHAMBER OF COMMERCE AUTUMN 2026
1 Business Comment | Autumn Edition 2026
2 Business Comment | Autumn Edition 2026
WELCOME TO BUSINESS COMMENT This edition of Business Comment reflects a business community focused on growth, investment and opportunity. Across Edinburgh, organisations are making significant investments in their future. From Edinburgh Airport’s £500 million expansion programme and the development of new digital infrastructure, to businesses embracing emerging technologies and strengthening their leadership pipelines, there is a clear determination to build for longterm success.
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People remain at the heart of that growth. This issue highlights the organisations investing in skills, leadership and talent development, from inclusive employment initiatives to the expansion of our Rising Stars Leadership Programme. At a time when attracting and retaining talent remains a priority for many businesses, developing the next generation of leaders has never been more important. Sustainability is another theme running throughout these pages. Businesses across Edinburgh are turning ambition into action, whether through net zero planning, green investment, innovative reporting practices or new approaches to regenerative sustainability. These stories demonstrate that environmental responsibility and economic growth can go hand in hand. As we look ahead, what stands out is the resilience and ambition of Edinburgh’s business community. Despite ongoing economic uncertainty, businesses continue to invest, innovate and collaborate. Through initiatives such as the Edinburgh Chamber Business Awards, Net Zero Edinburgh and Rising Stars, we are proud to support and celebrate the organisations and individuals helping to shape our city’s future. We hope you enjoy this edition of Business Comment and the stories of success, innovation and leadership that it showcases from across our membership and the wider business community.
28 Rising Stars Returns
Contents NEWS
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SUSTAINABILITY
13
ECONOMY
22
EDINBURGH CHAMBER AWARDS
27
PROFESSIONAL DEVELOPMENT
28
DATA & DIGITAL
29
MEMBERSHIP
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Find out more about our membership benefits.
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NEWS
Edinburgh Airport announces £500million investment plan
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dinburgh Airport has announced plans to invest more than £500 million over the next five years in the largest capital investment programme in its history.
while improving the overall travel experience. Improvements across the wider airport campus will include additional electric vehicle infrastructure, a new access road and other operational upgrades.
The multi-year project will deliver major upgrades across the airport, including new gates and aircraft stands, a significant terminal expansion and improvements to passenger facilities aimed at supporting future growth.
The investment is expected to support the growth of both short-haul and long-haul routes, strengthening connections between Scotland and destinations across Europe, North America, the Middle East and Asia.
First Minister John Swinney visited the airport’s South East Pier expansion site with chief executive Gordon Dewar, where work is underway on the first phase of the programme. The development is due to open fully in summer 2027.
Describing the plans as a landmark moment for the airport, Gordon Dewar said: “This is the biggest investment in Edinburgh Airport’s history and comes at one of the most exciting points in its development, adding another important chapter to its story.
The investment will increase the terminal’s footprint by 60%, alongside plans for a larger check-in hall, expanded departure lounge, upgraded baggage facilities and improved international arrivals areas. New retail, food and drink outlets will also be introduced.
“Our growth has cemented our position as Scotland’s busiest and best connected airport, and we know the important role we play in supporting economic growth in Scotland and the UK. This investment will strengthen our international competitiveness by growing Scotland’s connectivity.”
Airport leaders say the programme will create the capacity needed to meet future passenger demand
The programme is backed by Edinburgh Airport’s owners, VINCI Airports and Global Infrastructure
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Partners (GIP), who say it reflects their confidence in the airport’s long-term growth prospects. During the site visit, First Minister John Swinney, said the investment would help strengthen Scotland’s global links while supporting economic growth. “This significant investment will enable Edinburgh Airport to compete with airports around the world. Alongside delivering real benefits to passengers, this boost will support Scotland’s international connections and help drive economic growth,” he said. Balfour Beatty is delivering the South East Pier expansion and other infrastructure works as part of the programme. Nick Rowan, Managing Director of Balfour Beatty’s business in Scotland, said the project would help support the airport’s next phase of growth. “As Scotland’s busiest airport, Edinburgh Airport plays a vital role in supporting the country’s economy, international connectivity and future growth, and we are proud to be helping deliver the infrastructure needed for its next chapter.”
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Unlocking Growth: How Edinburgh Guarantee Empowers Local Businesses
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n today’s competitive marketplace, finding and retaining the right talent is a real challenge facing businesses. Edinburgh Guarantee can offer an effective solution in bridging the gap between employers and the city’s diverse talent pool. Its core purpose is simple yet impactful: ensuring that every Edinburgh resident has access to a job, training, or education, while also equipping local businesses with the robust workforce they need to thrive. For businesses looking to expand, Edinburgh Guarantee provides a comprehensive suite of fully funded support services designed to remove traditional barriers to growth.
Streamlined, zero-cost recruitment Securing new staff can be both timeconsuming and expensive. Edinburgh Guarantee eliminates these hurdles by offering free recruitment support. Their dedicated team handles everything from advertising and promoting your job vacancies across extensive local networks to managing the initial shortlisting process, delivering highquality, motivated candidates direct to you. “Working with Edinburgh Guarantee has been a positive experience for our business,” says Graeme Dickie,
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Commercial Director at Henshaw Facades. “The team made the recruitment process simple and efficient, helping us find motivated new employees who have quickly become valuable members of our team.”
Recruitment incentive funding To further mitigate the risk of hiring, businesses can access recruitment incentive funding of up to £10,000 for taking on an eligible new employee. This substantial financial injection can help cover early-stage wage costs and training, making expansion a viable option for your organisation while also investing in the development of your new employee. Dean Jeromson, Director of DSJ Plumbing and Heating, experienced this impact firsthand: “The recruitment incentive funding has really helped both my business and my colleague Tom on his career in the plumbing industry. I appreciate everything the team have done.”
Targeted funding and Fair Work guidance The support doesn’t stop at the hiring stage. Recognising the diverse needs of the modern workforce, Edinburgh Guarantee can provide additional funding and in-work support for employees who are parents, helping
businesses foster an inclusive, sustainable workplace. Furthermore, advisors offer expert guidance on adopting fair work practices, aligning your business with Scotland’s Fair Work Framework to boost staff retention and morale.
Social impact and ecosystem connectivity Whether your business wants to establish modern apprenticeships or offer structured work experience opportunities, Edinburgh Guarantee team can provide advice and support in delivering community benefits, ensuring your social corporate responsibility aligns with genuine local impact. They can also connect you with Edinburgh’s wider business ecosystem, opening doors to valuable cross-industry networks and partnerships. Ultimately, it represents a win-win for the city’s economy. As Debbie McMillan, Business and Finance Manager at Pilton Youth & Children’s Project, concludes: “Outstanding support from Edinburgh Guarantee. They were proactive, helpful and supportive throughout recruitment. I’d recommend it as a first choice for any business or charity looking to recruit while benefiting from valuable financial support.”
If the power went off tomorrow, would your business be ready?
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magine your business suddenly lost power. Could you still take payments, access customer records or contact employees? Would security systems still work? If the interruption lasted several hours, would everyone know what to do? For most organisations, it’s easy to overlook how much we depend on electricity. Yet even a short interruption can mean lost trading time, disrupted operations, inaccessible systems or stock at risk. That is why having a plan can make a significant difference.
Keeping Edinburgh connected SP Energy Networks owns and operates the electricity distribution network across central and southern Scotland, maintaining the substations, overhead lines and underground cables that deliver electricity to homes and businesses across the region. Our teams work around the clock to maintain and upgrade the network, restoring supplies safely and quickly when faults occur. As businesses electrify their operations and more people switch to electric vehicles and heating, demand for electricity is expected to increase
significantly. To increase capacity, support economic growth and maintain a resilient supply, we’re investing £1.6 billion across ourScottish licence area between 2023 and 2028. Despite our investment and preparation, interruptions can still occur due to severe weather, thirdparty damage or equipment faults. We prepare for those situations, and businesses should too.
