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8 Local news A look at the business news stories across the South East

BUSINESS

EVENTS

24 Azets Responding to the latest insolvency statistics

16 Surrey Business Awards Tickets are selling fast for this prestigious 2026 event 22 Angels’ Den The real life business charity event returns to Sussex in November 36 Brighton & Hove Business Awards Judging has taken place, finalists have been announced, and tickets are also on sale for the city’s premier business awards night, taking place in October 48 Sussex Business Awards Time is running out to get your entries in for the blue riband Sussex Business Awards. Get involved!

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10 Gatwick Airport Building capacity, creating opportunity

40 MDHUB Interview with Peter Luck, Managing Director of ROCC 42 Benchmark Who is Chancellor John Healey, and what are his plans for the Budget?

FINANCE

12 Kreston Reeves How AI is changing tax, accounting and profitability for creative industries

TRAVEL

52 A trip through Greenland Barry Hoffner explores the freezing cold geopolitical hot potato

MOTORING

56 The most affordable EVs One the sole preserve of the wealthy, electric vehicles are becoming better priced. Maarten Hoffmann runs the rule over which ones are most affordable

44 The English Soap Company The East Sussex-based award-winning company has achieved B-Corp status

46 Help To Grow There are many avenues open to helping your business succeed. The University of Brighton names a few of them

All rights reserved. The views expressed in this publication are not necessarily those of the publisher. The publisher cannot accept responsibility for any errors or omissions relating to advertising or editorial. The publisher reserves the right to change or amend any competitions or prizes offered. No part of this publication may be reproduced without prior written consent from the publisher. No responsibility is taken for unsolicited materials or the return of these materials whilst in transit. Platinum Business Magazine is owned and published by Platinum Media Group Limited.

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Selling, buying or starting a business? Call us on 0800 84 94 101 Offices across the South East

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WELCOME

The Summer has waved goodbye and Autumn seems to have arrived with a vengeance but perhaps this is good, maybe the country could get back to work at last. I have never seen an August like it as it seems that the entire country stopped work and went on vacation - much like Italy has always done. Then, we saw the Italian economy as a basket case. Soon, the UK economy will look wistfully at the Italians as our economy slides ever downward - and has no one realised it might, just might, be due to the ridiculous work-from-home revolution, four-day week, demands for a work/life balance and now we seem to close the country for the entire month of August. The UK needs to get back to work if we want to maintain the standard of living we treasure. You cannot put less in and get the same amount out! It’s basic maths. This month we feature lots of people who understand that. People who graft and grow their companies and the South East is packed with people doing just that - as the Platinum Business Awards events clearly demonstrate. Hundreds of companies entered the next one in the roster; the Brighton & Hove Business Awards followed closely by the Surrey Awards and the Sussex Awards. Packed with companies that are working hard to achieve their goals and many will shortly be awarded the ultimate prize by their peers, mass recognition and a spectacular trophy. The UK needs to get to work, stop complaining and graft and then possibly we will get back to where we were - one of the largest economies in the world with respect and admiration - not the laughing stock we are becoming with an economy that rivals Sudan!

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CONTACTS PUBLISHER/EDITOR: Maarten Hoffmann maarten@platinummediagroup.co.uk EVENTS DIRECTOR: Fiona Graves fiona@platinummediagroup.co.uk COMMERCIAL MANAGER: Imogen Hunt imogen@platinummediagroup.co.uk TR AVEL EDITOR: Tess de Klerk tess@platinummediagroup.co.uk PL ATINUM MOTORING EDITOR: Maarten Hoffmann maarten@platinummediagroup.co.uk DYNAMIC MOTORING EDITOR: Fiona Shafer fionas@platinummediagroup.co.uk HEAD OF DESIGN / SUB EDITOR: Alan Wares alan@platinummediagroup.co.uk

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NEWS B&Q UNDERPAID STAFF DIY store B&Q and the fast food chain Five Guys top a list of 658 UK businesses named by the government for paying staff below the minimum wage. The employers were ordered to pay affected workers the outstanding wages, with £4m returned to workers, according to the Department for Business and Trade. The firms have also been issued penalties worth £7m. B&Q said the underpayments were unintentional and the result of calculations involving geographical allowances, while Five Guys blamed “technical differences in how payroll regulations were applied”. B&Q underpaid 4,530 workers more than £456,000.

ECONOMIC GROWTH NOT TIED TO IMPROVED QUALITY OF LIFE Almost half of people in Britain live in areas where economic growth does not translate into a better quality of life, with a “stark” North-South divide in household spending power, a new report finds. Researchers at the consultancy PwC said every region in the north of England, the Midlands, and Wales had lower spending power than

the country’s average, with London and the South East comfortably above. The PwC report said the equivalent of 12.5 million households - 46% - lived in parts of the country where economic growth, often seen through increased business investment and job opportunities, was not leading to better living standards.

NATIONAL NEWS DUTCH BANK MOVES GOLD TO LONDON

The Dutch central bank (DNB) has confirmed that billions of dollars in gold has been taken out of North America and relocated to London, citing “increasing geopolitical unrest”. DNB said that 86 tonnes of gold had been removed from the US and Canada in a complex operation that took place between March and August this year. It is now being held by the Bank of England, where the precious metal can be traded more easily “in a crisis situation”. Bank president Olaf Sleijpen said the move was “necessary to strengthen our resilience and preparedness”. The decision comes amid an ongoing trade dispute between the US and Canada, with both countries announcing fresh tariffs on each other after failed trade talks.

RANGE ROVER PRODUCES FIRST EV Range Rover has unveiled its first fully electric model, after a year‑long delay to its planned launch. The Range Rover Electric, to be built in Solihull, marks a major shift in its electrification programme, backed by large‑scale upgrades across its West Midlands sites. Parent company JLR said it had up-

❛❛I don’t want to achieve immortality through my work. I want to achieve it by not dying.❜❜ Woody Allen, American writer, actor and director

COLMAN’S MUSTARD FOR SALE

Colman’s Mustard, which has had a factory in Norwich for 160 years, has been put on the market ahead of a merger between Unilever and American food giant McCormick in a deal believed to be worth £48bn. The company was founded in 1814 by Jeremiah Colman. A Unilever spokesperson said: “A

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skilled 10,500 workers as it pushes ahead with modernisation despite recent financial pressures and planned job cuts. The launch comes as the Coventry‑based carmaker faces falling profits, supply chain disruption and restructuring following a cyber attack a year ago that cost an estimated £1.9bn.

decision has been taken to market the Colman’s brand and assets to potential buyers in order to seek to address potential competition concerns from the planned combination of Unilever Foods and McCormick.” The firm had a cradle-to-grave ethos and provided education, housing, healthcare and leisure for workers and their families.

NEWS MILITARY VETERANS ASKED TO REPAY OVERPAID PENSIONS Hundreds of former members of the military have had their pensions slashed after receiving letters telling them to repay thousands of pounds because of a clerical error. The Ministry of Defence (MoD) confirmed to the BBC that more than 1000 retired service personnel are

being pursued for debts. The majority, 335 veterans, were overpaid a total of £5.1m as a result of incorrect National Insurance calculations. The Forces Pension Society said it is aware of a small number of veterans whose debts were wiped after raising a formal complaint. Ray Lawton, 70, was

UK ENERGY PRICES UP AGAIN Energy prices for millions of households will rise to their highest level in three years under the regulator Ofgem’s price cap. Ofgem said the price cap will increase by 4% on October 1st, driven by higher wholesale gas prices due to the war in Iran. A household using a typical amount of gas and electricity will pay £60 more a year, but more than a third of households are on fixed tariffs, so their prices will not change. The government said its cut to VAT on electricity bills would save households £45 and that it was taking further action to address cost-of-living pressures. The new cap will hit household bills as the colder weather arrives in October.

BUSINESS RATES REVIEW LAUNCHED A review is being launched into how business rates are calculated for pubs and hotels in England and Wales and could lead to reform of the system. The Treasury says business rates expert Jerry Schurder will lead the review into rate valuations and report back in March 2027, with the government calling for the views of landlords, hoteliers and business owners to feed into the process. In July, the government announced a 20% cut in business rates for pubs, social clubs and live music venues in England, to come into effect in April. Pub groups have argued they face disproportionately higher rates bills, but other businesses have called for a wider reform of the rates system.

told in July he owed £8,000 following six years of overpayments. Days later, his monthly military pension was cut from £550 to £365.

BUILDING FIRMS URGED TO HIRE MORE APPRENTICES The head of a non-profit agency working in the sector has said it is becoming harder to secure placements for young people in the building trade. Charmaine Holland, who runs Co-Train, a flexi-employment agency in Reading, registered with the Department for Education (DfE), said “increasing employer engagement” is key to boosting numbers. It comes as the government says it wants to “end the snobbery around hands-on learning”, investing £287m in colleges offering vocational courses. Formal apprenticeships rely on companies to employ someone and pay their wages for two years, but only the training element is funded by the government.

❛❛ Being hated by idiots is the price you pay for not being one of them. ❜❜ Jean Cocteau, French poet and playwright

THREE UK FIRMS INVESTIGATED FOR ‘DRIP PRICING’ Trainline, Virgin Atlantic and RED Driving School are being investigated by the consumer watchdog over concerns they are not showing full prices upfront to customers. The Competition and Markets Authority (CMA) is examining whether the three companies engaged in so-called ‘drip pricing’, an illegal practice in which mandatory fees are not included in the headline price shown to customers.

If the CMA concludes that the firms have broken the law, it can fine them or order them to compensate customers. The three companies said they were committed to transparency for customers and would engage fully with the CMA. In the case of Trainline, the CMA observed fees of up to £2.79 added to headline train fares and up to £1.50 for coach bookings.

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NEWS TOP ACCOUNTANCY FIRM RELOCATES TO CRAWLEY National accountancy and advisory firm, MHA, the UK member firm of Baker Tilly International, has moved into Crawley as part of a wider

investment in the Gatwick Diamond, creating a platform for growth following its IPO and increasing demand for its services across the South East. The AIM-listed firm has relocated from its previous office in Reigate to Global House on Crawley High Street, placing its Gatwick team at

the heart of the Gatwick Diamond. The move will support the continued growth of MHA’s Gatwick team, with plans to significantly expand headcount as demand for its audit, tax, advisory and outsourcing services increases.

EAST SUSSEX COMPANIES BENEFIT FROM £10M FUNDING

LOCAL NEWS ❛❛ “The two most important days in your life

are the day you are born... and the day you find out why ❜❜

Entrepreneurs in East Sussex have now received over £10m in funding from the British Business Bank’s Start Up Loans programme, which provides governmentbacked personal loans and mentoring to new businesses. More than 1,000 Start Up Loans have supported local people in starting or growing a business in the county. Of those, 41% went to female business owners, while 22% of financing for 18-24-year-olds went to those not in education, employment or training. Louise McCoy, Managing Director of Start Up Loans products at the British Business Bank, said: “We are delighted that Start Up Loans has supported more than 1,000 East Sussex business owners, and the figure continues to rise.”

Mark Twain

MALAYSIAN DELEGATES VISIT SUSSEX Business and political leaders from Sussex and Selangor, Malaysia, have agreed to strengthen commercial ties after a delegation visited Crawley as part of efforts to boost trade between the two regions. The chief minister for Selangor led the delegation from Malaysia’s main industrial and commercial hub. The delegation from Invest Selangor, which included investment officials and business executives, met a group of counterparts from Invest Gatwick Diamond. The Gatwick Diamond is an economic region centred around the airport with about 45,000 businesses that contribute £42 billion a year to the British economy.

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MATHS-ONLY EDUCATION CENTRE OPENS IN SURREY Mathnasium, a leader in maths-only education with centres across the UK, has opened a new maths learning centre in Frimley. It will welcome children for free assessments and then be open for one-to-one tuition from September 7th to help them develop skills and confidence in maths. Aqil, Centre Manager, Mathnasium Frimley, commented: “It’s common for pupils to struggle with fundamental concepts like fractions, algebra and geometry, but the right support can make a huge difference. At our new specialist maths learning centre, we’ll assess each child to understand their individual strengths and any gaps in their knowledge, before creating a bespoke learning plan to help them build their skills, understanding and confidence in maths.”

NEWS LAW FIRM CELEBRATES HALF-CENTURY

Surrey law firm, Meadows & Co, recently celebrated its 50th year with a memorable celebration at the prestigious St George’s Hill Lawn Tennis Club.

During the summer, friends and colleagues of the firm, which was founded by Peter Meadows in 1976, undertook a 50-mile walk from The Boathouse at Walton Marina, via the Riverside Pantry, to Hampton Court.

