Malta - Alkagesta has published a market analysis examining the supplier verification, quality control, and contract discipline that underpin reliable fertilizer trading — from the initial assessment of a new producer through to cargo inspection and contractual terms.

The analysis, written by Vusal Muradov, Fertilizer Desk Lead at Alkagesta, sets out the three-stage framework the company applies to every fertilizer trade: establishing supplier reputation and production capability before committing volume; verifying cargo quality through independent inspection against industry-standard sampling and testing protocols; and locking in contractual terms precise enough to hold up if conditions shift mid-trade.

The insight draws on recent developments in the European fertilizer market, including the EU's suspension of customs duties on key nitrogen fertilizers in May 2026 — a move designed to diversify the import base but which, in practice, requires qualifying producers with no existing track record. It also references a 2026 EU market surveillance campaign that tested 21 fertilizer products across six member states and found that two-thirds either failed to disclose required information or misstated the amount of active ingredient they contained — precisely the gap that systematic inspection is designed to close.

As Muradov notes in the analysis: "The best risk management is preparation — clear contracts, reliable counterparties, independent inspections and having contingency plans before problems arise."

The publication follows Alkagesta's participation in the Argus Fertilizer Caspian, Black Sea and Eastern European Markets Conference 2026 in Istanbul and builds on the desk's ongoing analysis of fertilizer supply chain dynamics across global and regional markets.

Alkagesta has been awarded the EcoVadis Committed Badge, recognising the company's commitment to responsible and sustainable business practices across its global trading operations.

EcoVadis is one of the world's most trusted providers of business sustainability ratings, assessing companies across four pillars: Environment, Labour and Human Rights, Ethics, and Sustainable Procurement. The assessment is evidence-based, evaluating the policies, reporting, and transparency of companies against internationally recognised sustainability standards. Achieving the Committed Badge reflects Alkagesta's performance across these criteria and provides a framework for continued improvement.

The recognition sits alongside Alkagesta's broader ESG commitments, which include ISCC and CORSIA certification for sustainable aviation fuel trading, access to EU ETS allowances, and ongoing investment in environmental research initiatives such as the Clean Caspian startup — an Alkagesta-backed initiative developing chemical technologies for oil spill remediation in marine ecosystems.

Orkhan Rustamov, CEO of Alkagesta, commented: "Receiving the EcoVadis Committed Badge reflects the work being done across Alkagesta to embed responsible business practices into how we operate — not as a separate agenda, but as part of how we run the business day to day. As a company trading commodities that sit at the heart of the global economy, we take seriously our responsibility to operate with integrity and transparency. We see this as a foundation to build on, and we will continue to raise our standards across the areas EcoVadis measures."

e2 Energy Partners calls for a pragmatic rethink of Britain's energy transition, warning that the race to decarbonise must not come at the expense of industrial stability, energy security or economic growth.

Britain's energy debate has become dangerously polarised. Clean versus dirty. Green versus brown. Renewables versus fossil fuels.

But energy security is not a choice between one or the other. It is about using the right energy sources, in the right places, at the right time.

e2 Energy Partners is calling for a more pragmatic approach to the UK's energy transition, one that recognises the enormous potential of renewable energy while acknowledging the critical role that reliable, dispatchable generation must continue to play.

The ambition to achieve net zero should not be abandoned. But the pathway towards it must reflect the realities of today's infrastructure, technology and industrial energy requirements.

Britain cannot afford to pursue decarbonisation at the expense of the very industries its economy depends upon.

For manufacturers, aerospace suppliers, automotive producers and the rapidly expanding data centre industry, electricity is not simply a commodity. It is the foundation of their operations.

A factory cannot stop production because the wind drops. A data centre cannot suspend its servers because the sun has gone down.

The International Energy Agency projects that global data centre electricity consumption will roughly double to 950 TWh by 2030, driven in significant part by artificial intelligence.

Britain must prepare for this growing demand while maintaining a reliable and affordable energy supply for its existing industrial base.

The National Energy System Operator has recognised that gas-fired generation will continue to provide essential backup as Britain moves towards cleaner electricity. The Government's Clean Power 2030 plan also acknowledges the need to retain gas capacity while reducing its use.

For e2 Energy Partners, the message is clear: decarbonisation and energy security must be delivered together.

Renewable energy offers enormous opportunities to reduce emissions, decentralise generation and give businesses greater control over their long-term energy costs.

However, wind and solar generation are weather-dependent. Delivering reliable electricity around the clock requires a combination of generation sources, storage, grid infrastructure and sophisticated energy balancing.

Future technologies, including small modular nuclear reactors, advanced batteries and potentially nuclear fusion, could transform how electricity is generated and stored.

But Britain's manufacturers need energy security now, not at some undefined point in the future.

A distributed renewable energy network, supported by appropriate backup generation and storage, can reduce reliance on centralised infrastructure and help businesses take greater control of their energy supply.

The answer is not to choose between fossil fuels and renewables. It is to build an energy system that uses both intelligently while progressively reducing emissions.

Stephen Todd, Head of Partnerships at e2 Energy Partners, said:

"We have become so obsessed with arguing about whether energy is green or brown that we are losing sight of what actually matters: can we keep the lights on, keep our factories running and keep British industry competitive?

"Net zero is a desirable destination. But ambition alone does not build infrastructure, develop storage technology or guarantee electricity supply.

"Fossil fuels still have a role to play. That is not an argument against renewables. It is an acknowledgement that we need a reliable energy system today while we build the cleaner energy system of tomorrow.

"With AI and data centres driving a new industrial revolution, our electricity requirements are only going to increase. We cannot afford to get this wrong.

"At e2, we believe in building distributed renewable energy networks, generating energy closer to where it is consumed and shaping and balancing supply around the actual needs of businesses.

"We need to stop treating energy security and decarbonisation as competing objectives. They are two parts of the same challenge.

"This isn't about abandoning net zero. It's about making sure we still have a manufacturing industry left when we get there."

e2 Energy Partners is calling for greater emphasis on distributed generation, investment in grid infrastructure, energy storage and long-term energy security for Britain's industrial sector.

The company believes businesses should be empowered to secure their own renewable generation, supported by an energy system capable of delivering reliable electricity when renewable output falls short.

The transition to cleaner energy must continue. But it must be built around the operational realities of the businesses and industries that underpin the British economy.

Britain does not need to choose between a green future and a secure energy supply. It needs an energy strategy capable of delivering both.

e2 Energy Partners calls for a pragmatic rethink of Britain's energy transition, warning that the race to decarbonise must not come at the expense of industrial stability, energy security or economic growth.

Britain's energy debate has become dangerously polarised. Clean versus dirty. Green versus brown. Renewables versus fossil fuels.

But energy security is not a choice between one or the other. It is about using the right energy sources, in the right places, at the right time.

e2 Energy Partners is calling for a more pragmatic approach to the UK's energy transition, one that recognises the enormous potential of renewable energy while acknowledging the critical role that reliable, dispatchable generation must continue to play.

The ambition to achieve net zero should not be abandoned. But the pathway towards it must reflect the realities of today's infrastructure, technology and industrial energy requirements.

Britain cannot afford to pursue decarbonisation at the expense of the very industries its economy depends upon.

For manufacturers, aerospace suppliers, automotive producers and the rapidly expanding data centre industry, electricity is not simply a commodity. It is the foundation of their operations.

A factory cannot stop production because the wind drops. A data centre cannot suspend its servers because the sun has gone down.

The International Energy Agency projects that global data centre electricity consumption will roughly double to 950 TWh by 2030, driven in significant part by artificial intelligence.

Britain must prepare for this growing demand while maintaining a reliable and affordable energy supply for its existing industrial base.

The National Energy System Operator has recognised that gas-fired generation will continue to provide essential backup as Britain moves towards cleaner electricity. The Government's Clean Power 2030 plan also acknowledges the need to retain gas capacity while reducing its use.

For e2 Energy Partners, the message is clear: decarbonisation and energy security must be delivered together.

Renewable energy offers enormous opportunities to reduce emissions, decentralise generation and give businesses greater control over their long-term energy costs.

However, wind and solar generation are weather-dependent. Delivering reliable electricity around the clock requires a combination of generation sources, storage, grid infrastructure and sophisticated energy balancing.

Future technologies, including small modular nuclear reactors, advanced batteries and potentially nuclear fusion, could transform how electricity is generated and stored.

But Britain's manufacturers need energy security now, not at some undefined point in the future.

A distributed renewable energy network, supported by appropriate backup generation and storage, can reduce reliance on centralised infrastructure and help businesses take greater control of their energy supply.

The answer is not to choose between fossil fuels and renewables. It is to build an energy system that uses both intelligently while progressively reducing emissions.