Resilience doesn’t need to be complicated Businesses prepare for risks such as fire, cyber incidents and IT failures. Power cuts should be no different. Consider four key areas: •
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Safety: Identify equipment that must be safely shut down and restarted. Switch off electric heaters and cookers during an outage and regularly test backup generators. Security: Consider how power loss would affect IT systems, data, electronic doors, alarms and shutters. Back up critical information and assess whether backup power is needed for essential operations.
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Welfare: Consider the needs of employees, customers and visitors. Ensure people can safely enter, leave or remain in the building, with emergency lighting or torches available.
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Communication: Plan how you would communicate with employees, customers and suppliers during an outage. Keep key contact details accessible and identify alternative communication methods if usual systems are unavailable.
Most importantly, decide who is responsible for what. Knowing who checks the premises, contacts employees and restarts essential equipment removes uncertainty during an outage.
If the power does go off, remember 105 If you experience a power cut, call 105 free of charge to reach your local electricity network operator. During an interruption, SP Energy Networks provides updates through its website and communication channels. Keep contact details up to date to receive relevant information when needed.
Take 10 minutes this week Our teams prepare year-round for faults and severe weather, while investing in a stronger, smarter network for communities and businesses across central and southern Scotland. Businesses can play their part too. Take ten minutes this week and ask a simple question: How do we keep our business running during a lengthy power cut? A little planning today could make a big difference tomorrow. 7 Business Comment | Autumn Edition 2026
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Twenty Years of Dakota: Protecting Culture as We Grow
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his August marks twenty years since the Dakota brand was first established, with the opening of our original hotel at Eurocentral, followed a year later by South Queensferry. From those beginnings, Dakota has grown into a portfolio of seven hotels, now operating across both Scotland and England. Reaching that milestone is something we are proud of, but for us it has never been purely about time or scale. It is about how the business has grown, and whether the qualities and values set by our late founder, Ken McCulloch, still hold true today.
Growth Beyond Geography Expansion is often measured in numbers and locations. For Dakota, it is equally about how far the brand can grow without losing its core, what makes us different and what makes us feel special, both for our guests and as an employer. Our move into England, alongside continued ambition within Scotland, was a natural progression. As a Scottish brand, there is a strong sense of identity and responsibility to continue investing here. Growth beyond that is not a shift away, but an extension of what has already been built. For business leaders, the challenge will feel familiar. Growth often comes with a concern that something is lost along the way. The magic fades, the business becomes more corporate, and over time, more 8 Business Comment | Autumn Edition 2026
Written by Samantha Hamilton-Green, People and Brand Director, Dakota Hotels
distant from what made it distinctive in the first place. At Dakota, we have always been clear on what sits at the centre. Our Bar & Grill is the heart and soul of what we do, and it reflects the wider culture of the business. Our biggest challenge is ensuring that as we grow, that feeling does not dilute.
when Dakota first opened, or even fifteen years ago when I joined the business.
The landscape we are operating in has also changed significantly.
People Are Our Brand
The expectations of people, the availability of talent, and the definition of a good employer look very different today than they did twenty years ago
Growth is not just about expanding our sites, it is about adapting to that shift while still delivering with consistency.
As you grow, you can replicate a building or a design, but the biggest challenge is in replicating culture, and finding the right people to do that is key to our expansion plans.
individuals and build capability properly. At Dakota, that is supported through Dakota Academy, where we invest a significant amount of time in both internal presentations and structured development programmes to nurture raw talent. It allows us to succession plan for growth and develop from within, rather than relying solely on external hiring. It strengthens recruitment because you are not only hiring ready made talent, you are creating it. It also builds loyalty and a clearer sense of progression, which in turn supports retention.
Succession Planning for Growth As the business expands, the focus on succession becomes more important. Opening new hotels requires more than operational readiness. It requires leaders who understand the brand instinctively and can carry that into a new environment from day one. Without that, consistency becomes difficult to maintain.
Our recruitment strategy is quite simple. As our founder Ken McCulloch would say: “Good service isn’t a mystery – employ nice people.” This principal shapes how we think about potential, not just who someone is today, but what they could become with the right environment around them. We are all looking for more people who “get it”. The reality is we only find them if we are prepared to invest the time in training, opportunity and spotting talent early. That focus has been recognised externally. Dakota Hotels has been named in both The Sunday Times and The Caterer Best Places to Work lists over several years. Alongside this, one of our emerging leaders has achieved an Acorn Award every year for the past six years, showing that developing talent is something we’re serious about.
Giving People a Chance This is an industry that relies on giving people a chance. I often think back to the General Manager who first saw my CV when I was still in high school. I had no experience, but I was given a role on reception. It was a simple decision at the time, but it changed the course of my career. That belief in giving people an opportunity still matters. Some of the strongest people and effective leaders in our teams did not begin with experience. They began with work-ethic, energy, and potential. We have to be careful that as the industry evolves, and our businesses grow, we do not allow AI led applicant tracking systems or overly rigid scorecard interviews to filter out exactly those people. Investing in internal training and development allows us to take those
That is why internal progression sits at the centre of our approach. Moving brand ambassadors between sites and especially for new openings has been invaluable to us. Leaders who have developed within Dakota bring a level of understanding that cannot be taught quickly. They know what good looks like in practice, and they are able to build teams around that standard. Planning for succession in this way allows the business to grow with more control. It creates continuity across locations and ensures that as new hotels open, the culture is already in place.
Looking Ahead With seven hotels now in operation and further development in the pipeline, the direction of travel is clear. Twenty years on from Eurocentral, the priority remains the same. Build a strong team, create clear opportunities for people to progress, and protect the culture that defines the brand. 9 Business Comment | Autumn Edition 2026
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The value of inclusive employment: Emilia’s placement at Edinburgh Zoo
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hen Emilia first joined the zoo’s retail team, Tony’s initial impression was that she was shy and quiet. Like anyone starting a new job, she was finding her feet in an unfamiliar environment. But it didn’t take long for Emilia’s personality to shine through. Arranged through the Royal Zoological Society of Scotland (RZSS) partnership with Down’s Syndrome Scotland, the placement has given Emilia the opportunity to gain real workplace experience while building her confidence and independence. “By the second week, Emilia was settling in well. Her sense of humour was starting to come out and she was more relaxed,” says Tony. Working two days a week over the summer, Emilia quickly became a valued member of the team. She developed a particular enthusiasm for a range of tasks including organising the magnet boards, filling the sweet displays, maintaining the queue line and cleaning stock areas. From her very first day she was also keen to learn new skills and showed an interest in working on the till. Initially Emilia needed guidance and support, but as her knowledge and confidence grew, she was able to take on more responsibility. Towards the end of her placement, she was completing the queue line independently and had the opportunity to work on the till under supervision. Tony adds: “Emilia was always inquisitive and carefully watching what we were doing so she could take on these tasks herself.”
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The placement was about more than developing practical workplace skills. Tony saw a clear change in Emilia’s confidence over the three months. She became more comfortable asking questions, expressing her opinions and advocating for herself. Emilia’s positive attitude, hard work and willingness to get involved also had an impact on the wider team. Tony describes her presence as creating “a nice vibe” on the shop floor and says colleagues were always happy to see her. Her interactions extended beyond the immediate retail team, with Emilia building positive relationships with staff from different departments. For Tony personally, the experience highlighted the contribution people with Down’s syndrome can make in the workplace. He also believes that inclusive employment benefits the wider community. With thousands of visitors passing through the zoo, seeing people with disabilities working in visible roles can help normalise inclusive employment and encourage other organisations to consider similar opportunities. His advice to other employers considering an inclusive placement is simple: “I would say go for it. Just go for it. You won’t know until you do it. Then you realise what you’re missing, and what you can offer people by giving them that chance.” For Emilia the placement provided valuable workplace experience, new skills and increased confidence. For Tony and the wider team, it demonstrated the difference an opportunity can make — both to an individual and to the workplace around them.