ECLIPSE BRINGS BOOSTED TRADE

50 years ago, I could never have imagined the journey ahead. Our success has always been built on our people, our clients, and a commitment to doing the right thing. This challenge is a wonderful way to celebrate how far we’ve come together while looking forward to the next chapter.”

The partial solar eclipse, which took place on August 12th across many parts of the UK and western Europe, saw pubs, restaurants and retailers experience a boom in bookings and sales associated with the astronomical phenomenon. The Longshore on Brighton Road, Shoreham, invited customers to a viewing event. However, five hours later, the business had to rescind the offer due to the event’s popularity. A ticketed event at The Beach, in Sea Road, Littlehampton, was also fully booked. Wendy Doherty, owner of Handmade By Wendy, in Arundel Road, Littlehampton, said her success selling eclipse glasses has ‘put me on the map’. Meanwhile, Karen Dawson, manager of The Longshore in Shoreham, said she ‘genuinely didn’t realise how popular it would be.’

Peter Meadows commented, “When I founded Meadows & Co.

LOCAL FOOD & DRINK CAMPAIGN ATTRACTS 200TH MEMBER Two hundred shops, restaurants, pubs, cafés and caterers have now made the Sussex Six pledge to serve more Sussex food and drink produce, with Brighton & Hove and Lewes joining the campaign this summer alongside Horsham, Mid Sussex, Rother and Wealden Districts. “With support from local authorities across Sussex, we are celebrating our 200th sign-up,

which is Mange Tout in Brighton,” said Hilary Knight, co-director of Natural Partnerships CIC, which manages the Sussex Six Campaign. Sussex Six retail and hospitality businesses have pledged to take on at least six new Sussex food and drink products or ingredients in the coming year, to support local producers, reduce food miles and boost the local economy.

❛❛I didn’t get there by wishing for it or hoping for it, but by working for it ❜❜ Estée Lauder

NEWHAVEN SHOPFRONT REVITALISATION GRANTS Businesses in Newhaven town centre have benefited from nearly £100,000 of investment for shopfront makeovers since the launch of Newhaven Enterprise Zone’s (NEZ) Town Centre Revitalisation Fund. Grants have been awarded to 17 town centre businesses to help them transform the outside of their shops with new signage, lighting and more. There has been an increase in demand for commercial space in the town centre as a result of the funding, and businesses which received a grant have reported a boost in trade after their makeover. Michelle Connors, programme manager at Newhaven Enterprise Zone, said: “The modernised shopfronts look fantastic and reflect the ambition of the people behind these businesses who want to help Newhaven become a thriving place.”

TOPPING OUT ON BRIGHTON’S NEW HOTEL A new 187-bedroom Premier Inn hotel at the site of a former nightclub in central Brighton has topped out ahead of its scheduled launch in early 2028. The flagship location on Brighton’s West Street will be the second in the city for the budget brand and its parent company, Whitbread. Once open, the hotel is expected to create approximately 40 hospitality jobs.

Simon Lancaster, head of construction for Whitbread in London and the South, said: “It is always a proud moment topping out a new Premier Inn hotel, and it is especially significant at a location as prominent as West Street in Brighton. Completing the frame brings us another step closer to delivering a flagship new Premier Inn for the city”

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BUSINESS

Building capacity, creating opportunity: London Gatwick’s next phase of growth

Creating the conditions for long-term growth London Gatwick’s focus on long-term growth extends beyond any single project or initiative. From progressing the Northern Runway Programme and delivering its £1.9bn capital investment programme, to expanding its route network and supporting people into employment, recent developments demonstrate how the airport is continuing to invest in its future while delivering beneﬁts across the South East.

The UK’s long-term economic growth depends on investment. That was the clear message from a recent Oxford Economics report highlighting a £1.9 trillion investment shortfall in the UK London has turned its attenover the Gatwick past 25 years compared with tion toleading delivering its £2.2bn Northern other economies. Runway Programme after the Court of Appeal an end to the legal chalFor UKbrought businesses looking to delivlenges against the scheme, marking er major infrastructure projects, thea signiﬁcant milestone in one of the UK’s report argues that long-term policy most important infrastructure projects. certainty, alongside a stable and proportionate regulatory environment, is The ruling concludes future an eight-year essential to unlocking growth. planning and legal process. provides For London Gatwick, this Itdebate is certainty for than the airport to move into about more economic theory; it the detailed design and delivery directly affects the airport’s abilityphase to inof a in programme that improve will increase cavest infrastructure, passenpacity, support and economic and ger experience create growth opportunity strengthen the UK’s global connectivity. across the South East.

will remain sufficiently stable over the lifetime of major infrastructure assets.

of the project’s eight-year planning and legal process in August.

To highlight these findings, London Gatwick joined fellow transport and

Commenting on the report, Chief Executive Pierre-Hugues Schmit said: “London Gatwick is ready to deliver the infrastructure this country needs to grow. Our Northern Runway Programme will add £1 billion to the economy every year, create 14,000 jobs and bring significant tourism and trade benefits. As a business that must invest in and maintain our assets over the long term, our key ask for Government is to use the Budget to deliver a more stable and proportionate approach on key issues such as business rates and bring the policy certainty that we need to invest and stay competitive.”

Focus turns to Northern Runway programme

Once fully operational, the Northern CREATING THE CONDITIONS FOR Runway is expected to enable up to INVESTMENT 100,000 additional flights year The Oxford Economics reporteach examined and the accommodate around 13m more why UK has consistently lagged bepassengers annually, expanding hind comparable economies on choice investfor travellers and creating new opportument and what could be achieved if that nitieswere for airlines, gap closed. tourism and trade. programme also to The report found is that hadexpected the UK ingenerateat signifi cant economic vested the average G7 rate benesince fits across the South£1.9 Easttrillion and beyond. 2000, an additional would London Gatwick estimates scheme have been invested in thetheeconomy will creategrowth-boosting 14,000 new jobs projects and deliver through – a £1bn annual the year UK econoand £109 billionboost in thetolast alone. my, supported comprehensive emLooking ahead,by it a suggests that closing ployment, skillsincrease and business strategy the gap could real household designed to income maximise for disposable byopportunities around £1,540 localyear communities per by 2040. and businesses. Welcoming the decision, GatOne of the report’s centralLondon conclusions wick Executive Pierre-Hugues is thatChief long-term investment relies on Schmit said:Businesses “The Court need of Appeal deconfi dence. certainty cisiontheto conditions comprehensively reject the that they invest under

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One of the report’s ❛❛ central conclusions is that long-term investment relies on confidence ❜❜

infrastructure organisations including Manchester Airports Group, Eurostar, Getlink, London St Pancras Highspeed and the Global Infrastructure Investor Association in calling for policies that support long-term private investment. For London Gatwick, the discussion is particularly relevant as the airport prepares to deliver its Northern Runway Programme following the conclusion

legal challenges brought by the two campaign groups opposing London Gatwick’s Northern Runway Project confirms, yet again, that the September 2025 decision by the Secretary of State for Transport to approve the Northern Runway Project was taken properly and lawfully.” He added: “The Northern Runway project will deliver significant business, tourism and trade benefits for the UK, including 14,000 new jobs, a £1bn boost to the economy every year and a

The Northern Runway Programme is one of the UK’s largest privately fi nanced infrastructure projects and forms part of London Gatwick’s wider

comprehensive employment, skills and business strategy designed to bring maximum beneﬁts to local people and the Gatwick region.” For London Gatwick, the decision marks the start of an exciting new chapter. With planning certainty secured, the airport can now focus on bringing the project to life and delivering additional capacity that will support future growth, enhance resilience and reinforce Gatwick’s role as a key economic gateway for the South East and the UK.

BUSINESS

Solid first-half performance as growth plans progress commitment to has supporting regional London Gatwick reported solid opgrowth investment, connectiverationalthrough and financial performance in ity creation. theand firstjobhalf of 2026, demonstrating continued demand for travel despite the INVESTING THE East PASSENGER confl ict in theIN Middle and capacity EXPERIENCE reductions by some low-cost carriers. Investment is not only about major infrastructure It isdestinations also about The airport projects. served 231 ensuring continue to benvia more passengers than 60 airlines during the Operational performance also reLooking ahead, the airport continues efi t from airport that period, withanseven newexperience carriers joining, mained strong, with passengers passto invest in future growth through its evolves growth. includingalongside Jet2, Airfuture France, Condor and ing through security in five minutes or £1.9bn capital investment programme, Eurowings. Despite a challenging opless 95% of the time and the airport alongside the now-approved Northern With theenvironment, Northern Runway Programme erating London Gatwick achieving 99% of its agreed passenger Runway Programme. approved long-term itspassenger continued and to strengthen network, service measures. growth anticipated, Gatwick expanding passenger London choice and reinInnovation also remains a focus, with has launched its largest ever and forcing its position as one of food the UK’s London Gatwick Chief Executive initiatives such as Smart Stand techbeverage tender,airports. inviting operators to most connected Pierre-Hugues Schmit said: “Despite a nology that improves operational effi bid for six flagship hospitality locations challenging backdrop, London Gatwick ciency and maximises capacity across across both terminals. Revenue increased by 4.8% to £515.2m has continued to perform well, grow its the airfield. At the same time, the introduring the first six months of the year, network and deliver a world-class serduction of robotic parking offers pasOfficer. Kathleen joins Spanning more 3,800 while EBITDA rose than by 5.5% to £276.5m. vice for passengers.” sengerssources new, convenient travel options. London Gatwick from BT Group square metres, the tender repand brings extensive experiresents one of the most signifence leading transformation, icant hospitality opportunities talent and culture programmes currently available in the UK across international markets. travel sector. It forms part of MoreGatwick’s than 100 ongoing people have London inHe added that 70% of particcompleted London GatAnnouncing the and appointment, vestment in the passenger exipants in Sussex Surrey arrive at the airport. At the start of the wick’s providing Aviation greater Academy Chief Executive Pierre-Hugues Schmit perience, choice and have moved into employmonth, Fever-Tree opened a location in since its launch February options said: “Our vision - to be airport for ensuring food and inbeverage ment through thethe scheme. the South Terminal, while healthy eating 2026, helping jobseekers everyone, whatever your journey meet the needs of the millions of pasbrand Tossed is set to open its first-ever across Sussex, through Surrey and means delivering an enjoyable, sengers travelling the airport Osatahamhen Odigie,accessian airport restaurant in London Gatwick’s Croydon ble and Aviation efficient passenger each year. access new career Academy experience graduNorth Terminal in the coming weeks. opportunities within the airand making our airport a greatas place ate who now works a to portof community. work. Our people are what sets us apart As part this continued evolution, pasCustomer Service Advisor Commenting on the wider transformaand we at areSwissport, delighted to welcome Kathsengers are already seeing new brands said the protion of the airport’s hospitality offer, Delivered in partnership leen andgramme the experience she brings helped that build conStephane Geffroy, Head of Retail at with the Department for at such fian important phase in skills our jourdence, develop new London Gatwick, described the current Work and Pensions (DWP), ney following the recent legalcareer decision and identify a future tender process as the airport’s largest Crawley College, John Ruson our Northern Runway project.”inpath within the aviation ever food and beverage opportunity kin College and 12 airport dustry. and highlighted the significant comemployers, the programme As London Gatwick enters its next mercial opportunities created by future provides participants with phase of“The growth,programme continued investment has growth plans. a Level 1 Introduction to in infrastructure, passenger experihelped me get to where I am Aviation qualification and a Barry Cullen ence and people remain central to now, and Iwill would encourage Together, theseand developments reflectAirport); a (Employment Skills Lead, Gatwick guaranteed interview with Osatahamhen long-term benefi ts for Odigie (Aviation ensuring Academy participant); anyone unsure about theirpasbroader ambition: that invest-Abbedelivering Watermanment (DWP)in growth is matched by investan airport employer. sengers,next businesses and communities step to give it a try – across the youSouth neverEast. know where the ment in the passenger experience itself. So far, 110 people have completed tary of State for Work and Pensions journey could take you.” the 10-day course, with 59 partici- INVESTING Pat McFadden, who said: “PartnerIN PEOPLE pants either securing employment or Alongside ships likeinvestment the Sector-based Work in infrastructure awaiting a start date. Academy Programmes (SWAPs) at and the passenger experience, London the Gatwick Aviation Academy have Gatwick continues to invest in its people. The programme’s success was highshown what’s possible when governlighted during a recent visit by Secre- Inment and the employers work together.” August, airport welcomed Kath- www.gatwickairport.com www.gatwickairport.com leen Maes as its new Chief Human Re-

Alongside investment in ❛❛ infrastructure and the passenger

Gatwick Over 100 completeexperience, AviationLondon Academy employment scheme continues to invest in its people. ❜❜

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FINANCE

By Jamie Servante, Partner and Paul Strutt, Advisory and Assurance Manager, Kreston Reeves

How AI is changing tax, accounting and profitability for creative businesses Artificial intelligence is rapidly becoming part of everyday life for creative businesses. Agencies, designers, production companies and publishers are using AI tools to automate tasks and improve efficiency. However, alongside these opportunities come important accounting, tax and commercial considerations that business owners can’t afford to ignore. AI INVESTMENT IS BECOMING A SIGNIFICANT BUSINESS COST Many creative businesses are now spending significant sums on AI-powered tools, including content generation platforms, image creation software, video editing applications, transcription services and workflow automation systems.

have based pricing and profitability on billable hours. AI is challenging that model. Tasks that once took hours can often be completed in minutes, allowing creative teams to increase capacity and deliver work more efficiently. Greater efficiency is obviously good news, but it creates a challenge for businesses that still price work based on time. If work takes less time to complete, should clients still be charged

continues to evolve, particularly where third-party platforms have been used to produce creative work. Businesses should ensure they understand the licensing terms associated with the AI tools they use and consider whether their contracts with clients adequately address ownership of AI-assisted content. Clients increasingly want clarity about how AI has been used and who owns the resulting work.