Stephen Todd, Head of Partnerships at e2 Energy Partners, said:

"We have become so obsessed with arguing about whether energy is green or brown that we are losing sight of what actually matters: can we keep the lights on, keep our factories running and keep British industry competitive?

"Net zero is a desirable destination. But ambition alone does not build infrastructure, develop storage technology or guarantee electricity supply.

"Fossil fuels still have a role to play. That is not an argument against renewables. It is an acknowledgement that we need a reliable energy system today while we build the cleaner energy system of tomorrow.

"With AI and data centres driving a new industrial revolution, our electricity requirements are only going to increase. We cannot afford to get this wrong.

"At e2, we believe in building distributed renewable energy networks, generating energy closer to where it is consumed and shaping and balancing supply around the actual needs of businesses.

"We need to stop treating energy security and decarbonisation as competing objectives. They are two parts of the same challenge.

"This isn't about abandoning net zero. It's about making sure we still have a manufacturing industry left when we get there."

e2 Energy Partners is calling for greater emphasis on distributed generation, investment in grid infrastructure, energy storage and long-term energy security for Britain's industrial sector.

The company believes businesses should be empowered to secure their own renewable generation, supported by an energy system capable of delivering reliable electricity when renewable output falls short.

The transition to cleaner energy must continue. But it must be built around the operational realities of the businesses and industries that underpin the British economy.

Britain does not need to choose between a green future and a secure energy supply. It needs an energy strategy capable of delivering both.

Alkagesta, the international energy and commodity trading house headquartered in Malta, has announced the successful completion of Phase I of the Clean Caspian startup — an environmental research initiative backed by the company and focused on developing practical technologies for oil spill remediation in marine ecosystems.

The investment was made as part of Alkagesta's broader ESG strategy and long-term commitment to environmental stewardship, following the project's presentation on the GUB Startup Platform as part of the "Skills for the Future" initiative — a programme through which young innovators present technology and research-based solutions to real industrial and environmental challenges.

Phase I marks the completion of initial laboratory testing, during which the research team identified two leading chemical formulants for oil spill management. Oil-Collecting Reagent 1 is designed to rapidly localise and contain thin oil films on the water surface, while Flocculant-Coagulant 1 is geared toward destabilising oil-in-water emulsions and improving separation efficiency — together offering a two-stage approach to spill response.

The research has been led by Aynura Mammadova of the University of Padova in Italy and Narmin Ismayilova of Baku Engineering University in Azerbaijan, combining scientific expertise and laboratory resources across two institutions.

Aynura Mammadova, Co-founder of Clean Caspian, commented: "For us, Clean Caspian is about turning scientific research into practical environmental solutions. We are particularly interested in how more sustainable, circular approaches can be used to address oil contamination and reduce its environmental impact. These initial results give us a strong foundation for the next stage of research and optimisation."

Orkhan Rustamov, CEO of Alkagesta, said: "This initiative has the potential to enable vital advances in the technology behind preventing and mitigating oil spills. We are delighted to be able to support such an initiative, recognising that we have a responsibility as traders of a product that if mishandled can cause serious environmental harm. We are excited to see what this startup can achieve and thank the researchers for their excellent work to date."

The completion of Phase I has been covered in the industry press, reporting on the identification of the two formulants and their potential for real-world application in oil spill response. Alkagesta has also published a video documenting the Phase I completion.

With Phase I complete, the team will focus on further optimising both formulants, conducting additional testing under new environmental conditions, and progressing the patent application process.

Alkagesta, the international energy and commodity trading house headquartered in Malta, has reported record results for the first half of 2026, with revenue reaching $3.5 billion and trading volumes rising 53% year on year to 4.9 million metric tonnes.

The performance builds on a record 2025 financial year, in which the company generated $4.7 billion in revenue, and reflects continued investment in the scale and geographic reach of its trading operations across Europe, Asia, the Middle East, and Africa. Based on current trading activity, Alkagesta expects full-year 2026 volumes to exceed 10 million metric tonnes.

Entry into Aviation Fuel and Crude Oil Trading

A significant development during the period was Alkagesta's entry into the European aviation fuel market. Following access to the NATO Central Europe Pipeline System (CEPS), the company commenced Jet A1 deliveries into the European market — establishing a new distribution capability across the middle-distillates value chain at a time of acute supply concerns in the aviation sector.

Alkagesta also completed its first crude oil transactions during the period, including end-to-end delivery of approximately 1.07 million barrels to the Far East — a controlled entry into a new commodity segment that broadens the company's trading platform.

Singapore Operations Scale to 250,000 Metric Tonnes Per Month

Alkagesta's Singapore hub, established under Alkagesta Asia Pte in July 2025, reached monthly trading volumes of approximately 250,000 metric tonnes during the first half of 2026 — representing around 5% of Singapore's marine fuels market. Revenue from Singapore operations reached $1.01 billion for the period, growth of approximately 171% versus the full year 2025, underpinned by secured storage capacity at Horizon Terminal and a growing physical distribution business.

Management Ownership and Strategic Priorities

Senior members of the management team currently hold a 35% equity stake in Alkagesta, with leadership expressing its intention to increase this further — reflecting confidence in the company's long-term trajectory and a commitment to aligning management interests with the sustained success of the business.

Looking ahead, Alkagesta remains on track to scale jet fuel and crude oil trading activity and expand its storage and logistics capacity, supported by a total storage capacity of 700,000 m³ across Europe and Asia following a multi-year biofuel storage agreement at Pantank in Antwerp.

Orkhan Rustamov, CEO of Alkagesta, said: "These results reflect the progress we have made through a measured and disciplined approach to growth. Despite significant volatility across global commodities markets, our focus has remained on serving our clients reliably and building our business on strong, long-term relationships. We will continue to grow strategically, step by step, strengthening our presence in the markets where we operate and ensuring that our communication lines, capabilities and regional networks remain resilient."

The full 1H 2026 Performance Update is available here.

2026年9月24日——英国伦敦/新加坡

Arrive旗下的Parkopedia与Voltality今日宣布达成合作，将在东南亚四个增长最快的汽车市场提供符合汽车行业标准的实时充电数据。此次合作为整车制造商——尤其是正在该地区争夺市场份额的中国汽车制造商——提供了一套现成的、本地化的充电解决方案，可直接集成到车载系统中。

该合作伙伴关系覆盖越南、泰国、新加坡和马来西亚的4,500个充电站、15,000个充电接口以及23家充电点运营商（CPO），并能向驾驶员实时推送车内显示的可用充电桩信息及充电接口级别的详细信息。

Please also find attached the English language version of the press release.

解决车企拓展海外市场面临的关键难题

对于目前正引领全球电动汽车转型浪潮的中国汽车制造商而言，在本土市场之外提供高端且本地化的数字化体验，一直是一项重大的挑战。东南亚地区的充电基础设施历来较为分散，数据质量参差不齐，这使得汽车制造商难以向驾驶者提供可靠且互联的体验。

此次合作直接解决了这一问题。Parkopedia联合Voltality 整合了该地区各充电网络的实时数据，并将其转化为一致且经过验证的数据流，随后，将这些数据以汽车级质量标准提供给整车制造商——这意味着无需手动更新、没有虚假充电桩，也不会影响驾驶体验。中国整车制造商无需从零开始建立本地数据合作伙伴关系，避免相关复杂流程，可以直接采用这一经过验证的高质量解决方案进入市场。

东南亚：一个拥有强劲电动汽车发展潜力的战略战场

这一时间节点意义重大。东南亚地区的电动汽车普及速度比许多更成熟的市场更快。2025年，电动汽车在新加坡新车销量中的占比达到45%，在越南为38%，在泰国为21%——这一比例超过了同期英国（33%）和美国（不到10%）的水平。1

越南和泰国是特别庞大的潜在市场，两国人口分别超过1亿和7000万，且汽车保有量仍有相当大的增长空间。对于能够提供无缝、高科技车内体验的汽车制造商而言，赢得新电动汽车购买者忠诚度的机会非常巨大。

Parkopedia全球合作伙伴关系负责人Jaap van den Hoek在强调此次合作价值时表示：“东南亚地区的电动汽车普及率正在迅速提升，但基础设施建设滞后。通过与Voltality的合作，我们能够提供高质量的实时充电数据，从而消除这一障碍。对于希望在这个关键地区抢占市场份额的汽车制造商而言，我们提供了一套现成的本地化解决方案，确保他们的车主能够放心地在任何地方充电，并提供与其在本国市场所提供的优质数字体验相匹配的服务。”

Voltality首席执行官克里斯托弗·雅采克·索（Kristoffer Jacek Soh）补充道：“只有当司机知道充电桩的位置、充电桩有空位且司机能在该地点停车时，充电桩才有价值。通过将VoltNet与司机已信赖的车载平台连接起来，我们网络上的每家运营商都能在最需要的时候被司机发现。”