New Principal and Vice-Chancellor takes up post at Heriot-Watt University
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eriot-Watt University has welcomed Professor Nola Hewitt-Dundas as its new Principal and Vice-Chancellor, marking a significant leadership transition as the institution prepares to launch its new long-term strategy. Professor Hewitt-Dundas officially took up the role at the start of September, joining from Queen’s University Belfast, where she served as Pro-Vice-Chancellor. An internationally recognised academic in innovation and science policy, she becomes the first woman to lead Heriot-Watt in its more than 200-year history. Her appointment comes ahead of the launch of Strategy 2035 in October, a new institutional roadmap that will set the University’s priorities and ambitions for the next decade. Professor Hewitt-Dundas succeeds Professor Richard A. Williams, who steps down at the end of September after eleven years as Principal and Vice-Chancellor. During his tenure, Heriot-Watt expanded its global reach and further strengthened its reputation for research, innovation and industry engagement. Welcoming the University’s new leader, Chair of Court Bruce Pritchard said Professor Hewitt-Dundas brought a strong track record in research and higher education leadership. “Professor Hewitt-Dundas brings a distinguished record in research and a deep understanding of how universities turn ideas into real benefit for communities and society,” he said. “It is a privilege to welcome someone of her calibre, and a historic milestone for us, with Professor Hewitt-Dundas becoming the first woman to hold the post in our history. With Strategy 2035, we have a clear sense of direction and ambition, and in Professor Hewitt-Dundas we have the leader to deliver it.” Professor Hewitt-Dundas brings extensive experience across research, innovation, governance, international engagement and university leadership. Her research has focused on innovation policy and the relationship between universities, business and economic development. Speaking on her arrival, she described Heriot-Watt as an institution with a long-standing commitment to practical education and real-world impact. “This is a remarkable university where for over 200 years Heriot-Watt has responded to the needs of industry and society through world-class education, pioneering research and real-world impact,” she said. “Heriot-Watt has always believed that education should be
practical, useful and open to anyone with the drive to use it. Our new strategy builds on that legacy, setting our direction for the next decade.” She highlighted the University’s strengths in research, innovation and entrepreneurship, pointing to graduate startups, academic spin-outs and collaborations with industry partners as key areas of opportunity for future growth. “Together with colleagues, students, our alumni and partners we have an extraordinary opportunity to build on our strengths, to broaden our impact and to shape the next chapter of Heriot-Watt’s story,” she said. Founded in Edinburgh, Heriot-Watt University now operates campuses across Scotland, including Edinburgh, the Scottish Borders and Orkney, as well as international campuses in Dubai and Malaysia. The University is recognised for its industry-focused approach to education and research across disciplines including science, engineering, business and the built environment. The arrival of Professor Hewitt-Dundas comes at a pivotal moment for the institution as it prepares to unveil Strategy 2035 and set out its vision for the years ahead. 11 Business Comment | Autumn Edition 2026
NEWS
Duddingston Golf Club: Honouring Our Heritage, Investing in Our Future
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estled at the foot of Arthur’s Seat and just minutes from Edinburgh city centre, Duddingston Golf Club has been welcoming golfers since 1895. While our heritage is something we are immensely proud of, 2026 has been a year firmly focused on the future as we continue to invest in our people, facilities and community, enhancing the experience for members, visitors and businesses alike. One of the year’s most exciting developments has been the appointment of our new Head PGA Professional, David MacMullen. David’s arrival has marked an exciting new chapter for the Professional Shop with the introduction of industry-leading Trackman technology. This investment enables year-round coaching, custom fitting and performance analysis in a modern indoor environment, while also creating new opportunities for corporate experiences, team-building activities and client entertainment regardless of the Scottish weather.
playing conditions while protecting the course for future generations. Community remains at the heart of everything we do. Throughout the season we have welcomed hundreds of golfers through a busy calendar of Open competitions, charity events and corporate golf days, generating valuable economic activity for local hospitality and tourism businesses. We have also launched our “Give Golf a Go” initiative, designed to encourage more women to discover the game in a welcoming and supportive environment. The programme provides an accessible pathway into golf through coaching, social opportunities and gradual progression into membership, reflecting our wider ambition to become a more inclusive community sports club where people of all ages, backgrounds and abilities feel they belong.
Alongside this, we have introduced a new fleet of buggies and continue to enhance our clubhouse facilities, ensuring they provide a welcoming and flexible space for golfers, business meetings, networking events, corporate hospitality and private celebrations.
As proud members of the Edinburgh Chamber of Commerce, we recognise the importance of collaboration between local organisations. Modern golf clubs are far more than sporting venues - they are places where relationships are built, ideas are exchanged and partnerships flourish. Whether hosting client golf days, conferences, networking events or teambuilding activities, Duddingston offers a unique setting just minutes from Edinburgh’s city centre.
The golf course has also benefited from fresh leadership. Our Course Manager, Dougie Melville, joined the club within the last year and has already made a significant impact. Dougie has brought energy, expertise and a clear vision for the course, implementing a comprehensive agronomy programme and working alongside specialist consultants to improve playing surfaces and strengthen the course’s resilience following one of the driest spells in recent years. His commitment to sustainable course management is helping ensure Duddingston continues to provide exceptional
Looking ahead, our commitment remains unchanged. By combining thoughtful investment in our people, facilities and historic course with a genuine focus on community engagement, we aim to ensure Duddingston Golf Club continues to make a positive contribution to Edinburgh’s sporting, business and local communities for many years to come. We look forward to strengthening existing relationships, building new partnerships through the Chamber network and welcoming fellow members to experience everything Duddingston Golf Club has to offer.
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SUSTAINABILITY
Net Zero Support Helping Edinburgh Businesses Turn Ambition into Action
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or many businesses, getting started on a net zero journey can be the hardest part. Knowing where to focus, how to measure emissions and what actions will make the biggest difference can feel overwhelming.
businesses measure emissions and develop credible action plans. “The Net Zero Edinburgh team has been amazing,” says Alastair. “The workshops were fantastic for building our confidence.”
That’s where Net Zero Edinburgh comes in. Delivered by Edinburgh Chamber of Commerce, the fully funded programme supports businesses across the city to understand their environmental impact, identify opportunities to reduce emissions and develop practical plans for action. Since launching, the programme has supported 36 Edinburgh businesses through its expert-led cohort programme, helping organisations build the knowledge and confidence needed to make meaningful progress towards net zero. One of those organisations is Dynamic Earth. As Edinburgh’s science and planetarium centre, Dynamic Earth welcomes around 100,000 visitors each year and has a mission to help people better understand our planet and its future. “We know that we should be on the front lines when it comes to looking at the climate crisis,” says Alastair Bruce, Planetarium Manager at Dynamic Earth. “We want to engage with people and show them there is a brighter future ahead.”
That confidence is now translating into action. Dynamic Earth has developed its first climate report and action plan, which is currently being signed off by senior leadership. Planned actions include reducing vehicle use, repairing power factor correction equipment, eliminating bottled water deliveries and switching to net zero printer paper. It’s a clear example of how the right support can help organisations move from ambition to implementation. Businesses interested in taking the next step on their net zero journey can access support through Net Zero Edinburgh, including carbon footprint measurement, funding advice, staff engagement support and help creating a tailored net zero plan. Applications are now open for the next Net Zero Edinburgh cohort, which starts in January 2027. To find out more, contact projects@edinburghchamber.co.uk.