As AI costs increase, businesses ❛❛ need to understand how these costs affect profitability and cash flow. ❜❜

In most cases, subscriptions to these services will be treated as a business expense and deducted when calculating taxable profits. However, businesses investing heavily in bespoke AI solutions or developing their own proprietary tools may need to consider whether certain costs should be capitalised rather than treated as immediate expenses.

based on hours worked or should pricing focus more on expertise, creativity and outcomes? Understanding AI’s financial impact requires more than monitoring revenue. Businesses may need new metrics such as project profitability, revenue per employee and client margins to assess whether efficiency gains are improving financial performance.

As AI costs increase, businesses need to understand how these costs affect profitability and cash flow.

INTELLECTUAL PROPERTY HAS BECOME MORE IMPORTANT THAN EVER For many creative businesses, intellectual property is one of their most valuable assets.

AI IS CHANGING HOW CREATIVE BUSINESSES MEASURE PROFITABILITY Traditionally, many creative agencies

Ownership of AI-generated content remains a grey area in some situations, creating uncertainty for both agencies and their clients. The legal position

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OPPORTUNITIES FOR R&D TAX RELIEF Although simply using an offthe-shelf AI platform is unlikely to attract tax relief beyond the normal deduction for business expenses, some creative businesses are beginning to develop their own AI-powered tools and workflows. Where projects involve genuine technological innovation and technical uncertainty, there may be opportunities to benefit from innovation tax incentives, such as R&D tax relief. However, eligibility depends on whether the project seeks to advance science or technology and involves overcoming genuine technological uncertainty. Businesses undertaking qualifying activities should maintain records of technical challenges, staff involvement and development costs. HMRC continues to scrutinise R&D claims closely, making robust documentation more important than ever.

FINANCE

LOOKING AHEAD AI is no longer a future consideration for the creative sector. It’s already changing how agencies, studios and production companies operate. As adoption increases, businesses will need to consider not only the creative opportunities but also the accounting, tax and commercial implications.

Those that combine AI with ❛❛ creative talent are likely to be best positioned for long-term growth. ❜❜ THE HUMAN ELEMENT STILL MATTERS One of the biggest concerns within the creative sector is whether AI will replace creative professionals. So far, the evidence suggests that AI works best as a tool rather than a substitute for human expertise. Clients still pay for strategic thinking, creativity and judgement. AI may speed up production, but human expertise remains essential. This means businesses should think carefully about workforce planning, training and investment. Those that combine AI with creative talent are likely to be best positioned for long-term growth.

The businesses likely to benefit most from AI will be those that understand the costs, track the returns and put sensible safeguards in place for its use. For creative sector leaders, the challenge isn’t whether to embrace AI, but how to do so in a way that strengthens both creativity and commercial performance. As AI continues to reshape the creative sector, business owners should regularly review the financial, tax and commercial impact of new technologies.

Seeking professional advice can help ensure that AI investment is structured effectively, costs are treated correctly, and opportunities for innovation incentives are not overlooked.

If you would like to discuss the tax, accounting or commercial implications of AI within your creative business, please get in contact with Jamie Servante, Partner or Paul Strutt, Advisory and Assurance Manager: Call: +44 (0)33 0124 1399 Email: enquiries@krestonreeves.com Visit: www.krestonreeves.com

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LEGAL

Sarah Gopaul, Commercial Property Executive, Mayo Wynne Baxter

In the age of AI, do I really need a solicitor? Do you remember the sound of dial-up connections? Then simple websites turned into social media platforms. Before you knew it, smartphones were pocket computers, and the age of digital use created the data that formed the basis of the AI we see today. AI can draft with apparent poise in minutes and works 24/7, but AI is just a tool, and algorithms from the World

are made, so when a legal professional gives you advice, someone is accountable for it. When a ‘chatbot’ gives you some generic template through an unregulated online service, no one is accountable. Contracts and Commercial Agreements Generic templates that appear flawless and are rolled out by AI in seconds can miss the commercial intent of a deal and lack a real understanding of each business’s specific requirements. A solicitor’s role is to properly consider what their client actually wants to achieve, having regard to each client’s long- term objectives. A badly drafted agreement can be very costly when disputes end up in court.

When a ‘chatbot’ gives you ❛❛ some generic template through an unregulated online service, no one is accountable. ❜❜ Wide Web lack any real checks. Commercial deals can get complicated, and mistakes can be expensive. Unlike advice from trained professionals, AI lacks the commercial wisdom to protect a business interest. THE ACCOUNTABILITY DISPARITY Solicitors are regulated by the Solicitors Regulation Authority, and they carry professional indemnity insurance. Clients are financially protected if errors

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CORPORATE TRANSACTIONS AND M&A Share purchase agreements, shareholde rs’ agre e m e nts , c o mpany reorganisations, mergers and acquisitions all come with layers of complexity that no template can ever capture. Due diligence, warranties and indemnities, d is c l o s u re l e t te r s , c o m p l e ti o n

mechanics, post-completion undertakings etc all need proper legal judgment behind them. AI systems will struggle to understand complex and unique corporate transactions, and AI models trained on old data are likely to misjudge business risks. Whilst AI can excel at processing data, it cannot spot what is missing. Miss a disclosure or draft a warranty poorly, and you could be looking at a messy (and costly) dispute after the deal has closed. REAL ESTATE AND PROPERTY Commercial property transactions can be high-stakes deals, and the funds involved usually trump the legal fees, so it pays to have a matter in safe hands from instruction through to completion. The property market is ever-changing. Commercial property transactions are, more often than not, unique in nature. Algorithms will always struggle with this, and property law leaves little room for error. Title checks, Land Registry requirements, and questions under the Landlord and Tenant Act 1954 all need

LEGAL

someone who knows what they are doing. Whether you are acquiring, disposing of or leasing a property, it pays to have someone who is properly trained and commercially focused. EMPLOYMENT LAW Employment law seems to change every five minutes and tribunal claims can get expensive. Unfair dismissal, redundancies, TUPE transfers, discrimination claims, settlement agreements are all governed by the Employment Rights Act 1996 and a web of related legislation.

your legal advice stays confidential. Uploading sensitive business data or draft contracts into an AI tool can compromise confidentiality and, as a business, could expose corporate data or trade secrets to competitors.

CONCLUSION Legal tech and online services have definitely made certain routine tasks easier and cheaper. However, whenever there’s real risk, regulatory exposure or commercial complexity involved, businesses are still much better off with a qualified solicitor in their corner.

Legal fees are, time and ❛❛ again, a fraction of what you’d

Legal fees are, time and again, a fraction of what you’d pay for litigation, regulatory fines, or a deal gone wrong. Don’t think of solicitors as a cost to be trimmed. Think of them as a resource to be used wisely.

pay for litigation, regulatory fines, or a deal gone wrong ❜❜

Get a dismissal wrong or fumble a TUPE consultation, and you could face uncapped discrimination awards or protective awards that run into thousands of pounds per employee. A solicitor gives you advice that is current and specific to this jurisdiction, which is something a generic HR platform just can’t offer. LEGAL PROFESSIONAL PRIVILEGE Communication with a solicitor is, almost invariably, protected by legal professional privilege. Privilege means

THE VALUE OF A TRUSTED LONGTERM ADVISER Maybe the most underrated thing a solicitor offers is continuity. A solicitor who actually knows your business, your risk appetite, your key relationships and where you are headed will flag issues before they become problems, rather than just cleaning up after the fact. Online services and AI-generated documents lack accountability, tailored judgment, and a real sense of negotiation strategy. A good solicitor becomes someone you trust, who spots trouble early and helps structure deals in a way that actually fits your bigger picture.

If you need any assistance with a commercial matter, please get in touch with one of our experienced team at Mayo Wynne Baxter on 0800 84 94 101. Our specialist team can advise on all aspects of commercial and property law. sgopaul@mayowynnebaxter.co.uk

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SURREY

2026

BUSINESS AWA R D S

STEP INTO THE SPOTLIGHT WHERE SURREY’S LEADING BUSINESSES ARE RECOGNISED

Judging underway for the Surrey Business Awards 2026 The stage is set. Entries for the Surrey Business Awards 2026 have officially closed - and it’s been a truly record-breaking year. An outstanding and diverse group of businesses from across the region have stepped forward, each demonstrating the ambition, innovation and resilience that define Surrey’s thriving business community. From pioneering start-ups to established industry leaders, this year’s entrants represent the very best in leadership, growth and impact. Now, the spotlight turns to our esteemed judging panel. Comprising respected business leaders and industry experts, the panel has begun the rigorous process of reviewing every submission in detail.

Beyond commercial success, judges are looking for the powerful stories behind the numbers – the vision, determination and influence that set exceptional organisations apart. Finalists will be revealed in next month’s issue - a moment that will celebrate the businesses who have risen to the top and earned their place among the region’s elite. Winners will then be announced at a spectacular gala ceremony on November 19th at G Live in Guildford. This prestigious evening brings together influential leaders and decision-makers from across the region for an unforgettable night of recognition, celebration and connection.

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FINANCE

Hollie Ryan, Partner, Employment Law, DMH Stallard

WhatsApp in the workplace: should employers be worried? WhatsApp’s journey from a personal messaging app to an everyday workplace tool has been rapid, with billions of users globally. From an employment perspective, we are seeing WhatsApp feature prominently in disciplinary matters, grievances, Tribunal litigation and data subject access requests. The informality invites off-the-cuff comments, jokes and opinions that can land badly and, potentially, fuel allegations of bullying or harassment. Employers should be mindful of data security; messaging platforms can be vectors for the accidental disclosure of client or sensitive personal data. The challenge is not whether to use messaging at all, but how to govern it. HOW IMPORTANT IS INSTANT MESSAGING IN DISCLOSURE? In civil litigation, WhatsApp is now the “quick and easy email” of the day. Parties are obliged to disclose documents that support or undermine their case; that commonly includes relevant WhatsApp messages on work devices and courts expect parties to have taken reasonable steps to identify and preserve relevant content. Derogatory, ill-judged or deeply informal WhatsApp exchanges can surface and damage a case. CAN WHATSAPP MESSAGES AMOUNT TO BINDING CONTRACTS? Even when messages are stored on personal devices, relevant material

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may still be disclosable by the individual employee or emerge through the opponent’s disclosure, underscoring the need for employer-led guidance on messaging use. The High Court authority confirmed in Jaevee Homes Ltd v Fincham [2025] that informal WhatsApp exchanges can form an enforceable contract where the essential elements are present, including an agreement, the intention to create legal relations and consideration.