接入Voltality网络的充电站运营商也能直接受益，因为其15,000个充电接口将显示在四个市场的车载系统中，且无需对现有基础设施进行任何改动。

展望未来，Parkopedia和Voltality计划将业务范围扩展至该地区的更多市场。预计随后还将推出电动汽车充电的车载支付功能，从而将停车和充电服务整合为一种完全集成的端到端车载体验。

1 2025年12月16日 东盟成为全球电动汽车普及领域的新领军者，https://ember-energy.org/latest-updates/asean-emerges-as-a-new-leader-in-global-ev-adoption/

完

关于 Parkopedia

Parkopedia 隶属于全球出行平台 Arrive，是全球领先的联网汽车服务提供商，深受汽车制造商、各类机构及数百万驾驶员的信赖。为了让城市更宜居，Parkopedia 帮助驾驶员在 90 个国家/地区查找并支付停车费、电动汽车充电费、燃油费和过路费。公司还提供停车场室内地图，使驾驶员和自动驾驶车辆无需 GPS 即可实现端到端导航。如需了解更多信息，请访问 business.parkopedia.com。

关于Voltality

Voltality 是 Beep 旗下的电动出行子公司，是东南亚首家且领先的电动汽车充电互操作性平台，致力于为企业和驾驶员提供无边界、互操作的充电体验。其产品套件——VoltNET、VoltNOW 和 VoltPOS——旨在消除该地区电动汽车领域普遍存在的碎片化现象，使充电变得与加油一样便捷，甚至更加便捷。这些产品共同通过 Voltality 的 eMobility 平台，已在该地区累计分发超过 5GWh 的电能。请访问 www.voltality.io 了解更多信息。

Parkopedia 全球媒体联络处

克里斯托弗·劳埃德

公关与传播经理

电话：+44(0)7762300016

E: christofer.lloyd@parkopedia.com

Voltality 媒体联系

哈·阮

市场营销主管

电话：+84923230989

E：ha.nguyen@voltality.io

Big Bike Revival offers students the chance to try e-bikes, build confidence and get practical advice on cycling to college

PAIGNTON, Devon — Staff and students at South Devon College are being encouraged to consider a bike or e-bike as a practical way to travel to college, with free cycle confidence sessions, e-bike advice, repairs and bike security activities taking place over the coming weeks.

The activities form part of Cycling UK’s Big Bike Revival, delivered locally by Safe, Sustainable Travel Torbay (SSTT) and Cycle Torbay CIC.

Two free cycle and e-bike confidence sessions will take place at South Devon College on Friday 25 September and Friday 2 October, from 1pm to 3pm, giving students and members of the wider community the opportunity to improve their cycling confidence and try an e-bike.

With e-bikes becoming increasingly popular, the sessions will also provide an opportunity to understand what constitutes a legal electric-assisted bicycle, how e-bike assistance works and what riders need to know to use one safely and confidently on the road.

Participants can bring their own bike or e-bike, or try one provided through the session. Instructors will also be happy to answer practical questions about choosing an e-bike, buying and using one safely, locking it securely and using it for everyday journeys.

For students who don't want to buy an e-bike outright, Wheels 2 Work South West offer affordable e-bike rental options.

The programme continues at the College's Freshers' Fair on Tuesday 29 September, where students can access free bike repairs and bike marking from Paignton Police.

Beth Huntley, Chair of Safe, Sustainable Travel Torbay, said:

“For many students, cycling a regular bike or e-bike can make getting to college quicker, healthier and more. We want to give people the opportunity to try cycling and build the confidence to use an e-bike safely.

“There is also a lot of confusion around e-bikes, particularly with the availability of illegally modified or non-compliant machines. We want to make sure people know what a legal e-bike is and have access to practical advice about choosing and using one.”

The sessions are free but places are limited.

Big Bike Revival confidence sessionsFriday 25 September, 1pm–3pmFriday 2 October, 1pm–3pmSouth Devon College, Vantage Point, Long Road, Paignton

The programme is funded by Cycling UK's Big Bike Revival. Book via Eventbrite bit.ly/TravelTorbay

ENDS

The conservation charity, Friends of Loch Lomond and The Trossachs has welcomed Greenspace Scotland’s
Worth of Water report.

Chairman of Friends of Loch Lomond & The Trossachs, John Urquhart, said:

“By measuring the monetary and health value of Scotland’s Blue Spaces, Greenspace Scotland has reinforced the argument we have been making for several years that the Scottish government’s plans for the A82 upgrade risk severely damaging one of the last stretches of Loch Lomond’s Bonnie Banks which can readily be accessed and enjoyed by the public.

The government transport agency’s preferred option involves widening and straightening the existing A82 road, involving significant engineering works along the Lochside. This will do untold damage to the generally unspoiled shoreline, destroying substantial stretches of bluebell rich temperate oak rainforest, rocky headlands and attractive shingle beaches.

Similar stretches of the Bonnie Banks have already been compromised by the upgrading of the A82 south of Tarbet, with long stretches of once beautiful shoreline obliterated by rip rap. The new proposal includes further rip rap together with viaducts across the bays, raising serious concerns over the visual and environmental impact of this poorly considered scheme.

We say an alternative, holistic approach, inspired by the Pass of Killiecrankie, should be considered. This would see a new road built above the railway line bypassing Ardlui and Tarbet, while retaining the old road for locals, as well as for visitors walking and cycling and accessing the loch.

Our High Road alternative would provide a straighter, faster and safer route, avoiding the sensitive shoreline, yet providing stunning views over the loch. Furthermore, serious road safety concerns in Ardlui and Tarbet would be resolved. Also, the totally inadequate Falls of Falloch car park, with its dangerous access could be completely re-imagined”

New research finds companies are identifying serious supply chain risks but few can show that they manage them

Kumi Consulting’s Responsible Sourcing Barometer 2026 finds a growing gap between corporate activity and evidence of effective risk reduction as supply chain due diligence requirements continue to increase and grow in complexity.

London, 17 September 2026 09:00 BST – Companies are increasingly identifying significant human rights and environmental risks in their supply chains, but many still lack the evidence needed to determine whether their due diligence efforts are actually reducing those risks.

New findings from the Kumi Responsible Sourcing Barometer 2026, an independent industry survey of 110 medium-to-large enterprises across 13 industries, reveal that while responsible sourcing practices are now firmly embedded within many organisations, companies are focusing on activity rather than effectiveness. The findings come at a time when supply chain due diligence is increasingly subject to complex, changing global regulatory requirements, customer expectations and commercial risk. Organisations are under growing pressure to demonstrate not just that they have policies, processes and governance structures in place, but that these activities are producing meaningful results.

Key findings

Companies know the risks that exist in their supply chains. The question is whether their risk management activities are actually working.

Labour and human rights issues dominate companies' stated risk priorities with around half those surveyed stating this as their biggest risk. Yet the research found significant gaps between the recognition of relevant risks and the due diligence practices necessary to take action on these risks.

Nearly a quarter (24%) of participating organisations have mapped only direct suppliers or have not mapped their supply chains at all. Among companies identifying forced or child labour as a priority risk, more than a third conduct (36%) no due diligence beyond Tier 1, direct suppliers.

The findings indicate that organisations may not be directing their resources to the areas where the most significant risks are likely to occur.

Activity is running ahead of evidence

Over the past decade, supplier assessments, audits, certifications, corrective action plans and governance systems have become commonplace, with data on these activities now reaching the attention of boards as part of corporate risk management. However, the survey found that few organisations are measuring whether their activities are improving outcomes for workers or the environment or meaningfully reducing harms. Less than one in ten companies (9%) seek feedback from stakeholders such as workers when assessing the effectiveness of their responsible supply chain programmes.

The result is a growing evidence gap. Many organisations can demonstrate what they are doing. Far fewer can demonstrate whether it is working.

Reducing risk or transferring responsibility?

The research also highlights a tension between what companies identify as their biggest challenge and how they respond to it.

Supplier capability emerged as the most frequently cited barrier to progress. However, a third of respondents (32%) said they typically require suppliers to implement corrective actions without providing additional support, while only 15% said building supplier capability was a priority for the year ahead.

The report warns that unless expectations are matched with practical support, there is a danger that corrective action programmes become exercises in transferring responsibility rather than addressing the underlying causes of risk.

Andrew Britton, CEO of Kumi Consulting and one of the principal authors of the report, said:

"The question is no longer whether companies are doing due diligence. The question is whether it is delivering results.

Our research shows that while companies have done a lot to make responsible sourcing part of their core business activities, there are crucial blind spots that many companies are yet to address. There are now serious regulatory compliance and commercial risks related to responsible sourcing, so it is vital that companies can demonstrate that their programmes are not simply producing activity but are meaningfully reducing risks and improving outcomes for people and the environment."