After engaging with Net Zero Edinburgh events, Dynamic Earth joined the programme’s cohort, taking part in workshops and one-to-one support designed to help 13 Business Comment | Autumn Edition 2026
SUSTAINABILITY
Beyond Net Zero: How The University of Edinburgh is Transcending Traditional Sustainability Scott Davidson Head of Sustainability, The University of Edinburgh
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or many local businesses, their sustainability journey often begins with the essentials: reducing waste, auditing energy use and calculating a carbon footprint. These are critical first steps; however, the level of carbon in the atmosphere – and the depleted state of nature, water sources and the pervasiveness of chemical pollution – means we must now move beyond them. For a prosperous future, we must begin to repair the damage done by regenerating the natural systems upon which we rely.
Beyond net zero In March 2026, the University of Edinburgh launched its ambitious Regenerative Sustainability Strategy 2025–2040. This is a commitment to go beyond net zero. Our vision is to make a step-change in our impact by becoming carbon net-negative, nature net-positive, and circular in our resource use. While “sustainability” has traditionally been operationalised as minimising harm - such as through reducing our emissions to zero over time - “regenerative sustainability” means actively repairing natural systems including the climate to go beyond harm limitation, actively return natural systems to a condition that allows both environment nature and society to prosper. We are also moving from a primarily operational focus to a truly wholeinstitution approach that leverages our research, teaching, and partnerships to drive systemic change. But we cannot do this alone... as a civic University, we recognise that our success is inextricably linked to the success of our city and region. We view the business community not just as stakeholders, but as essential partners in this transition.
Support for local businesses For local businesses at the start of their sustainability journey, the University offers a unique ecosystem of support to help you accelerate your progress and avoid common pitfalls.
First, knowledge is power Understanding the nuances of nature loss is just as vital as understanding carbon. We invite business leaders to access our Biodiversity Literacy Training™, the first of its kind in the UK and now available to external partners. This training provides the foundational knowledge needed to make informed decisions that protect and restore local ecosystems. Second, you do not need to navigate this complex landscape alone. Edinburgh Innovations is our commercialisation service, connecting you to over 3,000 world-class academics who can share knowledge, provide consultancy or co-develop and deploy cutting-edge technologies, all of which drive innovation and can help you to maximise the positive impact of your business. Finally, for SMEs looking to scale their impact, we encourage engagement with the Climate Springboard hosted here. This initiative helps provide practical advice and support to help companies to navigate the changing economy and find opportunities for low-cost but meaningful action to reduce their carbon emissions.
Partnering for impact The climate and nature emergencies are the defining challenges of our time, but they also present opportunities for innovation and growth. Our strategy is built on the premise that if every organisation took similar actions to those we have committed to, it would be sufficient to achieve the prosperous future we collectively seek. By accessing support available at the University, local businesses can benefit from world-leading expertise to transform their operations from ‘less bad’ to genuinely good. Together, we can build a resilient, regenerative economy that benefits everyone in Edinburgh. The path to a regenerative future is a shared journey. Let us walk it together. 15 Business Comment | Autumn Edition 2026
SUSTAINABILITY CATAGORY
Building Better: 30 Years of Sustainability at EICC Rob Turnbull Sustainability Manager Edinburgh International Conference Centre
1616Business Business Comment Comment | Autumn | June/July Edition 20252026
Rob Turnbull, Sustainability Manager at Edinburgh International Conference Centre (EICC), shares his thoughts on three decades of sustainability leadership, and the next chapter now underway. A track record built over decades While others are talking about sustainability targets, the EICC has been quietly delivering on them for decades. A dedicated sustainability manager was appointed in the 1990s, long before it became an industry expectation, and I have been proud to build on those foundations since joining in 2023. Our sustainability programme, Step Change, addresses three interconnected areas of impact: environmental, societal and economic. It does this through our Desk to Door, Event Impact Reports and Climate Action Contribution initiatives. Desk to Door provides information on low carbon travel via You.Smart. Thing, while every client can request a bespoke post-event Event Impact Report, which covers energy use, waste, food and carbon. Giving organisers a clearer picture of their event’s impact helps them set future sustainability targets at EICC and other venues. Since 2013, we have reduced our carbon emissions by 63% while hosting twice the number of events, achieved zero waste to landfill, and became the first venue in the world to gain the Green Meetings Standard certification.
Investing beyond our walls Through our Climate Action Contribution, in partnership with RSPB Scotland, we have secured more than £180,000 towards restoring peatland across the Flow Country of Caithness and Sutherland, protecting one of the
UK’s most important natural carbon stores.
What’s on the plate Sustainability thinking runs through EICC Nourish, our catering operation as well. We use 80% locally sourced seasonal produce with many suppliers based within 100 miles of Edinburgh. Every dish carries a visible carbon footprint rating, provided through Foodsteps, giving delegates a clear way to understand their choices. Menus are designed to be dairy and gluten free where possible, while protein choices reflect environmental impact, with Scottish venison favoured over higher-carbon alternatives. Many of our desserts are also dairy free to not only reduce our carbon emissions, but so that everyone can enjoy the same dessert regardless of dietary requirements.
People at the heart of it Sustainability has never been purely environmental for us. Our Neurodiversity in Events Checklist champions inclusive events, and our Impact Network supports community engagement , and asks how the events we host can benefit the people of Edinburgh.
The next chapter: our boiler project The latest piece of this work is replacing our ageing gas boilers, now the biggest on-site source of emissions, with air source heat pumps and a topup boiler. We are at RIBA stage 4, with the project going out to tender shortly, ARUP Group’s feasibility report estimates the switch will save 4,700,000 kgCO2 over 15 years. This project represents the next major step in our decarbonisation journey and will significantly reduce the EICC’s operational emissions for years to come.
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SUSTAINABILITY
Edinburgh Green Investment Reaches Halfway to £1 Million Target in Two Weeks
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n just two weeks, the City of Edinburgh Council’s new climate and nature investment initiative reached half of its £1 million target. The Edinburgh Green Investment gives residents and local businesses the opportunity to support sustainability projects in the city with the potential to earn a financial return. The projects aim to reduce climate damaging emissions, prepare for the impacts of climate change and help to protect nature. The Council declared a climate emergency in 2019 and a nature emergency in 2023 reflecting the need to reduce emissions and become a climate resilient and nature positive city. Progress has already been made on the Climate Ready Edinburgh Plan to get Edinburgh ready for the challenges that a changing climate brings. Jane Meagher, Council Leader, The City of Edinburgh Council
The Edinburgh Green Investment, in partnership with Abundance Investment Ltd, allows investment from a minimum of £5, with an annual interest rate of 4.84%, paid every six months over the course of five years. The funding window will remain open until November 30, 2026 or until the target is reached. Funds will be used to deliver naturebased projects across the capital to reduce emissions, improve access to nature, offer cooler spaces during heatwaves, reduce flood risk during heavy rainstorms, and boost biodiversity.
would need the support of partner organisations, residents and businesses. It is encouraging that we are already making positive progress to make sure we’re prepared for the inevitable changes we face but there’s more to do. “I’m pleased that, alongside the projects and plans already in progress, our new investment initiative will enable our residents and businesses to play their part - helping to support the delivery of projects that will benefit the places where they live, work and visit. By working together, we can make a meaningful difference to ensure we’re ready to cope with a changing climate.”