Messaging platforms can ❛❛ be vectors for the accidental disclosure of client or sensitive personal data ❜❜ In the employment context, there can be a presumption of intention to create legal relations in employer–employee communications. Discussions about bonuses, pay or benefits over WhatsApp can carry legal weight unless clearly qualified. ARE EMPLOYERS DOING ENOUGH TO CONTROL DATA FLOWS AND REDUCE RISK? Many organisations underestimate how extensively staff use WhatsApp and similar platforms. Blanket bans are rarely realistic. Policies should set parameters for acceptable content, prohibit sharing client or sensitive personal data via messaging apps, and require the use of approved tools for communication. Training should address etiquette, inclusion and respect as much

as legal risk. Employers should map where work-related conversations occur, align device/SIM provisioning with policy and set retention, exit and handover processes to reduce the leakage of confidential information when staff leave the business. HOW CAN EMPLOYERS MONITOR WITHOUT “SPYING” ON WORKERS? The governing principles are proportionality, necessity and transparency. Any monitoring must be justified by a legitimate business interest—such as preventing data breaches, complying with legal obligations, or maintaining professional standards. Employers should tell staff, in plain terms, what monitoring may occur, on which systems, and for what purpose. They should avoid accessing personal content that is absent of clear justification, and they should conduct Data Protection Impact Assessments for higher-risk activities. WHO OWNS THE DATA AND WHAT ARE THE DISCLOSURE IMPLICATIONS ACROSS DIFFERENT DEVICE MODELS? Ownership and control are clearer when the business owns the device. Corporate devices allow employers, under a well-drafted policy, to monitor and preserve work data and to meet disclosure duties. Where the employer owns the SIM and phone number but not the handset, there is still greater leverage to control use and retention given WhatsApp’s link to the telephone num-

FINANCE

ber rather than the device, although most content resides on the device or in the Cloud, not on the SIM itself. Where the employer operates a bringyour-own-device policy, the position is more complex: the employer typically lacks custody or control of the device, and access may depend on the employee’s cooperation. Nevertheless, relevant messages may still be disclosable by individuals or recovered through forensic means or counterparties.

ing may later be scrutinised in litigation or internal processes. It’s therefore important to keep communications professional and aligned with policy. Remember that WhatsApp conversations with colleagues—even on personal devices—can be treated as an extension of the workplace.

to mandate approved, secure channels for client communications. Where messaging tools are used internally for operational convenience, employers should implement explicit boundaries, training and oversight, ensure device/ SIM strategies support those controls and maintain litigation-ready processes for preservation and disclosure.

Offensive or inappropriate ❛❛ content may result in serious disciplinary consequences ❜❜

Employers should implement robust joiner/mover/leaver processes, including prompt return or deactivation of devices and numbers, secure wiping, and documented handover to prevent inadvertent transfer of client or personal contacts and to preserve relevant records. WHAT MESSAGE DO EMPLOYERS NEED TO COMMUNICATE TO THEIR EMPLOYEES? WhatsApp is a fast platform to communicate, but anything expressed in writ-

Offensive or inappropriate content may result in serious disciplinary consequences, up to and including dismissal, depending on the severity of the conduct. If negotiations are ongoing, clearly mark exchanges “subject to contract” and move substantive terms into approved, recorded channels.

PRACTICAL TAKEAWAYS FOR MANAGING CLIENT CONFIDENTIALITY ON WHATSAPP The safest position is to prohibit the sharing of client confidential information and sensitive personal data, and

Done well, organisations can capture the productivity benefits of instant messaging while protecting confidentiality, meeting their legal obligations and maintaining a respectful workplace culture.

For advice on reducing the risk with your employees, please contact enquiries@dmhstallard.com

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EVENTS

ANGELS’ DEN RETURNS TO SUSSEX

MONDAY NOVEMBER 9TH 2026 • THE CORN EXCHANGE, BRIGHTON Focus Foundation is set to bring Angels’ Den back to Sussex for a second year, offering grassroots charities the opportunity to secure transformational funding for innovative projects that will make a lasting difference in their communities.

Den sees a select group of charities pitch bold new ideas to a panel of phil-

anthropic ‘Angels’. Each Angel contributes £15,000, with Focus Foundation

Following a hugely successful inaugural event, which attracted more than 120 applications and awarded £104,690 to grassroots charities, Angels’ Den 2026, taking place on Monday, November 9th 2026, promises to be even bigger and more impactful. The unique funding forum gives small charities a rare opportunity to secure significant investment, raise their profile and connect directly with philanthropists, business leaders and supporters.

Above: Pelican Parcels delivers its three-minute pitch to the Angels’ Den panel

Inspired by the investment format made famous by Dragons' Den, Angels’

Top: The Angel investors who helped award more than £104,000 to grassroots charities

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EVENTS

matching every donation to create a total funding pot of £150,000 available on the night. Ten shortlisted charities will have just three minutes to present their vision and demonstrate how funding could help them tackle some of society's most pressing challenges. From supporting vulnerable children and young people to improving mental health and wellbeing, tackling poverty and homelessness, and strengthening local communities, the event shines a spotlight on the remarkable work being delivered by grassroots organisations across Sussex and beyond. Taking place at Brighton's iconic Corn Exchange, the event will bring together more than 500 guests from the worlds of business, philanthropy and the charity sector, creating a unique platform for charities to share their stories, build valuable connections and secure funding that could accelerate their impact. More than just a fundraising event, Angels’ Den encourages charities to think creatively, challenge traditional funding models and showcase ambitious ideas with the potential to create meaningful, measurable change. It also offers

Brighton Table Tennis Club celebrates receiving £25,000 in Angels’ Den funding.

using their funding to expand services, reach more people and bring ambitious projects to life. Brighton Table Tennis Club, which secured the headline award of £25,000 to support the growth of its nationally recognised junior coaching programme, is one such example. "We are absolutely delighted," said Co-Founder Tim Holtam. "Our young coaches are incredible, and this funding means we can invest in their development and bring the sport into more communities across Brighton. This will genuinely help change lives."

pists and the community the chance to experience an unforgettable evening of inspiring pitches, live funding decisions and meaningful networking. Whether you're looking to support bold ideas, expand your local connections or simply witness the power of community collaboration in action, Angels’ Den Sussex 2026 is an event not to be missed.

More than just a fund ❛❛ raising event, Angels’ Den

encourages charities to think creatively, challenge traditional Focus Foundation is now invitorganisations to become funding models and showcase ing event sponsors or philanthropambitious ideas.❜❜ ic Angels, helping to shape the business leaders and philanthropists the opportunity to engage directly with local organisations, discover innovative projects and see first-hand the difference their investment can make.

next chapter of Angels’ Den. By pledging £12,500 or more, Angels play a direct role in backing innovative grassroots charities while demonstrating a meaningful commitment to creating lasting local impact.

The impact of last year's event is still being felt across Sussex, with charities

Audience tickets are also now on sale, offering business leaders, philanthro-

Further information, audience tickets and opportunities to become an Angel or sponsor can be found at www.angelsden.org.uk. For more information about Angels’ Den, other upcoming events or any of Focus Foundation’s initiatives, please contact the team at info@focusfoundation.org.uk

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BUSINESS

Azets responds to latest insolvency statistics There were 1,931 corporate insolvencies in July 2026. This was an increase of 4.5% compared to June 2026 (1,847) and a 4.9% decrease compared to July 2025 (2,031). Chris Tate, Restructuring and Insolvency Partner at international accountancy and business advisory group Azets, which has offices in Guildford and Sutton and also at Heathrow, says: “For an increasing number of firms, July was the month where the cost of doing business became too heavy.

flected the impact of the increases in National Minimum Wage and Employer National Insurance, which resulted in a rise in insolvencies as businesses found themselves unable to absorb those increased costs after years of soaring expenses and shrinking margins.

“In a climate where expenses continue to rise, and debts continue to be chased, an increasing number of directors ran out of road, and more businesses ran out of time and options.

“Corporate insolvencies continue to be driven by a mixture of high costs, cautious consumer and customer spending, political and geopolitical uncertainty, and creditor aggression. Businesses are operating in a world where everything costs more, people are spending less, and creditors are turning to the courts if bills are paid late. This is leading to more of them seeking advice and support for their financial and cash flow issues.

“The main driver of July’s rise in corporate insolvency numbers was Creditors’ Voluntary Liquidations, which rose to the second highest number this year, and a small increase in Compulsory Liquidations. Administration numbers were also down month-on-month, which shows rescue was an option for fewer firms by the time they sought insolvency advice. “While numbers are lower this month than they were a year ago, we should remember that July 2025’s figures re-

the public purse. Private sector creditors have followed suit and are now going after debts with a ferocity driven by fear of facing the same cash flow issues and pressure from those they owe money to. “Many directors are running out of options, ideas and energy and are choosing to close down their businesses. This is because they don’t have any alternative options and they don’t believe the situation can or will improve enough in the short-term for them to turn things around.

“HMRC has been assertive in chasing down overdue tax debts and has used winding-up petitions to force payment of overdue bills for some time now. However, they have increased their use of this in recent months in an attempt to more aggressively recover funds for

Corporate insolvencies continue to be driven by a mixture of ❛❛ high costs, cautious consumer and customer spending, political and geopolitical uncertainty, and creditor aggression. ❜❜

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BUSINESS

“The change of Prime Minister and the ongoing effects of the conflict in the Middle East have hit incomes, hiring and confidence hard. This is affecting borrowing costs and availability at a time when many firms need rescue finance to allow them to trade through challenging times. “There has been some good news in the retail industry in recent weeks, but sales increases are based on volume rather than value. With online shopping growing at the expense of traditional retail stores, and hot weather pushing up energy bills as businesses try to keep shoppers cool, margins remain tight at a time when retailers badly need a financial shot in the arm.

“We’re hearing the residential property sector is struggling as the housing market has declined and companies that based their business models on prices increasing find themselves overloaded

Many directors are running out of options, ❛❛ ideas and energy and are choosing to close down their businesses. ❜❜

with debt. With flats, in particular, struggling to sell and losing value in some parts of the country, this is hitting property companies hard and pushing them into the red. “The construction sector is also continuing to struggle with increased wage bills, shrinking margins, delays in projects starting and legacy contracts whose slim profits have eroded to the point they become losses. “Firms who survived and even made a profit on these kinds of arrangements historically are now seeing these slim margins eroded to the point where they have no alternative but to seek the support of insolvency specialists, as their business models have become unsustainable. “Anyone worried about their finances should speak to a restructuring or insolvency advisor as a priority. We know how hard it is to talk about, but having the conversation as early as possible can ensure that Directors maximise their potential options. “More time to consider and make robust decisions is crucial and usually leads to better outcomes than if you’d waited until the situation became more serious and the options more limited.”

www.azets.com

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Flex Matters Mid Sussex Leaders Lunch

An exclusive afternoon with Alison Bennet In support of the Rockinghorse Children’s

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BIG STORY

eg Jackson CBE

THE BIG STORY

CEO, OCTOPUS ENERGY Octopus Energy has gone from energy market entrant to market leader in just 10 years. Greg Jackson CBE, Chief Executive and Co-Founder, is at the forefront of this business success story. The secret? It’s nothing to do with energy, he says - it’s the Kraken software that links the company to its customers and suppliers. So how did he do it? What’s is his story? Born in Germany, Jackson grew up in Yorkshire. He became interested in electronics and computer coding in the early 1980s, leaving school at 16 to programme computer games. He told the BBC that he remembered having his energy supply cut off when he was growing up. He returned to sixth form college to study economics, before attending Pembroke College, Cambridge. Jackson also founded software technology platform Kraken Technologies to introduce efficiencies across customer needs and operational fulfilment. A minority stake in the platform was sold for $1 billion in December 2025, valuing Kraken at $9 billion. In August 2025, Jackson was appointed to a three-year term as a non-executive member of the Cabinet Office board; he said he would press government departments to use technology to implement policies more rapidly and ef-

ficiently. He is also a member of the government’s Industrial Strategy Advisory Council. In January 2026, Jackson became the first Co-Chair of the Department of Science, Innovation and Technology (DSIT) specialist unit CustomerFirst, seeking to modernise UK public services. HISTORY AND GROWTH Greg Jackson is the founder of Octopus Energy Group Ltd (previously Octopus Energy Ltd and Octopus Energy Holdings Ltd), known colloquially as Octopus Energy, holding the position of Chief Executive. Octopus Energy Ltd was formally incorporated on October 14th 2014, as Mercury Energy Supply Limited. Following its renaming in August 2015, the company started operations in November 2015 and began supplying energy to customers the next month. By April 2018, the company had

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BIG STORY

In January 2026, ❛❛ Octopus was named as

“Recommended Provider” by the Which? consumer organisation for the ninth successive year. ❜❜

198,000 customers and had made an energy procurement deal with Shell. Later in 2018, Octopus acquired Iresa’s 100,000 customers under Ofgem’s “supplier of last resort” process after Iresa ceased trading. The same year, Octopus replaced SSE as the energy supplier for M&S Energy, a brand of Marks & Spencer, and bought Affect Energy, which had 22,000 customers. A 2019 agreement with Midcounties Co-operative saw Octopus gain more than 300,000 customers, taking its total beyond one million. The following year, ENGIE UK announced that it was

selling its residential energy supply business (comprising around 70,000 UK residential customers) to Octopus. That same month, Octopus launched the not-for-profit Octopus Centre for Net Zero (OCNZ), a research organisation tasked with creating models and policy recommendations for potential paths to a green energy future. Octopus built the UK’s first R&D and training centre for the decarbonisation of heat. Located in Slough, the centre trains 1,000 heat pump engineers per year and develops new heating systems. Just as the company was com-

ing out of lockdown, it was appointed as the Supplier of Last Resort for Avro Energy, acquiring Avro Energy’s domestic customers and increasing its customer base to 3.1 million. In October 2022, Octopus reached an agreement with the UK Government to acquire Bulb Energy’s 1.5 million customers, at a time of high volatility in energy costs. The government provided funding to allow Octopus to procure energy for ex-Bulb customers for that winter. In February 2023, Marks & Spencer announced it was pulling out of the energy supply business and ending its five-year partnership with Octopus; the 60,000 M&S Energy customers transferred to Octopus Energy two months later. Ofgem reported the following year that Octopus had become the UK’s largest electricity supplier by domestic customer numbers, with a 22% share, and held a similar share of domestic gas customers, ranking second behind British Gas. By the end of that year, Octopus, having gained almost one million new gas and elec-

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Financial planning tips for parents

Parenthood comes with so many responsibilities that juggling them all can be overwhelming. It’s no wonder long-term financial planning often takes a back seat. Here are five ways to get started.