About the Kumi Responsible Sourcing Barometer 2026

The Responsible Sourcing Barometer is a confidential, cross-industry benchmarking survey of responsible sourcing practices from across 110 independent responses from medium to large enterprises operating across 13 industries. The research captures the experiences, priorities and challenges of companies managing supply chain due diligence across a wide range of sectors and geographies. Unlike many studies that rely on public reporting, the Barometer draws on confidential insights from companies about what they are actually doing in practice.

The findings provide valuable insights for boards, sustainability leaders, procurement teams, compliance professionals and investors seeking to understand the current state of responsible sourcing.

About Kumi Consulting

Kumi is an independent management consultancy specialising in responsible business conduct in global supply chains. We help organisations understand and address responsible sourcing, human rights and sustainability challenges, and put commitments into practical action.

Kumi works across the world with organisations in diverse industry sectors including mining and metals, energy, infrastructure, agriculture, manufacturing, consumer goods and fashion. We combine expertise in risk assessment, management systems and controls, internal governance and capacity building with practical, on the ground experience across global value chains.

For more information visit: www.kumi.consulting

Alongside the core work of Kumi Consulting, we have established Kumi Foundation, an independent UK-registered charity creating pathways from vulnerability to dignified work and sustainable livelihoods in supply chain communities.

For more information visit: www.kumifoundation.org

Report download

Kumi Responsible Sourcing Barometer 2026

Media enquiries

sasha.ragan@kumiconsulting.co.uk

+44 (0)20 3637 4440

Businesses are still winning new clients through LinkedIn, but according to social selling training company Maverrik, the companies seeing the strongest results are treating the platform as part of their sales process rather than simply a place to post content.

LinkedIn has become crowded with content, automated outreach and AI-generated sales messages, leaving many business owners and sales teams questioning whether it can still generate genuine new business.

Dean Seddon, founder and CEO of Maverrik and a social selling expert, says the answer is yes.

But he argues there is a significant difference between being active on LinkedIn and having a system for winning clients through it.

“Posting more content isn’t a sales strategy,” said Dean. “LinkedIn works commercially when positioning, content, prospecting and conversations all connect. The objective isn’t more activity. It’s more of the right conversations with the right buyers.”

Maverrik specialises in Social Selling Training, LinkedIn Training and Sales Navigator Training, helping business owners, sales teams and marketing teams use LinkedIn to generate opportunities, build pipeline and win clients.

The company says its approach focuses on commercial outcomes rather than vanity metrics such as follower numbers, impressions or likes.

One of the most common mistakes businesses make is assuming that regularly publishing LinkedIn content will automatically generate sales.

Content can build trust and visibility, but Maverrik says it needs to be supported by clear positioning and a defined target audience.

When a potential client visits a LinkedIn profile, they should quickly understand who the person helps, what problem they solve and why their expertise is relevant.

Businesses can then use content to reinforce that expertise while targeted prospecting helps them identify and reach potential buyers directly.

Tools such as LinkedIn Sales Navigator can support the process by helping salespeople find relevant companies, decision-makers and prospects.

But Dean says technology alone is not enough.

“Sales Navigator can help you find the right people, but it can’t rescue a bad offer or a bad message,” he said. “The biggest difference comes from knowing who you want to speak to and having a relevant reason to start the conversation.”

Social selling is the process of using platforms such as LinkedIn to identify potential customers, establish credibility, build relationships and create sales opportunities.

It can include:

Maverrik argues that the success of social selling should ultimately be measured by conversations, leads, opportunities and revenue.

This is particularly important for B2B businesses and professional services firms that do not need enormous audiences to grow.

A consultant or business selling a high-value service may only need a small number of new clients each year.

For those businesses, reaching the right decision-makers can be considerably more valuable than generating thousands of views from people unlikely to buy.

The growth of automated and AI-generated outreach has also made LinkedIn users increasingly resistant to generic sales messages.

Maverrik says businesses often respond by increasing volume when they should instead improve relevance.

Rather than sending large numbers of identical messages, effective social selling focuses on understanding the buyer, recognising potential need and creating a conversation rather than immediately delivering a sales pitch.

AI can help with research, administration and personalisation, but Dean warns that automating poor outreach only creates poor outreach faster.

The human element remains central to the sales process.

Maverrik says its own customer experiences demonstrate that LinkedIn can produce genuine commercial outcomes.

The company has published examples of clients winning new business after applying its social selling approach, including participants securing new contracts and high-value clients through LinkedIn.

Dean says the key is consistency and treating LinkedIn as a pipeline rather than a source of instant leads.

“Businesses don’t need another social media channel to maintain,” he said. “They need a repeatable way to generate opportunities. LinkedIn can do that when the strategy behind it is right.”

The process typically combines clear positioning, relevant content, targeted prospecting, strong messaging and consistent follow-up.

For businesses that rely heavily on recommendations and referrals, Maverrik says this can also create a more controllable route to market.

Maverrik is a social selling training company specialising in LinkedIn, Social Selling, LinkedIn Sales Navigator, sales outreach, LinkedIn Company Pages and AI for sales.

Founded by Dean Seddon, Maverrik works with business owners, sales professionals, marketing teams and organisations internationally to help them use LinkedIn as a practical client acquisition and business development channel.

Maverrik delivers Social Selling Training, LinkedIn Training, Sales Navigator Training and live workshops in the UK, US and internationally.

For more information, visit maverrik.io.

One of the UK's leading eCommerce fulfilment specialists, J&J Global Fulfilment, has appointed Geoff Taylor as UK Managing Director, joining on 1 September 2026.

Geoff succeeds Emma Dempsey, who led J&J as CEO until her departure earlier this year. The appointment opens a new chapter for J&J as the business continues to grow under the QLS Group. Geoff joins with a commercial mandate to deepen relationships with all customers, strengthen J&J's UK proposition, and drive the next phase of growth.

Geoff brings strong commercial leadership experience to the role. He spent a decade at iForce as part of its Executive Team and, more recently, was Managing Director at AEB International, a supply chain software solutions business, for over 9 years, delivering a 370% increase in revenue.

His background directly complements where J&J is heading, with a commercial focus that’s supported by technology and operational excellence. Priorities in the position include advancing automation within J&J's UK fulfilment operations, developing its parcel services offering, and building on the technology capabilities, backed by a human approach that sets J&J apart.

In addition to his UK responsibilities, Geoff will also sit on the QLS Group board and report directly to Quincy Boogers, Group CEO. His appointment means the Group now has Managing Directors across its key territories (UK, Europe, and North America), as it continues to grow internationally.

Quincy Boogers, Group CEO of QLS, said: "Geoff's appointment is a true statement of intent for J&J in the UK. His decades of commercial experience and leadership are exactly what we need to take the business forward through our next period of growth."

Geoff Taylor, UK Managing Director of J&J Global Fulfilment, said: “I am delighted to be joining J&J and the wider QLS group during this exciting phase for our business. In a cluttered fulfilment market, we are perfectly placed to differentiate ourselves with investment in automation and new solutions that will provide critical support to retailers looking to establish true fulfilment partnerships”

ENDS

For further information, please contact Kristian Longden at kristian.longden@jamesandjames.com.

About J&J

Founded in 2010, J&J Global Fulfilment is the world’s first cloud-based fulfilment company, backed by a global network of fulfilment centres. With sites across the UK, Europe, the USA, Australia and Canada, J&J specialises in providing the technology, knowledge, and infrastructure required to enable eCommerce growth and operational excellence.

In November 2025, J&J joined the QLS Group, becoming one of Europe’s largest independent eCommerce fulfilment providers.

About QLS Group

QLS was founded in 1990 as a parcel service business, moving into eCommerce fulfilment in 2015, and remains family-owned today. The Group has grown significantly through the recent acquisitions of J&J Global Fulfilment and ShopWeDo, extending its reach across Europe, the UK, North America and Australia. Built around tech-focused solutions, QLS helps eCommerce brands scale with confidence, combining fulfilment expertise with the technology to support ambitious growth at every stage.

Parksy (parksy.com), the free parking marketplace, has measured something British drivers will recognise in their stomachs: the UK is the English-speaking world's capital of parking-fine anxiety. Google search data pulled by Parksy in August 2026 shows the phrase parking ticket appeal is searched around 1,900 times a month in the United Kingdom. In Australia, a country of keen drivers and enthusiastic parking enforcement, the same phrase draws about 50.

Across five of the most common appeal phrases — parking ticket appeal, appeal parking fine, parking fine appeal, challenge parking fine and how to appeal a parking fine — UK drivers run roughly 3,430 searches a month against 430 in Australia. That is eight times the raw volume, and still close to three times the rate once you adjust for population.