Council Leader Jane Meagher said: “We’re already seeing the effects of a changing climate in Edinburgh with warmer and wetter weather causing damage to property, travel disruption, flooding and wildfires. When we declared a climate and nature emergency and set out our commitment to tackle the causes and consequences of a changing climate. We knew we couldn’t do it alone and 18 Business Comment | Autumn Edition 2026
This investment phase will include tree planting and delivery of sustainable drainage systems such as rain gardens and rainwater planters in key parts of the city to prevent flooding. After this initial fundraising window closes, the Council will conduct a review into the process, its impact and lessons learnt and committee will consider the potential for future raises.
The Edinburgh Green Investment offers a form of replacement borrowing for the Council, with a competitive interest rate. Rather than the Council paying interest to financial institutions, interest is paid to residents and local businesses who invest. All projects funded have been pre-approved by the Council and budgeted for as part of the Treasury Strategy. •
Abundance Investment advises that: Investments are long term and may be hard to sell. Council investments are not a savings account and you are lending money to a council. Changes in market interest rates may affect the value of your investment if you sell before maturity. Approver: Abundance investment (FRN 525432). Approval date: [08/09/2026]
Learn more about the Edinburgh Green Investment, including full terms and risk information here.
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19 Business Comment | Autumn Edition 2026
SUSTAINABILITY
What the new IFRS Sustainability Standards mean for SECR
T
he UK adopted the IFRS (International Financial Reporting Standards) Sustainability Standards in February 2026 with the publication of the UK Sustainability Reporting Standards (UK SRS), paving the way for future changes to sustainability-related disclosures. Initially voluntary, the FCA is consulting on mandatory adoption for listed companies for accounting periods beginning January 1, 2027, with final and confirmed rules expected later in 2026. Proposed requirements would also introduce broader sustainabilityrelated disclosures and Scope 3 greenhouse gas emissions reporting on a comply-or-explain basis. While these standards do not immediately replace Streamlined Energy and Carbon Reporting (SECR), they signal the direction of travel for UK sustainability reporting and are likely to influence future reporting requirements for a wider range of organisations.
What are UK SRS S1 and S2? UK SRS S1 – General requirements for disclosure of sustainability-related financial information This requires entities to disclose sustainability-related risks and opportunities that would be relevant to investor decision-making. These are sector-specific, drawing on SASB (Sustainability Accounting Standards Board) guidance. 20 Business Comment | Autumn Edition 2026
Louise Neilson, Net Zero Assistant Manager, AAB
UK SRS S2 – Climate-related disclosures Involving a similar investor-usefulness test, SRS S2 focuses specifically on climate-related risks and opportunities. This builds on the TCFD (Taskforce on Climate-Related Financial Disclosures) framework.
Together, these standards aim to improve the quality and consistency of sustainability information by aligning it more closely with financial reporting. They are designed to help investors, lenders and other stakeholders better understand how sustainability issues may affect business performance, resilience and long-term value creation.
How does IFRS adoption affect current Streamlined Energy and Carbon Reporting (SECR) requirements? For now, SECR requirements remain unchanged. SECR still applies to quoted companies and large unquoted companies and LLPs that meet at least two of the following criteria for two consecutive years; turnovers exceeding £36m; balance sheets exceeding £18m; 250+ employees. These thresholds remain separate from the revised Companies Act definition of a large company introduced in April 2025. The UK Government is also expected to consider how reporting requirements across existing frameworks such as SECR, ESOS and UK SRS can be streamlined as part of its wider corporate reporting reforms i.e. the ‘Modernising Corporate Reporting’ consultation taking place later this year. While there are similarities, there are some notable differences between the UK SRS and SECR. These include: •
•
Climate risk – SECR is backwardlooking. The UK SRS S2 asks for a forward-looking approach; undertaking risk analysis, scenario planning, and governance oversight. Scope 3 data – SECR does not require Scope 3: Indirect
greenhouse gas emissions data. The UK SRS expects it. However, transition relief is to be available initially.
How can businesses prepare? You should begin by: •
Identifying gaps between the current TCFD/SECR disclosures and UK SRS requirements.
•
Streamline processes and gather data, particularly around Scope 3.
Strategy and governance narrative – With UK SRS, you are expected to show how sustainability risk is governed and embedded in your strategy.
•
Strengthen governance oversight and board-level sustainability knowledge, so everyone understands the changes.
Why should I prepare?
How AAB can help
Although many organisations are not yet directly in scope, early preparation can provide several advantages.
AAB’s Sustainable Business & ESG team can help organisations prepare for evolving reporting requirements through:
•
Financial Materiality – The UK SRS is explicitly framed around what’s decision-useful to investors and capital providers, not just energy and carbon reporting alone.
Organisations may increasingly receive sustainability data requests from customers, lenders and investors as larger businesses adopt the standards and extend reporting expectations throughout their value chains. Early action can also support a smoother transition should mandatory reporting requirements expand beyond listed companies in the future. Preparing now can also strengthen stakeholder confidence and improve the quality of sustainability information available for decisionmaking. As sustainability reporting increasingly mirrors financial reporting, expectations around assurance and data quality are also likely to grow.
•
UK SRS readiness and gap assessments
•
Materiality assessments
•
Carbon accounting software, Scope 3 mapping and data management support
•
Sustainability assurance and assurance readiness services
By taking practical steps now, businesses can improve reporting capability, respond to growing stakeholder expectations and be better prepared for future regulatory change. 21 Business Comment | Autumn Edition 2026
ECONOMY
Building the Talent Your Business Needs: How Heriot-Watt University Supports Employers
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cross Scotland, employers are facing a common challenge: securing the talent and skills needed to drive growth, innovation and competitiveness. Whether the priority is recruiting future talent, developing existing employees, addressing specialist skills shortages or supporting workforce transformation, businesses increasingly need flexible and effective solutions. As one of Scotland’s most industry-focused universities, Heriot-Watt University has a long-standing reputation for working in partnership with employers to help meet these challenges. Through our Careers Service, Heriot-Watt Online and Graduate Apprenticeships, we offer a range of opportunities that enable organisations to access emerging talent, develop existing staff and build the skills pipelines needed for long-term success.
Accessing the Next Generation of Talent For many employers, attracting talented graduates and students is a key part of their workforce strategy. HeriotWatt University’s Careers Service provides organisations with direct access to a diverse and highly skilled student and graduate community across a wide range of disciplines. Whether you are looking to recruit for a graduate role, offer a summer internship, provide industry placements, hire parttime staff, fill a full-time vacancy or engage students through consultancy-style projects, the Careers Service can help connect you with suitable candidates. Importantly, advertising opportunities through the Careers Service is provided at no cost to employers, making it a highly effective and accessible recruitment channel. Beyond vacancy promotion, employers can also raise their profile on campus through careers fairs, employer insight sessions, networking events and mentoring opportunities. These activities allow organisations to showcase their brand, share 22 Business Comment | Autumn Edition 2026
industry expertise and build relationships with potential future employees before they enter the job market. For employers looking to strengthen their talent pipeline, these opportunities can provide an excellent first step. However, recruitment is only one part of the skills challenge, many organisations are also focused on upskilling their existing workforce and developing specialist capabilities from within.
Developing Skills Through Flexible Online Learning As industries evolve and technologies advance, continuous professional development has become a business necessity. Heriot-Watt Online supports organisations and working professionals by providing flexible, industry-informed online learning opportunities that can be completed alongside employment.
With more than 30 years of experience in online education, Heriot-Watt has developed programmes that are designed around the needs of modern learners and employers. The portfolio includes postgraduate degrees, professional certificates and short courses that are informed by industry requirements and focused on practical application. A particular benefit for employers is the flexibility of learning pathways. Through the Professional Academy, learners can access stackable courses that allow them to build skills progressively, gaining recognised credentials while studying at a pace that suits both individual and organisational needs. This approach enables businesses to invest in workforce development without the disruption often associated with traditional full-time study. For organisations facing skills gaps in specialist or rapidly changing areas, online learning can provide an agile and scalable way to enhance workforce capability. Yet for businesses seeking a truly integrated approach to learning and practice, Graduate Apprenticeships offer another powerful solution.