1. Build a rainy-day fund You should typically have at least six months’ worth of essential expenditure in an easy-access savings account to help pay the bills if you suffer a period of unemployment or cover unexpected emergencies.

2. Create a financial safety net Income protection pays out a proportion of your salary if you suffer from a long-term illness and are unable to work. It’s also worth considering life insurance, which pays out a lump sum if you pass away during the policy term. You should also check you have an up-to-date will.

3. Invest in your kids’ future While you may wish to keep your money in a savings account because investing tends to involve more risk than holding cash, history shows that over long periods, the stock market tends to perform better. A great way to invest for children is through a Junior Individual Savings Account (JISA). Investment gains are tax free, and your child won’t be able to access the money until they reach age 18.

4. Focus on your pension and savings If you’ve taken time off work to look after your children, it’s important to look for ways to top up your pension savings. The first step is to protect your state pension. To qualify for the maximum amount, you need to have paid national insurance (NI) contributions for 35 years.

If you’re not working, you’ll get NI credits automatically as long as you claim child benefit and your child is under 12. You can still receive these credits if you’ve claimed child benefit but have opted out of receiving payments.1 You should also consider topping up your workplace or private pensions. Pensions are a cost-effective way of saving for retirement because of the tax relief you receive on personal pension contributions.

5. Get some financial advice By understanding you and what you want to achieve in life, a wealth manager can help you decide how much you should be investing – and where.

We live and work local to you. We would be delighted to help you and your family achieve financial clarity and stability. Paul Cannons Director, Wealth Manager E: paul.cannons@brewin.co.uk M: 07702 632019

Evelyn Iriajen Associate Director, Wealth Manager E: evelyn.iriajen@brewin.co.uk M: 07702 631971 RBC Brewin Dolphin, 16 Lonsdale Gardens, Tunbridge Wells, TN1 1NU T: 01892 739580 W: www.brewin.co.uk/royal-tunbridge-wells

(1) www.gov.uk/child-benefit/what-youll-get

The value of investments, and any income from them, can fall and you may get back less than you invested. This does not constitute tax or legal advice. Tax treatment depends on the individual circumstances of each client and may be subject to change in the future. You should always check the tax implications with an accountant or tax specialist. Information is provided only as an example and is not a recommendation to pursue a particular strategy. Information contained in this document is believed to be reliable and accurate, but without further investigation cannot be warranted as to accuracy or completeness. RBC Brewin Dolphin is a trading name of RBC Europe Limited. RBC Europe Limited is registered in England and Wales No. 995939. Registered Address: 100 Bishopsgate, London EC2N 4AA. Authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority. ® / TM Trademark(s) of Royal Bank of Canada. Used under licence.

RBCBDM6980_2608_1

BIG STORY tricity accounts, had become Britain’s largest household energy supplier, with 12.9 million domestic customer accounts in 7.3 million households (a 23.7% market share). This is a position Octopus has held ever since. Headquartered in London, it has operations in the UK, France, Germany, Italy, Spain, Australia, Japan, New Zealand and the United States. The group operates a range of business divisions including Octopus Energy Retail, Octopus Energy for Business, Octopus Energy Services, Octopus Electric Vehicles, Octopus Energy Generation, Octopus Heating, and Kraken Technologies. It supports the not-for-profit thinktank Centre for Net Zero. The group also supplies software services to other energy suppliers. KRAKEN SOFTWARE Octopus Energy licenses its proprietary customer management system called Kraken, which runs on Amazon’s cloud computing service. It was first licensed by UK rival Good Energy in late 2019, for an initial three-year term, to manage its 300,000 customers. Today, E.ON and its Npower, EDF Energy in the UK, and Far Eastern energy suppliers Hanwha Group and Tokyo Gas all licence the software for their collective tens of millions of customers. Internet service provider TalkTalk also use the technology.

Octopus HQ, UK House, Oxford Street, London

Headquartered in London, it has operations in ❛❛ the UK, France, Germany, Italy, Spain, Australia, Japan, New Zealand and the United States.❜❜ COMPANY APPROACH In January 2026, Octopus was named as “Recommended Provider” by the Which? consumer organisation for the ninth successive year. This is no surprise given the personal experience

Jackson, a government advisor, with the then UK Prime Minister Sir Keir Starmer

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more than one person at Platinum has had with energy suppliers. There is - or at least, it feels like - a customer-centred approach from Octopus. What Jackson may ever say about how he feels his customers should be treated is secondary; it’s how they are actually treated that’s key. There is, for instance, a gnawing habit among utility companies (see the article on Martin Lewis in PBM 148) of flying in the face of their contracts and arbitrarily raising prices. In the case of energy companies, it’s often the direct debit being paid by a given household that arbitrarily changes (let’s face it - increases), even if that account is in credit by hundreds of pounds. Octopus indulges in this irritating practice, which is possibly why their scores in the Which? surveys, while the highest, could certainly be higher. However, there are many documented cases in which a quick phone call to them resolves the situation, usually without pushback.

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“DMH Stallard” is a trading name of DMH Stallard LLP. DMH Stallard LLP is a limited liability partnership registered in England and Wales (registered number OC338287). Its registered office is at The Portland Building, 27-28 Church St, Brighton and Hove, Brighton BN1 1RB. It is authorised and regulated by the Solicitors Regulation Authority (SRA ID No. 490576). The term partner is used to refer to a member of DMH Stallard LLP, and a list of its members may be inspected at the registered office.

BIG STORY

It’s not an ideal scenario, but being named ‘Recommended Provider’ is a statement of comparative behaviour rather than absolute or cultural behaviour. It’s a comment on just how bad some of the other providers can be. It does, however, go part-way to explaining Octopus’ rapid rise from nowhere to the top in 10 years. Acquisitions are part of the company’s growth narrative, too, although people are free to leave their energy provider if another company has acquired it. In this instance, as the numbers will tell you, they don’t. ELECTRICITY GENERATION In its early years, the company did not generate gas or electricity, instead purchasing them on the wholesale markets. In 2019, Jackson stated that all its electricity came from renewable sources and began offering a “green” gas tariff with carbon offsetting. In July 2021, Octopus acquired its sister company, Octopus Renewables, which claims to be the UK’s largest investor in solar farms and also invests in wind power and anaerobic digesters.

As Martin Lewis states on his website, “If being eco-friendly is a key consideration for you, then the lack of savings might not concern you when looking to replace your current boiler.” The CEO of rival energy provider Ecotricity, Dale Vince, who is also a government advisor, feels that, given the grants available for more efficient heating, the money would be better spent on what he considers more scalable options, such as solar roof panels. He argues that a significant percentage of British homes are poorly insulated or structurally unsuited for low-temperature heat pump systems without expensive retrofits. ELECTRIC VEHICLES Octopus Group set up Octopus Electric Vehicles in 2021 as an electric vehicle (EV) leasing operation. By last year, the company had become one of the UK’s leading providers, with a fleet of over 30,000 cars. As part of an energy group, Octopus Electric Vehicles can offer integrated services and equipment, such as a home charger, smart meter, solar panels and a heat pump, plus a cheap electricity tariff.

People are free to leave their ❛❛ energy provider if another

HONOURS AND AWARDS In the 2024 King’s Birthday Honours, Jackson was appointed Commander of the Order of the British Empire (CBE). In the same year, he was named in the 100 Most Influential Climate Leaders in Business in Time magazine’s Time 100 Climate.

company has acquired it. In this instance, as the numbers will tell you, they don’t. ❜❜ HEAT PUMPS Octopus Energy, having acquired a heat pump manufacturer in Northern Ireland, is keen to promote the use of the energy-providing unit. However, heat pumps have their detractors. While they are clearly better for the environment, as they do not burn fossil fuels (they use electricity, which Octopus will provide from renewable sources), they are not cheap to install. This has the effect that, by the time you’ve factored in the cost of installation, there is not much of an overall saving.

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Jackson is an honorary fellow of Pembroke College, Cambridge and holds an honorary doctorate from Teesside University. In April 2026, Jackson was named “Business Leader of the Year” at the British Business Awards, and in May 2026 he was named “Personality of the Year in the City AM Awards 2026. JACKSON’S APPROACH In February 2026, Jackson told The Pivot business podcast, “After the pan-

demic, the wholesale cost of energy doubled or tripled. Then Russia invaded Ukraine. Suddenly the price of energy went up 15 times. We ended up with a £75bn forward commitment. I remember looking at that and swearing. “Then I realised it was actually a huge opportunity. At every one of our rivals, someone was looking at the same thing, and we were a stronger, more efficient, better capitalised, more agile business than any of them. “It took maybe 72 hours to go from

BIG STORY

looking down the hole to feeling that, if this was the biggest ever crisis, it was also the biggest opportunity. We acquired Avro Energy, Bulb and Shell’s energy business as a result of that insight. “Peter Drucker apparently said that culture eats strategy for breakfast. Process is just the scraps off the bottom of the breakfast plate.

every one of our employees could tell you the mission in their own words, and they mean it deeply. We use something we call the family dinner, where we get the entire company together on a Zoom call to reinforce what matters. People can then make decisions without having to work through a list of KPIs or take PowerPoints up to management all the time. They just get on with it.

“Relentless positivity is a driver, and putting that at the heart of what you do is more important than process. We don’t have a mission statement, but

“When we built our company, we had a relentless focus on getting to know the customers and what they want from us. Call it an energy company, but

we’re really a service provider for people’s third-biggest outgoing expense. Nobody wants to buy electrons or gas molecules off us. They want to heat their homes. No one phones us up about volts and kilowatts. They call us about money. “We worked out what they wanted, and we built the company to deliver that. Then we did the marketing at the end. If we can find ways to put electricity in your car more cheaply, by doing it at certain times and automating it, that’s compelling.”

we built our company, we had ❛❛a When relentless focus on getting to know the customers and what they want from us. Call it an energy company, but we’re really a service provider for people’s third-biggest outgoing expense. ❜❜

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EVENTS

Finalists announced for the Brighton & Hove Business Awards 2026

The finalists for this year’s Brighton & Hove Business Awards have been announced, following an intensive judging process that brought together an exceptional panel of experienced business leaders from across the city. Established in 2004, the awards have become the ultimate mark of business excellence in the city, recognising the organisations, entrepreneurs and individuals who are making an outstanding contribution to the local economy and community. This year’s judging has now taken place, with the finalists selected following a rigorous assessment of an exceptionally strong field of entries. The judging panel brought together highly experienced representatives including Churchill Square, Merranti Group, City Girl Network, MDHub, True Potential, University of Brighton Help To Grow,

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Growth Animals, Allica Bank, Galloways, Carnegie Group, Search Seven, The Jonathan Lea Network and EMC Corporate Finance. The breadth and quality of this year’s entries provided the judges with a challenging task, with businesses from across the city demonstrating outstanding levels of innovation, growth, resilience, leadership and impact. With such a strong field of contenders,

the judging process was both rigorous and inspiring - providing a powerful reflection of the talent, ambition and entrepreneurial spirit driving Brighton & Hove’s economy forward. The finalists will now go head-to-head at the spectacular awards ceremony, where the 2026 winners will be revealed. Taking place on October 1st at The Grand Hotel in Brighton, the evening will bring together some of the city’s leading businesses, entrepreneurs and decision-makers for a night of celebration, recognition and plenty of networking - all hosted by comedian Cally Beaton.