The timing gives the numbers an edge. On 15 July 2026 the Competition and Markets Authority opened an investigation into Euro Car Parks over practices including its handling of appeals, and the following day wrote to private parking operators about appeals processes and extra charges. The regulator, in other words, has arrived at the same place as the search bar.

Daniel Battaglia, Parksy's founder, reads the gap as a verdict on the system rather than the drivers. "People do not search for help fighting a ticket at that scale because they enjoy admin. They search because the ticket feels wrong and the process feels designed to make paying easier than arguing. Three thousand searches a month is not curiosity. It is a queue."

Parksy's free appeal calculator sits at the end of that queue. A driver describes what happened, and it identifies which grounds are worth arguing and helps draft the appeal — no signup, no paywall, no upsell. It lives at https://www.parksy.com/appeal-parking-fine-calculator. What it will not do is manufacture an excuse: a fairly issued ticket is a fairly issued ticket, and the tool says so.

Parksy lists more than 22,000 parking spaces across the UK and operates in 57 countries from https://www.parksy.com/."The appeal system works better than people think," Battaglia said. "The best-kept secret in British parking is that asking properly, with the right grounds, is often all it takes."

About ParksyParksy (parksy.com) is a free, commission-free parking marketplace operating across 57 countries. Drivers use Parksy to find and book parking, appeal unfair fines with a free AI-powered calculator, scan confusing signage, locate a parked car, and report accidents — all at no cost and with no signup required for most tools. Space owners list and rent out driveways, garages and unused spots for free, with no commission and no lease paperwork. Parksy was founded by Daniel Battaglia and is headquartered in Sydney, Australia.Media Contact:Daniel BattagliaFounder & CEO, Parksyparksy.com | daniel@parksy.comlinkedin.com/in/danielmbattaglia/Previously: Lehman Brothers, RBC Capital Markets, Macquarie BankAuthor: Parking Made Easy — Making Life Easier

Cloud-based New Computerised Transit System (NCTS6) solution enables customs agents, freight forwarders, hauliers and traders to file T1 and T2 transit declarations, generate the Transit Accompanying Document (TAD), and manage departures and arrivals from a single platform — live on the HMRC CTC Traders API.

Customs Declarations UK (CDUK), the cloud-based customs declaration software platform, announced the full launch of its New Computerised Transit System (NCTS6) solution, extending the platform's coverage of UK and EU border filing requirements to include Transit declarations. The launch follows the United Kingdom's migration to NCTS Phase 6 on 1 June 2026, which introduced updated data, security and API requirements aligning transit procedures with the EU's Import Control System 2 (ICS2).

Coinciding with the launch, AJ Software Solutions Ltd (trading as Customs Declarations UK) has been listed by HM Revenue & Customs on the official GOV.UK register of NCTS software developers — the government's published list of software providers offering New Computerised Transit System solutions to the trade.

The New Computerised Transit System is the platform that controls the movement of goods under Union and Common Transit, allowing customs duty and taxes to be suspended while goods travel under customs control between offices of departure, transit and destination across the EU and the wider Common Transit Convention (CTC) area. For businesses moving goods between Great Britain and the EU — or operating the Ireland-to-Europe landbridge via the UK — transit declarations are a daily operational requirement, and the transition to NCTS6 has raised the technical bar for every departure and arrival.

The Customs Declarations UK NCTS6 solution addresses that requirement end to end. Users can file T1, T2 and T2F transit declarations at the office of departure, receive the Movement Reference Number (MRN), and generate the Transit Accompanying Document (TAD) once the movement is released — then manage arrival notifications and unloading remarks at the office of destination from the same account. The platform enables declarants to use their own comprehensive guarantee (GRN), guarantee waiver or individual guarantee, retaining full control of their financial cover.

The solution applies real-time validation of commodity codes, EORI numbers and Guarantee Reference Numbers before submission, significantly reducing rejections and border holds. Efficiency features include guided step-by-step wizards, a streamlined Compact Mode for high-volume users, bulk CSV and Excel upload, cloning of existing movements for repeat trade lanes, the ability to build a transit declaration directly from an existing CDS export declaration, and AI-assisted document processing (Customs Intelligent Document Processing – IDP), that extracts data from invoices, packing lists and CMRs to populate declaration fields.

Jawahir Lal Lund, Director, Customs Declarations UK, said:

"Transit is the connective tissue of GB–EU trade, and the move to NCTS Phase 6 was the most significant change to the regime in years. Our goal was simple: make NCTS6 a routine workflow rather than a technical burden. Businesses can now file a T1 or T2, generate the TAD, and manage the arrival at destination in minutes — using their own guarantee, on a platform that validates every declaration before it reaches HMRC. We aim to make CDUK a one-stop customs platform for customs agents, freight forwarders, hauliers and traders, so that they can handle transit, CDS import and export declarations, safety and security filings, and GVMS/ELO movements through one account instead of juggling multiple systems."

The NCTS6 solution is available now on flexible pay-as-you-go terms with no monthly fee or minimum commitment, with the matching arrival included at no extra cost when the departure is filed on the platform. Custom subscription plans with volume discounts are available for regular and high-volume filers.

About Customs Declarations UK

Customs Declarations UK is a cloud-based customs declaration platform, serving importers, exporters, freight forwarders, hauliers and customs agents across the UK and EU. The platform supports GB CDS Import and Export Declarations, GB Safety and Security Declarations (ENS), NCTS6 Transit, GVMS, EU ICS2 Entry Summary Declarations and the French ELO, with direct integrations to HMRC and Community System Providers including MCP, CNS and CCS-UK. Trusted by hundreds of businesses and powering thousands of monthly declarations, Customs Declarations UK combines guided workflows, real-time validation and secure cloud infrastructure to make customs filing frictionless.

Media Contact

Sonal Nayyar
AJ Software Solutions Ltd (trading as Customs Declarations UK)

Phone: +44 208 135 6066
Email: hello@customs-declarations.uk
Website: www.customs-declarations.uk

DEVON, UK – 6th August 2026 – Referrals remain one of the most effective ways for businesses to win new clients. They arrive with trust already established, often convert more quickly than outbound enquiries and are widely recognised as a sign that a business is delivering exceptional work.

According to Dean Seddon, Founder of Maverrik, the problem isn't referrals themselves.

The problem is becoming dependent on them.

Dean has called the term Referral Dependency to describe businesses that rely on referrals as their primary source of new clients, leaving future growth dependent on circumstances they cannot control.

"Every business should want referrals," said Dean.

"They prove you're doing a great job. But if referrals become your only reliable source of new business, you've handed one of the most important parts of your company to chance."

Having worked with hundreds of consultants, agencies, coaches, technology companies and professional service firms over the past two decades, Dean believes Referral Dependency often develops without business owners noticing.

"It's rarely something people plan," he explained.

"Businesses become busy, referrals keep coming in, and business development naturally slips down the priority list. The danger is you don't notice the problem until referrals slow down."

According to Dean, there are five warning signs that a business may have become too reliant on referrals.

Some months are exceptionally busy while others are unexpectedly quiet. Rather than being driven by a consistent sales pipeline, new business arrives whenever referrals happen to appear.

As client work increases, business development disappears. Marketing slows, LinkedIn activity becomes less consistent, and prospecting is postponed because there never seems to be enough time.

Strong client relationships are valuable, but relying on a small number of people for the majority of new opportunities creates unnecessary risk. If those relationships change, so does the pipeline.

Many businesses become reactive. Marketing starts when the diary looks empty and stops again once projects return. This creates an ongoing cycle of feast and famine rather than sustainable growth.

Perhaps the clearest sign of Referral Dependency is uncertainty. If referrals stopped tomorrow, would you know exactly where your next clients were coming from?

"That's the question every business owner should ask," said Dean.

"If the answer is 'I'm not sure', you've probably become more dependent on referrals than you realise."

Dean believes changing buying behaviour has made the issue even more significant.

While referrals continue to introduce opportunities, decision-makers increasingly research businesses before making contact. LinkedIn profiles, thought leadership, client evidence and digital credibility all influence purchasing decisions long before the first meeting takes place.

As a result, more businesses are investing in social selling to complement referrals rather than replace them. By consistently sharing expertise, building relationships and engaging decision-makers through platforms such as LinkedIn and LinkedIn Sales Navigator, businesses can create a second, more predictable route to market.

"The businesses growing most consistently aren't choosing between referrals or social selling," Dean added.

"They're using both. Referrals continue to play an important role, but they're supported by a repeatable client acquisition system that gives the business greater control over its future."

Through its Social Selling Workshops, Sales Navigator Masterclasses and Build Beyond Referrals programmes, Maverrik helps consultants, professional service firms and sales teams develop practical systems that reduce Referral Dependency while creating more consistent opportunities for growth.

"Referrals should always be welcomed," said Dean.

"They just shouldn't be your business plan."