Growing Talent Through Graduate Apprenticeships Heriot-Watt University’s Graduate Apprenticeships combine academic learning with practical workplace experience, creating a unique opportunity for employers to develop highly skilled employees while they work.
an effective solution for both recruiting new talent and upskilling existing employees. Businesses can use Graduate Apprenticeships to address succession planning challenges, build specialist expertise and strengthen workforce resilience, all while retaining valuable staff members. By embedding learning within the workplace, Graduate Apprenticeships help organisations create a sustainable pipeline of skilled professionals equipped to meet both current and future business needs.
A Partner for Workforce Development While each of these opportunities delivers distinct benefits, they can be even more powerful when viewed together. A business might engage students through internships and placements, recruit graduates through the Careers Service, support employee progression through online learning and develop future technical leaders through Graduate Apprenticeships. This joined-up approach reflects Heriot-Watt University’s commitment to helping employers build, attract and retain talent at every stage of the workforce journey. Whether your organisation is looking to fill immediate vacancies, develop specialist skills, future-proof your workforce or create new talent pipelines, Heriot-Watt can provide practical support tailored to your needs. For enquiries, please contact:
These fully-funded programmes enable participants to earn degree-level qualifications while applying their learning directly within their organisation. This means employers benefit not only from enhanced employee skills but also from the immediate application of new knowledge and ideas within the workplace. Graduate Apprenticeships are available across a range of disciplines including engineering, construction and business. With no upper age limit for participants, they provide
Careers Service: employers@hw.ac.uk Heriot-Watt Online: b2b@hw.ac.uk Graduate Apprenticeships: ga@hw.ac.uk We would be delighted to discuss how Heriot-Watt University can help your organisation access the skills and talent needed to thrive in an increasingly competitive marketplace. 23 Business Comment | Autumn Edition 2026
POLICY
Making the Case for Edinburgh’s Growth Policy and Insights Team, Edinburgh Chamber of Commerce
24 Business Comment | Autumn Edition 2026
A
utumn is always a busy time of year for policymakers as they return from their holidays. Therefore, it is also a busy time of year for the Chamber in trying to influence plans for the year ahead, budgets, and other legislation on behalf of our members. This year we also have a fresh Scottish Government after the May elections. John Swinney is now operating with a mandate from the electorate for the first time, and seems prepared to go beyond the status quo with wide-ranging public service reforms. His Programme for Government set out the SNP’s plans for the next five years. While some of our asks went unanswered, there are clear signs that the ideas we set out in our Policy Plan for Good Growth have been heard – not least the prioritisation of economic growth. Our central message in that plan was simple: Scotland needs to match the economic ambition of its business community, recognising business as a partner in delivering opportunity, innovation, and good growth. Comparing the Plan with the Programme for Government, there is considerable common ground – particularly around infrastructure, skills, regional economic development, investment, and innovation. In particular, we were pleased to see a stronger emphasis on regional economic development – something that is also getting significant attention as part of the public sector reforms. Our Policy Plan called for greater regional economic devolution so Edinburgh and South East Scotland can shape our own economic future, and the Programme recognises that growth must reflect the strengths and ambitions of different parts of Scotland. With our region facing specific challenges – and with particular opportunities – we are keen to continue engaging in the process of devolving greater powers to the local level, so we can better shape the investment and infrastructure that will underpin our future growth. There were other positives too: a stronger focus on attracting
private investment; the creation of a Major Projects Office, tasked with accelerating strategically important projects; support for high-growth businesses and innovation; and a commitment to a single national skills plan by spring 2027, alongside more regionally tailored initiatives. These are all important areas of opportunity for Edinburgh. However, as we know from experience, warm words do not change the direction of the economy. The real test remains delivery. The Programme therefore provides a positive platform, but the forthcoming Scottish Budget will be crucial in turning ambition into action. To this end, we have already been engaging with Holyrood to put forward our members’ priorities for the budget – scheduled for 3rd December. We have put forward a series of asks around regional devolution – including more flexible funding models to incentivise our local authorities to invest in infrastructure, economic development, business support and skills. We have stressed the need for major decisions on tax and regulation to be assessed against their cumulative impact, as well as individually. This includes greater certainty to encourage investment, alongside meaningful reforms to business rates. We have called for reform in the skills sector too, to create new, flexible funding mechanisms for short and portable courses, digital skills and demand-led apprenticeships that more accurately reflect and meet local needs. Finally, the Government needs to target spend in areas with the greatest potential to unlock investment, improve productivity, and support growth – and in our view, that often means investing in our capital city. For Edinburgh Chamber and our members, we stand ready to work constructively with Government to deliver on our shared ambitions. The measure of success will ultimately be straightforward – more projects moving forward, more businesses investing and growing, and more opportunities being created across Edinburgh and Scotland. 25 Business Comment | Autumn Edition 2026
ECONOMY
Securing the Future of Scotland’s Family Businesses
F
amily businesses have long been a cornerstone of Scotland’s economy, with their resilience often rooted in strong values, an entrepreneurial mindset and the ability to think in generations rather than quarters. Those strengths remain as important as ever, but technological disruption, geopolitical uncertainty and shifting workforce expectations are rapidly changing the environment in which family businesses operate. Against this backdrop, preserving a legacy increasingly means being prepared to evolve how that legacy is led and managed. KPMG’s latest Global Family Business Report provides an encouraging yet thought-provoking picture. Based on research into the attitudes of 1,927 senior leaders and significant shareholders of family and privately owned businesses across 41 countries, it offers a broad view of how family enterprises are preparing for the decade ahead. Some 83% have a clear growth strategy for the next five to ten years, yet nearly three-fifths (59%) believe growth will become harder to achieve or sustain over the coming decade. That combination of confidence and caution will resonate with many Scottish family businesses. The question is not whether the family business model still works, but how businesses can retain what makes it special while evolving their leadership, governance and skills for the future.
Preparing today for tomorrow’s leadership Succession illustrates the need to prepare today for challenges that may still seem some way off and nowhere is this more relevant than in a family business. While only a fifth of respondents (20%) identify succession and nextgeneration readiness as a short-term challenge, that figure rises to nearly a third (31%) over the longer term. Yet succession planning cannot wait until a founder or current leader is ready to step aside. Preparing the next generation takes years; requiring not only experience and mentoring but also support to help intended successors understand the responsibilities of effective ownership. Encouragingly, many businesses are already investing in this area. Six in ten (60%) provide on-the-job learning for the next generation, while half (50%) have mentoring arrangements. However, only 37% offer structured in-house development programmes. Crucially, succession does not have to mean replacing one family member with another. For some businesses, the right future leadership may come from within the family; for others, it may mean bringing in outside expertise where it can add a different perspective. 26 Business Comment | Autumn Edition 2026
Chris Smith, Director, Family Office & Private Client , KPMG UK
The report points to a significant shift by 2035, with the proportion of businesses identifying as family-run projected to fall from 49% today to just 12%, as professional management and other structures such as Employee Ownership Trusts (EOT) become more prevalent. This does not necessarily mean families stepping away entirely. Rather, it means considering the ownership, leadership and governance model that will best serve the business, with clear boundaries between ownership, board oversight and day-to-day management.