Tickets are £99 and can be purchased online: www.platinummediagroup.co.uk/ events/brighton-and-hove-businessawards/buy-tickets-copy/

FINANCE

THE 2026 SHORTLIST GAMECHANGER OF THE YEAR Sponsored by Growth Animals AI Potential Do Good. Well. Dona Donations ForLoop Prsnt Seed Publicity BEST NEW BUSINESS AWARD Sponsored by MDHub Babble Capsule Closet Stylist Inside Stories Moonlight Body Art Prior Media and Marketing Sussex Impact Pathway SMALL BUSINESS OF THE YEAR Sponsored by Platinum Business Magazine AI Potential Always Possible Joint Living Marketing 101 Oakdene Mortgages Prior Media and Marketing RETAILER OF THE YEAR Sponsored by Churchill Square Baroque Bespoke Jewellery Harriets of Hove Kemptown Bookshop Spark & Bell Lighting Stanley Road Store The Book Nook AI EXCELLENCE AWARD Sponsored by Merranti Group AI Potential DabApps Dovetail ForLoop Ingenio Technologies Jean Edwards Consulting BEST CUSTOMER SERVICE AWARD Sponsored by City Girl Network Bang Tidy Property Bozboz Clarity Environmental Clearline Recruitment European Tech Recruit Kingsway Care

COMMUNITY HERO AWARD Sponsored by Dynamic Magazine Brighton Swimming Centre DoubleTree by Hilton Brighton Metropole Love Local Jobs Foundation Search Seven Sussex Cricket The Russell Martin Foundation EMPLOYER OF THE YEAR Sponsored by True Potential 5 Squirrels Clarity Environmental Crunch Oban International Seed Publicity Young Friends Nursery FUTURE TALENT OF THE YEAR Sponsored by University of Brighton Help To Grow Annex Media - Amber Smith Annex Media - Amelia Wildman Lemon Drizzle Social Amy Wonnacott Moonlight Body Art Daze Livingstone Seed - Gaby Rollinson LEISURE & TOURISM EXCELLENCE AWARD Sponsored by D-RisQ Brighton Toy & Model Museum GLOBALLS Laine Pub Company One Garden Brighton Sussex Cricket The Brighton Marathon Weekend LARGE BUSINESS OF THE YEAR Sponsored by Allica Bank ForLoop Lucy & Yak One Garden Brighton Seed Publicity Shoreham Port Snap Finger Click

MEDIUM BUSINESS OF THE YEAR Sponsored by Galloways BN1 Art Bozboz Dona Donations Laine8 Events Orange Beach Events Spark & Bell Lighting PROFESSIONAL SERVICES AWARD Sponsored by Innovation Capital Crunch EQ Investors Jean Edwards Consulting Martin Searle Solicitors OneFamily Plus Accounting PROPERTY BUSINESS OF THE YEAR Sponsored by Carnegie Group Joint Living Knight and Knoxley Oakdene Mortgages Orange Property Group PMR Architecture Woodhart Group SUSTAINABILITY CHAMPION AWARD Sponsored by Search Seven A4Labels.com Kindly One Garden Brighton Spark & Bell Lighting The Brighton Marathon Weekend Young Friends Nursery BUSINESSPERSON OF THE YEAR Sponsored by The Jonathan Lea Network Clarity Environmental Natalie Rea DMH Stallard - Richard Pollins Joint Living - Zoe Masterson Prsnt - Omid Moallemi and David Parr Snap Finger Click Martijn van der Meulen The Russell Martin Foundation Jane Coleman

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EST 2004

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BUSINESS

Peter Luck – the ROCC of MDHUB By Richard Green, MDHUB “I was burnt out,” Peter says, surprisingly, when asked how he became Managing Director. “I didn’t know what to do next.” Peter is a familiar face at MDHUB events: an active and warm presence, involved in multiple workgroups across AI and Tech, and ROCC - a special-

ist technology firm developed for the housing sector - is a sponsor of the annual Hubbub Awards. He joined MDHUB just before he became a first-time Managing Director, so we took it back to the start of his leadership journey. ROCC’s owner, Luke Aldrich, had asked Peter to join an MDHUB workgroup as part of his development. In his first session, Peter suggested he wasn’t sure whether he would be a member

for long, as he was struggling to understand where his career was headed. The room turned the conversation toward him - why? Over the afternoon, they helped him realise he wasn’t struggling to determine his next steps; he had unrealised goals and needed to focus on them. His new peers pushed him to explore the ideas he’d been sitting on - about where ROCC was heading, the products and services it could deliver and the type of company it needed to meet future challenges. He took that pitch straight back to Luke. The response? “Let’s go for it”. This trust in employees’ vision appears to be a hallmark of both ROCC and Peter’s leadership style. He joined ROCC as a rookie on the customer service desk. His first interview was foundational: his hiring manager offered him better terms than he’d expected, thanks to his clear statement of ambition. “I was just about to turn 22,” he says. “I was blown away by that. How can someone have that much faith in me?” In the eight years since taking on a leadership role, he’s paid that forward, giving ambitious people the chance

Peter is a familiar ❛❛ face at MDHUB events: an active and warm presence ❜❜ 40

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BUSINESS

to succeed and building roles around people’s strengths rather than slotting them into a job description written before anyone met them. “All of our roles - certainly our senior ones - are created because of the people,” he says. “We find good people and then work out how this company can run with those good people.”

A key part of how these relationships are formed is through the R-SAB (ROCC Strategic Advisory Board), which brings together leading customers to discuss innovation and the future of the industry. MDHUB’s Helen Bailey, who facilitates the board, joined early on and has remained fiercely independent. “She’ll lit-

We turn to the upcoming Hubbub Awards, which ROCC sponsors. Peter’s track record is impressive - having notched up previous wins for the Alchemist and Disruptor Awards - but he is far more animated when discussing his former colleague Tash Wilson, winner of Best Supporting Act in 2025. “Those awards are given because of what’s been talked about [by the leaders across MDHUB] over the previous year. I was overjoyed.”

He’s certainly a passionate ❛❛ advocate for a relationship-first

He’s certainly a passionate advocate for a relationship-first culture, and it’s integral to ROCC’s client work, as well. One of the first things Peter did as MD was to rethink the sales function. “I want our customers to be looked after with a plan for the long term,” he says, “not a plan for how much short-term commission we can rinse out of this client.”

What the wins mean to him has culture, and it’s integral to less to do with the trophies than ROCC’s client work, as well. ❜❜ the team who are selecting them.

It’s a bet that’s paid off: client relationships span decades, and ROCC’s average staff tenure is nearly 12 years. He calls the test for a good client relationship the ‘phone a friend’ test - someone whom you could ring and say “I’ve got a problem and need a favour”, knowing they’d say yes?

erally point fingers across the room and challenge ROCC as much as she’ll challenge the customer,” Peter says. “But everyone’s hugging Helen. It’s wonderful to see.” Running it, he admits, is relentless - a major annual event on top of weekly contact all year round - but he’s unequivocal about the return. “It’s worth it financially. It’s worth it reputationally. The friendships being created between supplier and customer are just worth a million bucks.”

“These are people that know how to run businesses, and they thought you were worthy of getting an award,” he says. “Whenever I’m having a bit of self-doubt, it’s a great reminder.”

www.mdhub.co.uk

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FINANCE

By Devin Smith, Regional Director - South, Benchmark Financial Planning

Who is Chancellor John Healey – and what will his first Budget look like?

When Andy Burnham took over as prime minister, there was one key question on many people’s minds – who will take over from Rachel Reeves as chancellor and lead crucial decisions about spending and taxation? On July 20th, Burnham announced John Healey as his choice. Now, the new chancellor has set a date for his first Budget, and on October 28th, he will unveil his plans, many of which could affect your finances. WHO IS JOHN HEALEY AND WHAT WILL HIS FIRST BUDGET LOOK LIKE? John Healey has held several cabinet positions since being elected as an MP in 1997. The new chancellor has been in parliament for decades, having been elected to represent Wentworth in 1997 under Tony Blair’s government. Since then, he has been a mainstay of the Labour Party, holding several key cabinet positions: • Shadow Health Secretary from 2010 to 2011 • Shadow Housing Secretary from 2015 to 2020 • Secretary of State for Defence from July 5th 2024 to June 11th 2026 Healey’s position as defence minister ended abruptly as he was among the high-profile ministers to step down in the lead-up to Keir Starmer’s resignation, after a dispute over defence funding. When he was first an MP, Healey

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FINANCE also served as a parliamentary private secretary to the chancellor from 1999 to 2001, so he has some experience in the role. HEALEY’S PRIORITIES FOR THE BUDGET ECHO ANDY BURNHAM’S SENTIMENTS When he announced the date of his first Budget, John Healey talked about his priorities as chancellor. He said that the Budget would be built on “fiscal discipline” and echoed the prime minister’s promises to “kickstart growth in every postcode” and “move money and power out of Westminster”.

additional funding to cover some of the policies already announced. He wrote that they needed to be “disciplined on spending, looking at the tough choices and being ready to shift funding away from unproductive or legacy programmes that no longer reflect this administration’s priorities.” This might suggest that Healey is hoping to fund many of the government’s new policies from existing budgets.

make changes to Inheritance Tax (IHT) and Capital Gains Tax (CGT) to address the perceived imbalance. For instance, the Chancellor could announce that CGT rates will increase to match Income Tax rates. Alternatively, Healey could reduce the Annual Exempt Amount – the level of profits you can make each year before paying CGT. Where IHT is concerned, Burnham has previously suggested the idea of replacing the tax with a 10% flat-rate levy on all estates. Should this happen, you may need to reconsider your estate plan.

He said that the Budget would be ❛❛ built on “fiscal discipline” and echoed the

prime minister’s promises to “kickstart growth in every postcode” and “move Healey also committed to sticking to previous Chan- money and power out of Westminster” ❜❜ IT’S IMPORTANT cellor Rachel Reeves’ fiscal rules. These guidelines state that all government spending must be funded by tax revenues and other income rather than by borrowing by 2029/30. This means that if Healey wants to continue with the cost-of-living measures announced so far and push for further investment in public services, he will need to raise taxes or make savings elsewhere. THE CHANCELLOR HAS TOLD GOVERNMENT DEPARTMENTS TO FIND MONEY IN THEIR BUDGETS In a letter to government departments, Healey stressed that there would be no

However, Andy Burnham’s devolution plans are likely to be costly. Also, Healey previously resigned over a lack of defence funding, so he may well want to increase spending in that area. So, there is a significant chance that the chancellor will seek to raise more revenue through taxation. THERE IS SPECULATION ABOUT CHANGES TO INHERITANCE TAX AND CAPITAL GAINS TAX Andy Burnham has previously said that he feels income is overtaxed and wealth is undertaxed. This has led to widespread speculation that he will

TO AVOID MAKING REACTIVE DECISIONS IN THE LEAD-UP TO THE BUDGET Only time will tell what changes John Healey announces on October 28th, and it’s important to avoid making any decisions before then. While it may be tempting to try to get ahead of tax changes by adjusting your financial plan, this could lead to worse long-term outcomes. Once we know what is going to change, we can help you navigate new legislation and ensure you remain on track to meet your goals, get in touch to chat with one of our expert financial advisers.

www.benchmarkfp.co.uk Approved by Best Practice IFA Group on 12/08/2026. Important information This article is for general information only and does not constitute advice. The information is aimed at individuals only. All information is correct at the time of writing and is subject to change in the future. Benchmark Financial Planning is not responsible for the accuracy of the information contained within linked sites. Please do not act based on anything you might read in this article. All contents are based on our understanding of HMRC legislation, which is subject to change. The Financial Conduct Authority does not regulate estate planning or tax planning. The views and opinions contained herein are those of Benchmark Financial Planning. They do not necessarily represent views expressed or reflected in other Benchmark Financial Planning communications, strategies or funds and are subject to change. This document is intended to be for information purposes only and it is not intended as promotional material in any respect. The material is not intended as an offer or solicitation for the purchase or sale of any financial instrument. The material is not intended to provide, and should not be relied on for, accounting, legal or tax advice, or investment recommendations.