For more information about Maverrik's Social Selling Workshops, Sales Navigator training and Build Beyond Referrals programmes, visit https://maverrik.io/

Maverrik helps expert-led businesses and sales teams build predictable client acquisition systems through social selling, LinkedIn Sales Navigator, relationship-led outreach and thought leadership. Through workshops, masterclasses and implementation programmes, Maverrik enables organisations to reduce Referral Dependency and create sustainable, repeatable business growth.

QLS Group, one of Europe's largest independent eCommerce fulfilment providers, has appointed Anneke Keller as Chief Technology Officer, joining on 4th August 2026.

The appointment comes as QLS continues to sharpen its technology focus across a network that now spans Europe, the UK, North America and Australia, following the Group's acquisitions of ShopWeDo and J&J Global Fulfilment in 2024 and 2025 respectively. Anneke will sit on the Group Board and report directly to Quincy Boogers, Group CEO, giving the Group's technology strategy a direct voice at leadership level.

Anneke will take charge of technology across the whole Group, with a mandate to keep QLS ahead of the curve in tech-enabled fulfilment. That includes steering the next phase of QLS' my.QLS platform and J&J's ControlPort™ platform, and pushing forward the adoption of AI and automation throughout the business. For QLS Group's customers, Anneke's appointment signals a continued investment in the technology that underpins their day-to-day operations, including platform reliability and faster releases to smarter tools that help eCommerce stores manage stock, orders and fulfilment with greater speed and accuracy as they scale.

She joins with more than 20 years of senior technology leadership experience, having held roles including CTO at PostNL and Wehkamp, Head of Jumbo Tech Campus, and senior technology positions at Coolblue, KPN and TomTom. Across a 30-year career, she has led digital transformations, built and reshaped tech teams, introduced DevOps and agile ways of working, and delivered both embedded and cloud-based solutions, always with a focus on enabling faster innovation that stays aligned to business strategy.

Alongside her technical track record, Anneke is known for her focus on people and leadership, having spent recent years coaching leaders and teams through complex organisational change. She sees strong technology and strong teams as inseparable, and believes that building resilient, high-performing teams is just as important as the technology itself.

Quincy Boogers, Group CEO of QLS Group, said: "Anneke's appointment is a real step forward for QLS Group as we continue to invest in the technology that supports our growth. She brings a rare mix of deep technical expertise and a genuine focus on people. We're delighted to welcome her to the Group.”

Anneke Keller, Chief Technology Officer of QLS Group, said: "I'm excited to join QLS Group at such a pivotal moment. The Group has a clear ambition to lead on tech-enabled fulfilment, and I look forward to working closely with the teams across Europe, the UK, North America and Australia to deliver on that vision.”

ENDS

For further information, please contact kristian.longden@jamesandjames.com

About QLS Group

QLS was founded in 1990 as a parcel service business, moving into eCommerce fulfilment in 2015, and remains family-owned today. The Group has grown significantly through the recent acquisitions of J&J Global Fulfilment and ShopWeDo, extending its reach across Europe, the UK, North America and Australia. Built around tech-focused solutions, QLS helps eCommerce brands scale with confidence, combining fulfilment expertise with the technology to support ambitious growth at every stage.

IFOY recognition places the J1600 between familiar manual equipment and classic automated guided vehicles

COPENHAGEN, Denmark, 5 August 2026 - The winner of the IFOY AWARD 2026 Industrial Truck of the Year looks like a pallet jack, drives like one when a person takes the tiller and becomes a mobile robot when the operator sends it to a saved destination.

The Mobile Robot Company's J1600 entered IFOY in the Warehouse Truck lowlifter applicant class. The independent jury recognized it after practical testing and a scientific Innovation Check that described a new product level between classic automated guided vehicles and manual pallet jacks.

Those categories have traditionally been bought and operated differently. Manual pallet jacks are flexible but require a person for every metre traveled. Classic automated guided vehicles can remove more labor, but often arrive as engineered systems with fixed processes and specialist integration.

The J1600 combines the two. The operator handles pickup, close maneuvering and exceptions, then uses a touchscreen to send the load across the facility autonomously. After floor-level delivery, the vehicle can return, wait, park or continue to another point.

"Warehouse automation has been stuck between two extremes," said Emil Hauch Jensen, co-founder and CEO of The Mobile Robot Company. "We built the J1600 for the space in between."

The distinction is visible on the floor. White lights show manual operation; blue light strips display the protective field in automatic mode. A physical button confirms autonomous start, and moving the tiller restores manual control immediately.

The industry's mobile-robot terminology now overlaps in one machine. The J1600 specification pairs a 1,600 kg payload and 1.6 m manual lift with 3D LiDAR SLAM and autonomous path planning. Basic use is stand-alone; advanced software can add fleet and API integration.

The 2026 competition drew 49 entries, with 17 finalists completing the IFOY Audit. The award recognized the J1600 in the Industrial Truck category while the scientific assessment placed it in the emerging middle ground between truck and robot.

The Mobile Robot Company ApS is a Danish robotics company founded in November 2024 and headquartered in Copenhagen, Denmark. Its first product, the J1600, is a dual-mode self-driving pallet jack made in Denmark. It can be driven manually or sent autonomously to saved locations, carrying loads up to 1,600 kg. Learn more at www.mobilerobot.com.

Emil Hauch Jensen, Co-founder and CEO
The Mobile Robot Company ApShello@mobilerobot.com | +45 88 10 90 12

Media Release Tuesday, 4 August 2026 Historic Bitton Railway Station Hosts Free Vintage Cycling Event

Bitton and Oldland Cycling Club and Avon Valley Railway are delighted to announce a "Grand Vintage Potter" for cyclists as part of the Festival of Transport at Bitton Station, on the 26th and 27th of September 2026

 Highlights include exhibitions of vintage cycles and cycling from Penny Farthing Bike Tour Bath, Solent Veteran Bicycle Club and the Veteran-Cycle Club. Along, of course, with several splendiferous heritage railway engines and the sensual delights of some beautiful examples of automobile artistry. 

While the festival atmosphere will span the entire weekend, Saturday is set to be the premier day for cycling enthusiasts to gather. The highlight of Saturday’s shenanigans is a dignified, one-hour "spirited potter" starting at 2 pm on Saturday 26th.

Participants will cycle from Bitton Station along the Bristol and Bath Railway Path towards Bath, turning back at Saltford Bridge or at a safe spot of their choosing. The organisers are expecting a wide variety of "iron steeds," ranging from historic penny-farthings and Victorian safety bicycles to modern carbon, folding and electric bikes. And, as this is a social parade with an emphasis on coffee and cake consumption not competition, the pace will be leisurely, and participants will be reminded that they join the ride entirely at their own risk. The event organisers commented:

Sunday is more for those visitors, exhibitionists and vintage cycle admirers wishing to mingle, chatter and chuckle over suitable refreshment and repast. Visitors are encouraged to embrace the theme by wearing period-appropriate attire. Rational dress, knickerbockers, bonnets, blazers, capes, and caps, etc are very welcome but not de rigueur.

Tickets are free! Those wishing to join the merriment can find more information and book tickets through the Eventbrite platform For more info, insight and inspiration Contact:Steve Cox, Chair, Bitton and Oldland Cycling Club chair@bittonandoldlandcc.com 07795247160

Links:Organisers

Bitton and Oldland Cycling Club bittonandoldlandcc.com

Avon Valley Railway https://www.avonvalleyrailway.org/Exhibitors

Penny Farthing Bath Tour https://www.airbnb.co.uk/experiences/1899171?

Solent Veteran Bicycle & Tricycle Club https://svbtc.uk/

Veteran-Cycle Club https://v-cc.org.uk/Tickets: 

For cyclists

https://www.eventbrite.co.uk/e/vintage-cycling-at-the-festival-of-transport-at-bitton-station-26-27926-tickets-1986799932080

For esteemed visitors wishing to ride a locomotive https://www.avonvalleyrailway.org/events/festival-of-transport/

Photos attached

Image credits 

Betti Bhandari/Penny Farthing Bath 

Solent Veteran Bicycle and Tricycle Club

The Veteran-Cycling Club

UK SMEs risk losing billions in government and corporate contracts because they cannot evidence responsible business practices.

Small businesses could gain access to billions of pounds in government contracts over the next three years, but many risk being left behind because they cannot clearly evidence that they operate responsibly.

Frustratingly, most of them already do. The Cabinet Office wants 30 per cent of government procurement spending to go directly to SMEs by 2027/28, an opportunity expected to be worth more than £7.4 billion a year, while larger corporations are increasingly demanding the same evidence from the smaller businesses in their supply chains.

For many SMEs, trying to understand what is required and how to prove it has become a minefield of confusion, cost and frustration. Business owners do not want to become compliance experts. They want to get on with running and growing their business.