Protecting legacy in a changing risk landscape The value of professional management and external expertise will become particularly clear as businesses confront risks that previous generations could scarcely have imagined. Almost two-thirds of respondents are actively deploying AI, yet 38% have no AI governance framework. Cyber security requires similar attention, with 43% still regarding it primarily as an IT concern rather than a wider strategic risk. For Scotland’s family businesses, professionalism should not be seen as a departure from tradition. In practice, it means putting in place the governance, specialist expertise and clear accountability needed to manage challenges such as AI and cyber risk. These capabilities can help protect what makes the family business model successful while equipping it for a more complex future. Ultimately, the strongest family enterprises will be those that retain the qualities that have made them successful while remaining open to evolving their governance and expertise as their needs change. In doing so, each generation can leave the business stronger and better prepared for the one that follows.
EDINBURGH CHAMBER BUSINESS AWARDS
Edinburgh Chamber Business Awards 2027 Open for Entries
E
dinburgh’s biggest night in business is back.
Applications are now open for the Edinburgh Chamber of Commerce Business Awards 2027, delivered in partnership with Henderson Loggie, giving organisations and individuals across the capital the opportunity to showcase their achievements and gain recognition among the city’s business community. The awards were officially launched on 2 September at The Balmoral Hotel, where sponsors, judges and business leaders gathered to mark the start of another awards season. The winners will be announced at a ceremony on Thursday 25 February 2027 at the EICC, bringing together hundreds of professionals from across Edinburgh for an evening of celebration, networking and recognition. Over the years, the Edinburgh Chamber Business Awards have become one of the city’s most prestigious business accolades, recognising the organisations and individuals helping to drive Edinburgh’s economy forward. From ambitious start-ups and growing SMEs to major employers, social enterprises and industry leaders, the awards shine a spotlight on the businesses making a real impact across the region. The launch follows a record-breaking year for the programme. More than 620 people attended the 2026 ceremony, making it the largest awards event in the programme’s history. The awards also attracted a record number of entries, underlining their growing reputation and the value businesses place on being shortlisted. For 2027, there are 16 categories celebrating excellence in areas including leadership, innovation, sustainability, growth and emerging talent. Categories include Small Business of the Year, Mid-Sized Business of the Year and Large Business of the Year, alongside awards recognising outstanding individuals through categories such as Director of the Year and Net Zero Champion. With categories spanning organisations of all sizes and sectors, the awards provide an opportunity for businesses to gain recognition for achievements in growth, people development, sustainability, leadership and community impact. While winning is a significant achievement, the benefits of entering often start long before the awards night itself. Being shortlisted can help raise an organisation’s profile, strengthen credibility, boost team morale and provide valuable recognition from customers, partners and peers. For many businesses, the application process is also an opportunity to reflect on progress, celebrate successes and highlight the impact they are making.
At a time when businesses continue to navigate economic challenges and rapid change, the awards offer a chance to recognise the entrepreneurs, leaders and organisations helping shape Edinburgh’s future. The success of the programme is made possible through the support of Edinburgh’s business community. Alongside headline partner Henderson Loggie, category sponsors and event partners play a vital role in recognising excellence across the capital and championing the achievements of local businesses. Following a successful launch event, businesses are encouraged to review the categories and begin preparing their submissions. With strong interest expected once again, early applications are recommended. With 16 categories and a reputation for recognising the very best of Edinburgh’s business community, the awards represent an opportunity to put your organisation’s achievements centre stage. Whether you’ve delivered exceptional growth, led meaningful change, developed your people or made a positive impact in the community, now is the time to tell your story. Applications are now open. Enter here 27 Business Comment | Autumn Edition 2026
PROFESSIONAL DEVELOPMENT
Investing in Future Leaders: Rising Stars Returns for 2027
F
inding and developing future leaders remains one of the biggest challenges facing organisations today.
With skills shortages, evolving workplace expectations and increasing competition for talent, businesses are under pressure not only to attract great people, but to retain, develop and prepare them for leadership roles. For many employers, succession planning and leadership development have become business-critical priorities. To help address this challenge, Edinburgh Chamber of Commerce has opened applications for the second cohort of its Rising Stars Leadership Programme, delivered in partnership with The University of Edinburgh. Running from January to April 2027, the programme is designed to equip ambitious professionals with the skills, confidence and networks needed to step into leadership roles, while giving employers a practical way to invest in high-potential talent. The launch follows the success of the inaugural programme in 2026, which brought together 20 emerging leaders from organisations across sectors including professional services, healthcare, retail, property and the third sector. Over six interactive sessions, participants developed practical leadership skills in areas including strategic thinking, emotional intelligence, communication, innovation and team leadership. Just as importantly, they had the opportunity to learn alongside peers from different industries, gaining fresh perspectives and building valuable professional relationships. This cross-sector approach proved to be one of the programme’s greatest strengths. Participants challenged their thinking through open discussion, shared experiences with professionals facing similar leadership challenges and established connections that continue through the Rising Stars Alumni Network. Feedback from the first cohort was overwhelmingly positive, with every participant reporting increased confidence as a leader and saying they would recommend the programme to others.
Rachael Findlay, Events and Professional Development Manager
influence, change leadership and team performance. They will also examine how emerging technologies, including AI, can support leadership and strategic thinking in modern organisations. Alongside the learning sessions, participants will hear directly from senior leaders who have built successful careers across a range of sectors, including Amanda Wrathall, CEO of Edinburgh International Conference Centre; Alex Cave, Chief Data & AI Officer at Lloyds Banking Group; Gordon Robertson, Chief Communications and Sustainability Officer at Edinburgh Airport; Jen Landels, Managing Director of StudioLR; and Owen Wyatt, Chief Growth Officer at DC Thomson. For employers, the programme offers a tangible way to support employee engagement, retention and succession planning. For participants, it provides the opportunity to strengthen leadership capability, broaden networks and gain the confidence to take the next step in their professional journey.
As a result of strong demand from both employers and individuals, the 2027 cohort has been expanded from 20 to 30 places.
With places limited and demand expected to be high, early applications are encouraged.
The programme combines academic expertise from leading academics at The University of Edinburgh with insights from experienced business leaders. Throughout the programme, participants will explore topics including emotional intelligence, strategic decision-making, communication,
Rising Stars Leadership Programme 2027:
28 Business Comment | Autumn Edition 2026
Programme dates: 21 January to 1 April 2027 Application deadline: 5 January 2027 Full programme details can be foundhere.
DIGITAL AND DATA
The Dangerous Cybersecurity Myth Too Many Businesses Still Believe
O
ne of the biggest misconceptions in cybersecurity today is the belief that a vulnerability scan offers the same level of assurance as a penetration test. According to Chamber member JAG Secure, it doesn’t. As organisations race to adopt AI, many are being led to believe a scan is enough to satisfy clients, auditors and insurers. While vulnerability scans have their place, they are only one piece of the puzzle. Recent warnings from The Economist suggest AI agents have effectively created a new class of insider threat, operating at speed and with legitimate access to systems. Traditional perimeter defences were never designed for this reality. As AI adoption accelerates, so too does the risk. The publication cites a striking statistic: 98% of organisations have already experienced a disruptive AI-related incident, while nine in ten expect further disruption regardless of the safeguards currently in place. The UK’s National Cyber Security Centre has repeatedly stressed the importance of resilience, warning organisations they must be prepared to endure, respond to and recover from cyber incidents. Yet many businesses continue to overestimate their cyber readiness. Recovery plans are often vague, while senior leaders may not have a clear picture of the organisation’s true exposure. This is happening at a time when boards are investing heavily in AI without fully understanding whether they could withstand a significant cyber breach.
databases of known weaknesses. It is fast, cost-effective and genuinely useful.
“If your board cannot read it and understand where they stand, it has failed,” says Glover.
But, as JAG Secure Founder and Principal Penetration Tester Jordan Glover points out, “it is also blind.”
For technical teams, it delivers evidence, severity ratings, reproduction steps and actionable remediation guidance.