Information herein is believed to be reliable, but Benchmark Financial Planning does not warrant its completeness or accuracy. The data has been sourced by Benchmark Financial Planning and should be independently verified before further publication or use. No responsibility can be accepted for error of fact or opinion. Benchmark Financial Planning is not responsible for the accuracy of the information contained within linked sites. Reliance should not be placed on the views and information in the document when taking individual investment and/or strategic decisions. Past Performance is not a guide to future performance and may not be repeated. The value of investments and the income from them may go down as well as up and investors may not get back the amounts originally invested. Issued by Benchmark Financial Planning Limited. An Appointed Representative of Best Practice IFA Group Limited which is authorised and regulated by the Financial Conduct Authority, the registration number is 223112. Registered office: Broadlands Business Campus, Langhurst Wood Road, Horsham, West Sussex, RH12 4QP. Registered in England and Wales No 07572431.

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BUSINESS

The English Soap Company achieves B Corp™ certification The English Soap Company is proud to announce that it has officially become a Certified B Corporation™, joining a global community committed to using business as a force for good. This certification recognises the company’s dedication to high standards of social and environmental performance, transparency, and accountability. Becoming a B Corp means looking at the business as a whole, from how it supports its people and local community to the choices it makes for the environment and its customers. As part of the certification process, The English Soap Company achieved a B Impact Score of

86.2, recognising the positive work already taking place across the business while also helping to identify where further improvements can be made. For over 25 years, the company has been creating beautifully fragranced soaps and toiletries from its family-run home in the heart of the East Sussex countryside. Achieving B Corp certification reflects a long-standing commitment to crafting products that are as thoughtful as they are beautiful. The company has

always believed that creating beautiful products should go hand in hand with caring for people and the planet. From manufacturing products in England and using plastic-free soap pack-

Becoming B Corp certified is an ❛❛ important milestone in The English Soap Company’s ongoing journey. ❜❜ aging to installing a solar array, the company continually strives to improve its environmental impact and to support its local community. Becoming B Corp certified is an important milestone in The English Soap Company’s ongoing journey. Achieving B Corp Certification has been almost a year in the making. The assessment involved gathering information and evidence from across the business, reviewing existing policies and processes, and looking closely at how the company operates day-to-day. It also meant taking the time to understand what was already being done well and where changes could be made. Throughout the process, The English Soap Company used the assessment as an opportunity to consider where improvements could be made. The certification project was led by Chloe, Personal Assistant to the MD & HR Assistant, who worked with colleagues across the business to bring

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BUSINESS

together the information and evidence required for the assessment. Input from the Finance, Health & Safety, Operations and Procurement teams, alongside contributions from across the wider business, helped build a detailed picture of how The English Soap Company operates and of the work already underway.

For The English Soap Company, achieving certification is both a recognition of the work already taking place and an opportunity to keep learning. The assessment has provided a clearer picture of where the business is today and where further progress can be made.

mitted to making a positive difference, while continuing to create luxurious gifts our customers love. “Achieving a B Impact Score of 86.2 is something we're incredibly proud of, but we also see this as the beginning. The certification process has encouraged us to look closely at every area of the business, recognise the progress we've already made and, importantly, understand where we can do better. It has given us a much clearer idea of where we can make further progress and where to focus our efforts as we move forward.”

Our B Corp certification reflects ❛❛the values that have guided our business from the very beginning ❜❜

Bringing together knowledge from across the company was an important part of the process. It helped highlight the positive work already happening dayto-day, while also encouraging conversations about where things could be done differently and where there are opportunities to continue improving.

“Our B Corp certification reflects the values that have guided our business from the very beginning,” says Oliver Butts, CEO. “We're incredibly proud to join a community of businesses com-

The English Soap Company is now part of a global movement working to benefit people and the planet. This achievement marks the beginning of the next chapter, as The English Soap Company continues to grow with purpose, responsibility, and a commitment to creating products that make everyday moments feel special.

T HE

EN GLI S H S OA P COM PA NY

www.theenglishsoapcompany.com

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BUSINESS

SUSSEX’S HIDDEN BUSINE

Running a business has rarely felt more START WITH YOUR CHAMBER OF demanding. Rising costs, a persistent COMMERCE skills gap and the challenge of findThe Sussex Chamber of Commerce is ing the right funding are all weighing the only British Chamber-accredited on business owners across Sussex. business membership organisaRecent research from Novuna tion covering East and West Business Finance found Sussex, and it exists spethat the proportion of UK cifically to plug the gaps small businesses citthat keep business Number of ing barriers to growth owners up at night. has reached a six-year Members get access businesses within high, and the British to guidance, includBrighton’s business Business Bank says ing free HR, legal, tax, improvement that raising investment and health & safety district can take nine months or advice lines, structured longer from beginning the networking events, and fundraising process to receivtraining. More local chambers ing the money. It’s easy to see why so like Brighton, Worthing or Horsham many business owners feel they’re navoffer similar services and networking – igating growth largely on their own. other chamber members may offer the exact support you need. The good news is that they don’t have to be. Sussex has a dense, often unCHECK WHETHER YOU’RE IN derused network of support, from naA BUSINESS IMPROVEMENT tional bodies to hyperlocal ones and DISTRICT knowing where to look can save time, If your business sits in a city or town money and a lot of trial and error. centre, you may already be paying into

500

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— and entitled to draw on — a Business Improvement District (BID). Brighton’s BID, Brilliant Brighton, covers more than 500 businesses from Western Road through The Lanes and North Laine, funding street ambassadors, safety initiatives and footfall-driving events and marketing. It’s worth checking what your BID actually offers beyond the Christmas lights — many provide direct business liaison and support with issues like graffiti, cleaning and crime prevention. GET FREE ADVICE AND IP SUPPORT FROM YOUR LOCAL LIBRARY Less well known, but genuinely useful, is the Business & IP Centre (BIPC) Sussex network - part of the British Library’s national network of Business & IP Centres. The regional hub is at Jubilee Library in Brighton, with local centres at Crawley, Worthing, Eastbourne and Hastings libraries, giving most of the county at least one nearby access point.

BUSINESS

ESS SUPPORT NETWORK BUSINESS SUPPORT FROM THE UNIVERSITY OF BRIGHTON

The Help to Grow: Management programme is a government-backed leadership and management course delivered through business schools nationally, including at the University of Brighton. Click here: Help to Grow The NatWest Accelerator, now with a dedicated hub inside the university’s Elm House building, offers free workspace, mentoring, workshops and networking to SME leaders and start-ups across the region — no banking relationship required. Click here: NatWest Accelerator | NatWest

well beyond a small business’s budget. The University of Brighton is a good example. Beyond its new NatWest Accelerator hub (below), the university’s School of Business and Law offers routes for businesses to work directly with students and academics - from applied research projects to graduate talent pipelines, giving firms a genuinely low-cost way to access fresh thinking and specialist skills.

If you have an idea you would like to develop within your business or a problem that needs solving - work with university experts, academics and students to get support to grow. Click here: Innovation isn’t just for big business. It’s for bold ones. Everything is free. That includes oneto-one expert advice sessions on funding, tax and growth; access to market research and company data that would otherwise cost real money to license; monthly workshops on topics ranging from marketing to intellectual property; and networking events and co-working space. It’s a particularly good starting point for anything IP-related — trademarks, patents, brand protection — an area many SMEs don’t know where to turn for affordable guidance. DON’T OVERLOOK YOUR LOCAL AUTHORITY Brighton & Hove City Council runs a dedicated business support service covering everything from business rates relief and grant signposting to co-working space and apprenticeship guidance. It works closely with the Chamber, the BID and the Federation of Small Businesses to coordinate support across

CLAIM YOUR SPONSORED PLACE

A LESS OBVIOUS PORT OF CALL: LOCATE EAST SUSSEX One of the less well-known sources of support is Locate East Sussex, the county’s official inward investment the city. It’s also worth checking what agency. Funded by East Sussex Counyour local authority publishes in the ty Council together with the district way of an economic plan. These docand borough councils, its team offers uments often reveal where councils are free business coaching, help finding prioritising investment, and where grant commercial property, access to fundfunding is likely to appear next. ing and networking connections. It’s easy to assume an ‘inward inUNIVERSITIES: vestment agency’ is only MORE THAN JUST for large relocating comMANAGEMENT panies, but Locate East TRAINING Sussex works with The number of Universities are inexisting local SMEs businesses helped creasingly stepping too and is worth a call by the NatWest into the business supif you’re weighing up Accelerator port space too - not just a move or expansion, in 2025 through formal training or want an experienced programmes, but through sounding board. direct access to students and academic expertise. Many Between the Chamber, your BID, offer consultancy-style projects where the council and the university sector, students work with local businesses Sussex businesses have more support on live business challenges, as well as on their doorstep than many realise. access to specialist research and innoThe challenge is rarely a lack of help — vation support that would otherwise be it’s knowing where to start.

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2026

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PEST CONTROL

By Clive Bury, Spokesperson for Cleankill Pest Control

B&M’s £2m fine: why pest c should be on every boardroo When news broke that retailer B&M had been fined £2 million following serious mouse infestations in three of its stores, many business owners probably viewed it as someone else’s problem. They shouldn’t. The case is one of the most significant food hygiene prosecutions in recent

years and demonstrates just how seriously the courts now regard failures that put customers and employees at risk. Environmental Health Officers found evidence of widespread rodent activity, including contaminated food and mouse droppings, leading to emergency closure notices before the stores eventually reopened.

For every business owner, facilities manager or landlord, the message is clear: pest management has become a critical business risk. The law has steadily become more robust over the past two decades. Food businesses have a legal duty to ensure that their premises are protected against pest contamination and that effective monitoring and control measures are in place. Local authorities have shown they are increasingly willing to prosecute businesses that fall short of these standards, with fines now running into hundreds of thousands, and even millions, of pounds. But it’s not just supermarkets and restaurants that should be paying attention. Across London, offi ce buildings, hotels, warehouses, healthcare facilities, schools, apartment developments and hospitality venues all face pest pressures. The capital’s ageing infrastructure, dense population, extensive transport network and constant redevelopment create ideal conditions for rodents and insects to thrive. At Cleankill Pest Control, we’re seeing increasing demand from organisations that recognise pest control isn’t simply

The case is one of ❛❛ the most significant

food hygiene prosecutions in recent years ❜❜ 50

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PEST CONTROL

control om agenda about responding when rats or mice appear. It’s about preventing them from becoming a problem in the first place. Unfortunately, many businesses still see pest control as a commodity and appoint providers based on price alone. That can prove to be a very expensive decision. A reputable pest control company should be carrying out far more than routine bait checks. Professional surveys identify vulnerabilities in a building, from structural defects and drainage issues to poor waste management and housekeeping practices. Modern pest management also uses digital monitoring technology and detailed reporting to identify trends before they become infestations.

Control Association (BPCA), appropriately qualif ied technicians, comprehensive documentation and a commitment to ongoing staff training all provide reassurance that the contractor is working to recognised professional standards.

The financial cost of a professional pest management programme is tiny compared with the consequences of getting it wrong. A prosecution can result in substantial fines, legal costs, damaged customer conf idence, adverse media coverage and, in some cases, temporary closure.

reputable pest control ❛❛ Acompany should be

The B&M prosecution is by no means an isolated case. Local authorities continue to take enforcement action against businesses where pest infestations have compromised food safety or public health.

For London businesses, protecting your premises from pests isn’t just about compliance. It’s about safeguarding your reputation, your people and your customers.

carrying out far more than routine bait checks ❜❜

While every organisation hopes it will never face such scrutiny, the reality is that inspectors increasingly expect businesses to demonstrate not only that they have a pest control contractor, but that they are actively managing pest risks.

The recent B&M case should be viewed as far more than another headline. It is a reminder that effective pest management is an investment in business resilience. In today’s regulatory environment, prevention really is the best form of protection.

The most effective programmes follow the principles of Integrated Pest Management (IPM), combining prevention, monitoring, proofing and targeted treatments to minimise both pest activity and pesticide use. Businesses should also look carefully at the credentials of the company they appoint. Membership of the British Pest

ABOUT THE AUTHOR

Clive Bury is spokesperson for Cleankill Pest Control, one of the South East’s leading providers of commercial pest management services. Cleankill works with businesses across London and the South East, helping organisations protect their people, property and reputation through proactive, environmentally responsible pest management.