The UK SME Responsible Business Association (UKRBA) was created to remove that burden.

Kevin Turner, Founder and Chief Executive of UKRBA, said:

“Too many SMEs are leaving money on the table as procurement increasingly demands evidence, not good intentions. Most SMEs are already doing many of the right things. They support their communities, look after their employees and try to operate responsibly. The problem is that they are not always recording it or presenting it in a way that buyers want to recognise and verify.”

“We saw businesses wasting time and money. So, we fixed the problem. UKRBA does the work for them, leaving business owners free to get on with running and growing their business.”

“Good intentions do not win contracts. Evidence does.”

UKRBA.org helps SMEs put the evidence in place through documented policies, verification, accreditation, ESG and CSR reporting, social impact measurement and ongoing support.

Each accredited member also helps fund 24 meals every month through The Felix Project for people facing food poverty in the UK, turning responsible business commitments into a direct and measurable social impact.

The service gives smaller businesses a practical way to meet growing procurement expectations without hiring consultants, building an internal compliance team or trying to piece everything together themselves.

For more information, visit www.ukrba.org.

ENDS

Notes to Editors

Key facts and sources

About UKRBA

The UK SME Responsible Business Association (UKRBA) is a national membership organisation helping small and medium-sized businesses evidence responsible business practices, offering a practical framework covering documented policies, verification and accreditation, ESG and CSR reporting, and social impact measurement. It is supported by a network of Regional Directors across the UK. Founded in [year] by Kevin Turner, [one line of relevant background].

Media Contact

Kevin Turner, Founder & Chief Executive
UK SME Responsible Business Association (UKRBA)
Email: support@ukrba.org | Tel: [phone number]

Kevin Turner is available for interview and comment on SME procurement, social value and responsible business. Photography available on request.

London Taxi Drivers’ Charity for Children Celebrates 98th Summer Outing with 4th Trip to Hertfordshire Zoo

LONDON, UK  The London Taxi Drivers’ Charity for Children (LTCFC) has completed its historic 98th annual summer outing, taking a convoy of London taxis to Hertfordshire Zoo for the fourth consecutive year.

Over the last four years, the annual trip to Hertfordshire Zoo has taken nearly 1,000 London school children predominantly those with Special Educational Needs and Disabilities (SEND) on a day out tailored entirely to them.

Organising trips for children with complex needs can be an overwhelming hurdle for parents. By providing stress-free transport and coordination at the venue alongside classmates and families, the charity aims to create memories that the children and their families will look back on for the rest of their lives.

Mark Wiltshire, a contact from one of the participating schools, shared feedback on the day:

"Our children had a fabulous time at Hertfordshire Zoo! The event was well-organised, inclusive and run with tireless enthusiasm. The greatest care was taken with pupil's safety and wellbeing. Our driver really looked after us and gave us a superb, smooth ride."

Highlights from the children on the day included:

The LTCFC extends its gratitude to the sponsors, volunteers, and partners on its 2026 Roll of Honour who made the operation possible:

Planning is already underway for summer 2027.

Funded entirely by voluntary donations and run by volunteer London cab drivers, the LTCFC provides free outings, entertainment, and equipment for children with special educational needs, disabilities, or disadvantaged backgrounds

- ENDS -

MIAMI, FLORIDA, 20 July 2026

Marquis Holdings has published the inaugural edition of Marquis Quarterly, its periodic research and perspective publication examining the physical foundations of economic growth.

The Q2 2026 edition, Bulk Commodities and the Growth Imperative, considers why steel, aluminium, energy and infrastructure remain central to productive capacity, economic development and rising living standards.

The publication presents a positive but disciplined outlook. It argues that global growth continues to require investment in power, transport, housing, industrial capacity and resilient infrastructure. These systems depend on the availability of bulk commodities and on the ability to finance, construct and operate major projects through economic and commodity cycles.

The paper draws on current forecasts from the World Bank, World Steel Association and International Energy Agency. The World Bank forecasts its metals and minerals price index to rise 17 percent in 2026. Worldsteel forecasts global steel demand of 1,724 million tonnes in 2026 and 1,762 million tonnes in 2027, with African steel demand growth forecast at 3.8 percent in 2026 and 4.6 percent in 2027. The International Energy Agency forecasts global electricity demand growth of 3.7 percent in 2026.

The publication also examines the potential contribution of responsible resource development to host nations. Properly structured projects can support employment, skills, fiscal revenue, export earnings and infrastructure that serves the wider economy. These outcomes require commercial discipline, stable partnerships, effective governance and integrated infrastructure.

Marquis Holdings said: “Economic growth has a physical foundation. It depends on reliable power, transport, industrial capacity and the materials from which those systems are built. Our focus is on assets and infrastructure that can endure while contributing to the productive capacity of host nations.”Read and download Marquis Quarterly Q2 2026:

https://www.marquishq.com/quarterly/q2-2026.html

Read the full paper online:

https://www.marquishq.com/insights/bulk-commodities-growth.html

ABOUT MARQUIS HOLDINGS

Marquis Holdings is the public brand of Marquis Group Holdings LLC, a private investment platform focused on major resource, energy and infrastructure opportunities across Africa, Latin America and Australia. Marquis invests with a long term ownership horizon and builds the capital structures, operating capability and infrastructure required to support major assets through cycles.

MEDIA ENQUIRIES

Marquis Holdings

media@marquishq.com

https://www.marquishq.com

IMPORTANT INFORMATION

This announcement and the publication are provided for general information only. They do not constitute investment advice, an offer or a solicitation. Full terms are available at:

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It just became easier for travelers to buy Japanese rail tickets

Today, JRPass.com announced the launch of individual Tōkaidō Shinkansen ticket sales. The UK-based online ticketing platform has helped Western travellers navigate Japan by rail for seventeen years. With this launch, and through a partnership with JR Tokai Tours, the travel agency subsidiary of JR Central, JRPass.com becomes the first authorised company based outside of Japan and with no office in Japan to sell city-to-city Shinkansen tickets directly to international customers.

The service launches with two of Japan's most-travelled routes on the Tōkaidō Shinkansen: Tokyo to Osaka and Tokyo to Kyoto. One-way tickets start from 16,500–17,000 yen (approximately $102-106 USD), depending on the exchange rate at booking. Tickets are issued digitally as QR codes, allowing travellers to head straight to the gate without needing to collect a physical ticket or queue for pickup.

Solving a Real Problem for International Travellers

As the price of a Japan Rail Pass has changed in recent years, some travellers making shorter intercity journeys may find a pass isn’t the best fit. JRPass’s individual ticket option addresses this directly, giving customers the choice to book only the routes they plan to take.

At launch, tickets can be booked up to 30 days in advance, with plans to extend the booking window to 180 days, subject to system rollout. Customers receive their ticket as a QR code, which serves as their boarding pass for the day of travel.

“Japan's railways are one of the great travel experiences in the world, and the Shinkansen is at the heart of that. We at JRPass.com have spent seventeen years making Japan by rail accessible to Western travellers, and this is the moment that work has been building toward. Being the first Western company based outside Japan to sell individual Shinkansen tickets through a partnership with JR Tokai Tours is something we don't take for granted. It means our customers can now book with the flexibility they need and the confidence they expect from us. We're genuinely proud to be doing this in partnership with JR Central.”

— Haroun Khan, Founder, JRPass

Partnership with JR Tokai Tours

JR Tokai Tours is the travel agency subsidiary of JR Central (Central Japan Railway Company), the operator of the Tōkaidō Shinkansen, the world's busiest high-speed rail line, connecting Tokyo, Nagoya, Kyoto, and Osaka. Through a partnership with JR Tokai Tours, an official supplier of Tōkaidō Shinkansen QR tickets, JRPass.com has become the first authorised overseas retailer of these tickets. This collaboration enables international travellers to conveniently purchase city-to-city Shinkansen tickets directly through JRPass.com.

JR Tokai Tours:

“JR Tokai Tours is a member of the JR Central Group and provides travel products featuring the Tokaido Shinkansen. Through its integration with JR Central’s EX reservation system, it enables a fully digital booking experience, including QR-based ticket issuance, delivering a highly convenient travel experience for customers.

We are delighted to have signed a sales agreement with JRPass.com, making it the first company based outside Japan authorized to sell Tokaido Shinkansen QR tickets. Through this partnership with a company that has extensive sales experience, we aim to make Shinkansen travel more accessible and convenient for international visitors.”

— Masaya Sugiura, CEO, JR Tokai Tours

How it works

Customers book their Shinkansen ticket through JRPass.com in a simple, guided online flow, selecting their route, travel date, and preferred seat. Key details at launch:

On the day of travel, customers present their QR code at the Shinkansen gate by scanning it at gates marked with the yellow “QR” symbol, then keep the printed Seat Information slip (car + seat number) and scan the same QR code again to exit. You can find images of the Shinkansen and QR codes here, provided by JR Tokai Tours.