A scan cannot determine whether a vulnerability is genuinely exploitable in your environment, whether it can be chained with other weaknesses, or what an attacker might do next. As Glover notes, reports can look impressive while containing little genuine risk. That is where penetration testing differs. JAG Secure, which has offices in Edinburgh and London’s Covent Garden and was a finalist in the 2026 Scottish Cyber Awards, is increasingly being called upon by organisations across financial services, healthcare, legal, retail, defence, law enforcement, the public sector and SMEs. A penetration test replicates the actions of a real attacker. The aim is simple: identify and exploit weaknesses before someone with malicious intent does.
And the findings themselves are often less dramatic than people imagine. “Most of what we find is unglamorous and fixable,” Glover adds. “A website leaking more than it should, a guest Wi-Fi network reaching further into the business than anyone realises, or a server nobody wants to touch.” A good penetration test should also include a retest, confirming vulnerabilities have genuinely been resolved. That final step, says Glover, is what transforms a report into meaningful assurance that can be shared confidently with clients, auditors and insurers. In an age of accelerating AI adoption and increasingly sophisticated cyber threats, the distinction matters more than ever. A vulnerability scan tells you what might be wrong. A penetration test tells you what an attacker can actually do with it.
Tools are used, but only as a starting point. The critical difference is human expertise. A penetration tester validates findings, eliminates false positives and explores how individual vulnerabilities could be combined to compromise systems, data or users. The outcome is not a lengthy list of alerts. It is a set of verified findings linked directly to business risk, alongside practical guidance on how to fix them. The final report serves two audiences.
So what exactly is a vulnerability scan? At its core, it is an automated process that compares systems against
For leadership teams, it provides a clear, jargon-free assessment of the organisation’s overall risk position.
by Bill Magee
29 Business Comment | Autumn Edition 2026
DIGITAL AND DATA
Optimising your website for AI starts somewhere else
W
e do this with every company we sit down with. Open an AI assistant, ask it to recommend a business like theirs, and read what comes back. Five minutes, and usually an uncomfortable five for whoever’s across the table. The pattern is nearly always the same. The businesses it names are rarely the biggest, or the ones with the smartest website. They’re the ones written about, listed and reviewed in places the AI trusts. Scottish firms have taken to AI quickly. The Fraser of Allander Institute’s July survey of around 300 businesses found 64% had used it in the previous three months, up from about half the quarter before. Almost all of that effort points inward, at using AI to get work done. Very little points outward, at being found by it. That’s the gap, because your customers are using AI too. Yext found 24% of UK consumers have already tried a new local business on its recommendation. The obvious reaction is to optimise your website so the AI picks you. That’s where it falls down. Research published in July analysed 175 brands and nearly 50,000 AI citations. Asked a category question, the best firms for something, AI sent 99.99% of those citations to third-party sites, not the brands’ own. Directories, comparison pages, roundups, press. Only four earned a citation to their own. Asked about directly, the same platforms described 96% of them accurately.
Written by Scott Fraser, Senior Business Development Manager
reviews, trade body profiles, local press and LinkedIn matter more than another blog post. Your website still matters, but its job has changed. About half of people verify an AI recommendation with a search, and four in ten go straight to the website. That visit is where you win or lose the job, so it must load fast, work on a phone and answer the obvious questions.
Knowing you exist and putting you forward are different things.
How a site is built matters too. Clean structure and proper mark-up are what let a machine read you accurately. We build websites as well as market them, and the two have stopped being separate jobs.
That changes where the work sits. If AI is quoting other people, your listings,
Worth knowing too: Google has begun rolling out a Search Console
30 Business Comment | Autumn Edition 2026
report showing your impressions in AI Overviews and AI Mode, UK first. It’s free, though arriving in stages, so it may not be in your account yet. Last thing, the question we’re asked most weeks: now AI exists, shouldn’t all this be quicker and cheaper? Quicker in places, yes. Cheaper, no. Left alone, AI drifts to the average, because average is what it learned from. What you pay for is the judgement to know what to keep, what to bin, and what your customers would recognise as you. Without that, you sound like everyone else. Go and run that search for your own category. Whoever the AI names has done the work above, usually somewhere other than their own site.
In the Age of AI, Real Photography Matters More Than Ever
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omething interesting has happened since AIgenerated imagery became commonplace: I am being asked to photograph more businesses, not fewer. I have worked as a corporate videographer and photographer for over 20 years. For much of that time, the brief was relatively predictable: make the business look as polished as possible. Perfect lighting, perfect environments, carefully composed photographs and, where necessary, imperfections discreetly removed.
beautiful office, an impressive product or even an entire team can be created without any of it ever having existed. As consumers become more aware of this, I believe our relationship with images is changing too. We don’t just ask, “Does this look good?” We increasingly ask, “Is this real?” That gives professional photography a slightly different job.
Today, I increasingly hear something different: make us look real.
A photograph of your team working with a client, your chef in the kitchen or your product actually being manufactured isn’t simply marketing collateral. It is evidence. It says: this is us, this is what we do and these are the people who do it.
Businesses want to show their actual people, their workplace, their products and, perhaps most importantly, the work being done. Behind-the-scenes photography has become particularly valuable because it shows something that is becoming harder to establish online: authenticity.
That doesn’t mean abandoning professional standards or deliberately making photographs imperfect. Good business photography still needs skill, judgement and an understanding of what the organisation wants to communicate. But highly polished no longer has to mean highly sanitised.
We are now surrounded by remarkably convincing AI-generated content. A
AI itself is an extraordinary tool, and one that is already becoming part of
Written by Sabine Klaus-Carter, Creation Editor
everyday business. I use technology throughout my own creative work. But there is an important distinction between using technology to help us communicate and using it to replace the reality we are trying to communicate. Edinburgh is full of businesses, large and small, doing genuinely amazing work. I believe the strongest way to market that work is surprisingly simple: Real business. Real people. Real photography.
31 Business Comment | Autumn Edition 2026
Say hello to... Farah Hussain, Corporate Sales Manager Apex Hotels Farah Hussain is Corporate Sales Manager for Scotland at Apex Hotels, working with organisations across Scotland and the UK to support their accommodation, meetings, events and corporate travel requirements. For Farah, sales has always been about people first. She enjoys getting to know a business, understanding what they actually need and finding ways Apex can support them, whether that’s somewhere for their teams to stay, a meeting space, an event or an opportunity to bring people together. Since joining Apex Hotels in June 2026, Farah has been focused on developing new business, reconnecting with existing clients and growing Apex’s visibility within Scotland’s business community. Networking is a big part of how she works, and she is looking forward to becoming an active member of the Edinburgh Chamber network, building relationships and seeing where those conversations lead.
Joe Gratton Head of Public Affairs Lumo Joe Gratton is Head of Public Affairs for Lumo and Hull Trains, leading political and stakeholder engagement across the UK and helping to build support for the role open access rail can play in driving growth, improving connectivity and delivering greater choice for passengers. A key part of Joe’s role is Lumo’s growing presence in Scotland, working with political, business and community stakeholders to strengthen relationships and demonstrate the economic and social value created by better rail connectivity. This includes supporting Lumo’s ambitions to expand services and invest in the next generation of rail travel. Before joining the rail industry, Joe spent seven years working in regional government, including as Chief of Staff within a Mayoral Combined Authority. There, he worked across major economic development, infrastructure and inward investment priorities, providing experience of how transport investment can support jobs, regeneration and stronger regional economies. 32 Business Comment | Autumn Edition 2026
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Edinburgh Chamber of Commerce The Auction House 3rd Floor 63A George Street Edinburgh EH2 2JG T: 0131 221 2999 E: marketing@edinburghchamber.co.uk