For a free survey or cost comparison contact Cleankill www.cleankill.co.uk

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TRAVEL

GRE A commu Adapted from Barry Hoffner’s book, ‘Belonging to the World’ “What are your plans for visiting Greenland?” I asked the middle-aged man seated beside me as our flight lifted off from Newark, bound for Nuuk. Until 2024, that journey wasn’t possible: Nuuk’s runway was too short to accommodate international flights. Its recent expansion has transformed access to Greenland. “I’m here for work,” he replied. It turned out he was a Danish soldier assigned to NATO. Given President Trump’s repeated interest in acquiring Greenland, already a territory of my seatmate’s country and NATO ally, Denmark, I suspected our conversation would eventually drift toward politics. Greenland, once an Arctic island that most Americans rarely thought about, had suddenly become the subject of presidential statements, cable news debates, and geopolitical speculation. Earlier this year, I read a Wall Street Journal article titled “Donald Trump Jr. Visited Greenland. Then Things Got Weird”, describing his visit to Nuuk. According to the article, locals at a bar called Daddy’s were handed MAGA hats, offered free beer, and asked whether Greenland might prefer becoming part of the United States. Greenland has its own vision of becoming an independent country one day. The episode struck me as oddly surreal, political theatre unfolding in one of the world’s smallest and most isolated capitals. Yet shortly afterwards, local polls overwhelmingly confirmed that Greenland had little interest in becoming part of

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TRAVEL

EENLAND unity, not a commodity the U.S. They wanted to determine their own future, not be swapped between countries as part of a business deal. While the geopolitical question intrigued me, I really came to learn about the Arctic land itself.

the muted Arctic environment. At first, I assumed the colours were simply meant to brighten an otherwise drab landscape.

You know you’ve arrived in the Arctic when you look out the aeroplane window and see no trees. I had experienced that same feeling the year before in Longyearbyen on the archipelago of Svalbard in Norway. Greenland produces that same sensation. As our aircraft descended toward Nuuk, I looked out over granite mountains, scattered snowfields, and dark water stretching into distant fjords. There were no forests, no highways disappearing over the horizon. The landscape felt raw, even barren. The next morning, over breakfast, a couple at the neighbouring table gazed through the dining room windows toward the grey harbour. “Why would anyone choose to live here?” one of them asked. With those words still echoing in my mind, I headed into town. Almost immediately, Nuuk challenged the impression of that couple.

written signs could not. Government buildings were commonly red, hospitals yellow, post offices green, police buildings black, and blue was associated with fishing and hunting. Whether every building followed these conventions mattered less than what the colours represented: a practical way for two cultures to communicate despite speaking different languages. The buildings were no longer simply picturesque; they had become part of Greenland’s history. As I continued toward the harbour, I heard shouting before I saw what had drawn the crowd. Dozens of kayaks darted across the water. I had stumbled upon a “kayak tournament.” Competitors paddled furiously through the harbour before leaping ashore, hoisting their kayaks onto their shoulders, sprinting across land, and launching themselves back into the sea. Families lined the waterfront cheering in Greenlandic, their voices rising and falling with the rhythm of the race. The event covered only a few hundred metres at a time, yet it looked exhausting. But for the locals, it also appeared joyous. For Greenlanders, the kayak is far more than sporting equipment. The word itself comes from the Greenlandic qajaq.

You know you’ve arrived in the ❛❛ Arctic when you look out the aeroplane window and see no trees. ❜❜

Against the grey rock stood rows of brightly painted wooden buildings, red, blue, green, yellow, and black. They climbed the hillsides above the harbour like pieces from a child’s building set, their colours almost startling against

Later, my guide, Sikki, explained that they also told a bit of history. During the Danish colonial period, many Greenlandic Inuit spoke only Greenlandic, a language preserved through storytelling rather than writing. As Danish institutions spread across the island, painted buildings often communicated what

For centuries, the kayak was essential to Arctic survival. In a landscape where villages were separated by water and ice, mobility meant life

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TRAVEL itself. During winter, people travelled by dog sledges; in the brief Arctic summer, they hunted seals and covered vast distances by kayak. Built from driftwood or bone and covered with sealskin, traditional kayaks were light, quiet, and agile enough for Arctic seas. Each was custom-made for its owner. The kayak wasn’t invented as a sport; it was invented because survival depended on it. Watching the racers, I noticed how many possessed remarkably powerful shoulders and torsos. Later that afternoon, Sikki, a Greenlander in his early twenties, explained why. He spoke Greenlandic, Danish, and fluent English, which he had learned during a year in Canada as a teenager. His easy smile made our conversation effortless.

Carved through ❛❛ cliffs and mountain valleys, the highway snakes north toward the Chinese border through terrain so dramatic it often felt imaginary. ❜❜

“Our ancestors didn’t spend all day walking,” he said. “They paddled. They hunted from kayaks. They hauled equipment. They drove dog sledges. Your arms and your core did most of the work.” I thought back to the racers I had watched earlier. Their broad shoulders and powerful upper bodies suddenly made sense. Their comparatively leaner legs, I realised, reflected the biological evolution of a culture shaped more by paddling than by walking.

“Greenland isn’t really a country,” he said. “It’s a community.” It was a simple answer, but it revealed the hidden treasure of life in a small place: a community bound together by mutual dependence.

remains the backbone ❛❛ofFishing Greenland’s economy, while tourism continues to grow. ❜❜

When I asked Sikki what he loved most about Greenland, he answered without hesitation. “The community.” Then he added, “And the peace. You’re never very far from nature.” His answer couldn’t have been more different from the conversations taking place thousands of miles away in Washington, Brussels, or Beijing. Foreign governments discussed Greenland in terms of military strategy, Arctic shipping routes, and critical minerals. Sikki talked about neighbours, family, and the comfort of living in a place where everyone seemed connected. That doesn’t mean Greenland is without problems. Alcohol abuse and suicide have left deep scars across many communities. Some of that pain stems from the rapid upheaval of the twentieth century, when families moved from isolated hunting settlements into larger towns and Danish colonial policies reshaped education, language, and daily life. Like many Indigenous peoples, Greenlanders have had to balance preserving an ancient culture with adapting to the modern world. Yet despite those challenges, Sikki never spoke about leaving one day. When

For generations, survival here had required cooperation. Hunters shared food because the next successful hunt might belong to someone else. Families depended on neighbours during long winters. In isolated settlements, community wasn’t an ideal. It was survival. Over lunch our conversation naturally drifted toward Greenland’s political future. Greenland has governed most of its own affairs since 2009, although it remains part of the Kingdom of Denmark. Danish financial support still underpins much of the public budget, making full independence as much an economic question as a political one. Fishing remains the backbone of Greenland’s economy, while tourism continues to grow. Beneath its mountains lie rare earth minerals and other resources that could one day transform the island’s finances. This partly helped to explain why Greenland has become a geopolitical prize. They could also transform Greenland itself. “What happens,” I asked Sikki, “if mining becomes the price of independence?” He paused before answering. “That’s the conversation we’re having.” It was one of the few times all day he answered slowly. For outsiders, Greenland’s minerals seem like the obvious story. For Greenlanders, the story is more complicated.

Greenland isn’t really a country,” ❛❛ he said. “It’s a community. ❜❜ I asked whether many of his friends wanted to build lives elsewhere, he shook his head. “Most of us wouldn’t want to live anywhere else.” Then he said something that stayed with me for the rest of my journey.

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People may own their homes, but much of the land is held collectively. Traditionally, the land, sea, and ice were not commodities. They were the shared foundation of life. Listening to Sikki, I realised we had come a long way from the conversation

TRAVEL that began on my flight from Newark. We were no longer talking about who wanted Greenland. We were talking about what Greenland wanted to become. Walking back through Nuuk that afternoon, I passed the same colourful buildings that had first caught my eye. Now I understand they reflect a people who have adapted to centuries of change without losing their identity. I thought again about the kayak race. What looked to me like a sporting event was, for Greenlanders, another way of preserving their culture.

listening to Greenlandic echo across the waterfront, and learning the stories behind Nuuk’s colourful buildings, that question seemed almost beside the point. The real story was not what Greenland possesses, but who Greenlanders are.

nities where cooperation has long mattered more than individual gain. Greenland occupies an important place on the geopolitical map. It sits astride emerging Arctic shipping routes and possesses minerals many nations covet. But if those are the only reasons we pay attention to Greenland, we’ve missed its essence. The Greenland I came to know, even in a few days, was defined not by its strategic location or buried wealth, but by the warm, resilient people who call it home.

The Greenland I came to know, ❛❛ even in a few days, was defined not by its strategic location or buried wealth, but by the warm, resilient people who call it home. ❜❜

Before coming here, I assumed Greenland’s story was about strategic competition, who wanted it, who might control it, and what lay beneath its mountains. After spending time with Sikki, watching families gather along the harbour,

They are descendants of people who survived one of Earth’s harshest environments by depending on one another. Over centuries, they made their way from Siberia, across the Bering Strait, Alaska, and Northern Canada to Greenland. They preserved an ancient language, carried forward traditions that still shape daily life, and built commu-

As Sikki said, Greenland is a community. And communities should not be for sale.

Barry is the author of Belonging to the World and was recently named the 2026 “Most Purposeful Traveler” by NomadMania. He has visited every country in the world (except North Korea, which he will visit soon), including all the highest-risk “Level 4: Do Not Travel” regions. His ﬁrsthand experiences challenge one-dimensional narratives, revealing the complexity, resilience, and humanity that exist alongside very real danger.

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MOTORING

The most afford By Maarten Hoffmann, Motoring Editor Electric cars were once the preserve of the wealthy as a second car, but now it’s possible to drive away in a brand new EV for as little as £12,000. It wasn’t too long ago when the most important thing an electric car buyer needed was a large bag of cash. But recently, the cost of new electric cars

has fallen considerably, and the price difference between EVs and their petrol-powered counterparts has shrunk. Of course, many cars with a list price of less than £37,000 also qualify for the Government’s electric car grant, which can reduce the cost by as much as £3,750. However, in a bid to meet

the Government’s strict ZEV mandate, which is set to ban the sale of new petrol and diesel cars by 2030 (it won’t happen), many dealers are also offering further discounts. And of course, the Chinese EV invasion has driven prices down considerably, but beware of depreciation on these models, as they are untried and untested. Leasing would seem the sensible route; then you have no worries about the depreciation.

1DACIA SPRING

2 LEAPMOTOR T03

Strengths • Cheaper than other electric cars • Range is enough for commuting • Respectable performance around

Strengths • Well priced • Lots of standard kit • Comfortable ride

List Price: £11,990. PCP: £206. Range: 139 miles

Weaknesses • Terrible safety rating • Cramped interior • Poor to drive

List Price: £12,995. PCP: £198. Range: 165 miles

Weaknesses • Range suited to city drivers • Not particularly fast • Driving position could be better for taller drivers

3 FIAT 500e

4 CITROËN e-C3

Strengths • Fun and easy to drive around town • Small battery version is reasonably priced • Cheery interior

Strengths • Roomier inside than many rivals • Plus version is keenly priced • Relatively quiet on the motorway

List Price: £17,245. PCP: £279. Range: 202 miles

Weaknesses • Tiny rear seats • Noisy at motorway speeds • Rivals can go further on a charge

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List Price: £18,495. PCP: £269. Range: 130 miles

Weaknesses • Disappointing efficiency • So-so performance • No Euro NCAP rating

MOTORING

dable electric cars 5 BYD DOLPHIN SURF

Strengths • One of the cheapest EVs on sale • Well-equipped from entry • Bigger-battery versions have a respectable range

Strengths • Easy to park, with great visibility • Low price, yet generously equipped • Ultra-flexible Magic rear seats

List Price: £18,675. PCP: £373. Range 137 miles

Weaknesses • Heavily predicted depreciation • Feeble range of entry-level Active version • Front space is slightly limited for taller drivers

HONDA SUPER-N List Price: £18,995. PCP: £282. Range: 128 miles

Weaknesses • Limited sub-130-mile official range • Tiny boot • No Euro NCAP safety rating

7 FIAT GRAND PANDA ELECTRIC

8 NISSAN MICRA

Strengths • Very competitively priced • Funky, colourful interior • Good interior and boot space

Strengths • Good to drive • Smart and user-friendly interior • Competitively priced

List Price: £20,995. PCP: £285. Range: 199 miles

Weaknesses • Renault 5 is better to drive • Hyundai Inster has more versatile seating • No Euro NCAP safety rating yet

9 RENAULT 5

List Price: £21,495. PCP: £343. Range 193 miles

Strengths • Grown-up driving manners • Great infotainment system • Aggressive pricing – particularly after grants Weaknesses • Rear legroom is tight • MG4 Urban has a much bigger boot • Cheapest trim misses out on Google infotainment functions

List Price: £21,495. PCP: £293. Range: 198 miles

Weaknesses • A bit tight in the back • No cupholders • Minimal discounts

10 HYUNDAI INSTER

List Price: £22,995. PCP: £224. Range 203 miles

Strengths • Small size makes it perfect for the city • Can offer surprising practicality • Good value for money Weaknesses • Only practical in the pricier 02 trim • Renault 5 is much better to drive • Rudimentary interior feel

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