Availability

Individual Shinkansen tickets will be available to purchase at JRPass.com. The service is open to passengers travelling on the Tokaido Shinkansen.

— ENDS —

Notes to Editors

About JRPass.com: JRPass.com is a UK-based online seller of Japan rail products, founded in 2008. The company has sold Japan Rail Passes to customers in over 100 countries and holds an independent customer satisfaction rating of over 99%. JRPass.com is an authorised retailer of the Japan Rail Pass and, from 13th July, the first Western company official seller of individual Shinkansen tickets through a partnership with JR Tokai Tours.

About JRTokai Tours: JR Tokai Tours is a travel agency of subsidiary of JR Central that provides travel products and tourism content centered on the Tokaido Shinkansen. Through its integration with JR Central’s EX reservation system, it enables a fully digital booking experience, including QR-based ticket issuance, delivering a highly convenient travel experience for customers.

New study analyzes EV purchase prices and market trends in Germany, Europe's largest car market

(Berlin) July 20, 2026 – In Europe's largest automotive market, battery electric cars became about 18 percent cheaper in real terms between 2020 and 2025, even as average prices appeared to rise as a result of a changing model mix. Meanwhile, the number of electric models available on the market has more than quadrupled.

That is the finding of a new joint study by the International Council on Clean Transportation (ICCT) and the Fraunhofer Institute for Systems and Innovation Research ISI, covering the German market as a key indicator of broader European trends. The study draws on more than 100,000 individual data points across six vehicle segments, from small to luxury cars.

“Our results show that the market for electric cars has evolved significantly in recent years. Today, these vehicles offer, on average, longer ranges and more engine power, while the actual prices of comparable models have fallen. This a clear indicator of where Europe’s automotive market is headed,” said Peter Mock, Europe Managing Director at the ICCT.

Read the full press release, including additional findings on battery prices and model availability, at https://theicct.org/pr-battery-electric-vehicle-prices-fell-18-percent-and-model-choice-quadrupled-between-2020-and-2025/

Publication details

Title: Price and market trends of battery electric and internal combustion engine vehicles in Germany, 2020 to 2025

Authors:

Patrick Plötz, Steffen Link (Fraunhofer Institute for Systems and Innovation Research ISI)

Kyle Morrison, Uwe Tietge, Eyal Li, Peter Mock (International Council on Clean Transportation, ICCT)

Please use this link to cite the study: theicct.org/publication/price-and-market-trends-of-battery-electric-and-internal-combustion-engine-vehicles-in-germany-2020-2025-jul26

Media contact

Sophie Ehmsen (ICCT)Communications Specialistcommunications@theicct.org

Plymouth, UK – 16th July 2026 – For many business owners, referrals are considered the gold standard of business development. They arrive with trust already established, often convert more quickly than cold enquiries and are widely seen as evidence that a business is delivering exceptional work.

Yet an increasing number of business leaders are questioning whether referrals alone are sufficient to support sustainable growth.

Dean Seddon, Founder of Maverrik, believes many successful businesses have become what he calls "referral dependent", a position in which recommendations are no longer simply welcomed but have become the primary source of new business.

"Referral dependency isn't about receiving referrals," said Dean.

"Every business should aspire to earn them. The issue is when referrals become your only reliable source of new clients. At that point, you're placing one of the most important parts of your business, client acquisition, outside of your control."

According to Dean, referral dependency often develops gradually.

Businesses build strong reputations, deliver excellent results and naturally begin receiving recommendations from satisfied clients. As referrals increase, marketing activity slows, business development becomes less consistent and proactive lead generation receives less attention because new work continues to arrive.

For many businesses, this approach appears to work well until market conditions change.

Economic uncertainty, changing buying behaviour, staff turnover within client organisations or the loss of a key referrer can all reduce the flow of recommendations. Businesses that have relied predominantly on referrals often find themselves without a predictable way of replacing that lost pipeline.

"It's rarely something business owners notice while they're busy," explained Dean.

"In fact, referral dependency often disguises itself as success. When work is flowing, there's no obvious reason to invest time building another route to market. The vulnerability only becomes visible when referrals become less predictable."

Dean believes the issue is particularly relevant for the UK's growing community of expert-led businesses, including consultants, executive coaches, advisers, technology specialists and professional service firms.

As digital technology has made it easier to work with organisations anywhere in the world, the opportunity to export British expertise has grown significantly. However, businesses looking to expand internationally often discover that referral networks become less effective outside their existing markets.

"A referral network is naturally strongest where you've already built relationships," said Dean.

"If your ambition is to win clients nationally or internationally, referrals become increasingly difficult to rely upon as your only growth strategy. That's where businesses need predictable client acquisition systems that create opportunities regardless of where those opportunities come from."

While referrals remain one of the most valuable indicators of trust, Dean argues they should be viewed as one component of a broader growth strategy rather than the strategy itself.

He believes businesses should regularly assess how dependent they have become on recommendations by asking a simple question:

If referrals stopped tomorrow, where would your next client come from?

For organisations able to answer that question confidently, referrals become an additional source of opportunity.

For those who cannot, referral dependency may already be limiting future growth.

As more businesses seek sustainable ways to generate predictable revenue, Dean believes referral dependency is likely to become an increasingly important conversation within the UK's business community.

"The objective isn't to replace referrals," he said.

"It's to reduce dependency on them. The strongest businesses don't stop receiving referrals; they simply make sure they have other ways of creating opportunities as well."

Maverrik recently launched the Build Beyond Referrals One-Day Intensive, a practical workshop designed to help expert-led businesses develop structured client acquisition systems that work alongside referrals, enabling more consistent growth and reducing reliance on word-of-mouth alone.

More information is available at www.buildbeyondreferrals.com.

Organic Waste Solutions is processing an estimated 9,000 tonnes of household food waste per year from Durham County Council, converting county-wide collections into renewable energy and agricultural bio-fertiliser.

Durham County Council has started household food waste collections across the county, with around half of the material being processed by Organic Waste Solutions at the Wardley Anaerobic Digestion facility on the outskirts of Gateshead. The estimated 9,000 tonnes of food waste collected annually is being converted into enough renewable energy to help fuel up to 10,000 North East homes, waste that would otherwise have gone to an Energy from Waste facility.

The partnership follows the introduction of legislation requiring all English local authorities to provide food waste collection services to their households. Durham County Council is among the first councils in the region to begin collections under the new duty, with them now underway county-wide.

Food waste collected from County Durham residents is transported to the Wardley facility, where anaerobic digestion breaks down organic material to produce two outputs: biogas, which is injected directly into the National Grid as a renewable energy source; and digestate, a nutrient-rich bio-fertiliser applied to agricultural land to grow future crops. The result is a complete circular economy loop with food waste being returned to the food chain.

“Durham County Council has been a committed partner throughout this process, and it’s great to see collections now underway across the county. The Wardley facility is well-placed to handle this volume, and what the figures show is the genuine scale of what becomes possible when local authorities treat food waste as a resource rather than a disposal problem.”

- Harry Tomlinson, Commercial Manager, Organic Waste Solutions

Cllr Kyle Genner, Durham County Council’s Cabinet member for neighbourhoods, environment and police relations, said: “Following the government’s introduction of the food waste recycling scheme, we are working hard to implement the service across the county. This partnership will support our growing demand for energy and bring tangible benefit to our economy and farmers. We’re always on the lookout for great partnerships to help us deliver for residents, and we’re hopeful that’s what this partnership will prove to be.”

The Wardley facility’s capacity to process and convert food waste at this scale positions Organic Waste Solutions as a key partner for local authorities across the North East as the new statutory collections duty takes effect nationwide.

09 July 2026 (Sydney, Australia) - Productivity collapse, weak innovation and growing geopolitical instability threaten Australia’s future prosperity.

Australia risks squandering its economic advantages unless business leaders, policymakers and boards confront the growing productivity crisis and rapidly changing global environment, according to a new book by Kearney ANZ Chairman Adam Dixon and the firm’s Australian partner team.

In Australia: A Lighthouse in the Global Storm – The CEO Imperative, Dixon argues that while Australia remains a “privileged nation”, the foundations of future growth are weakening. Slowing productivity growth, declining innovation investment, increasing geopolitical fragmentation and the disruptive impact of artificial intelligence are creating structural challenges that cannot be ignored.

The book contends that Australia's prosperity can no longer rely on natural advantages alone.

"Australia is one of the world’s most prosperous and stable nations – rich in resources, strong in institutions, and globally respected,” Dixon said.

“But advantage must be persistently earned in a world of accelerating technological change, rising geopolitical tension, and intensifying competition."

Drawing on Kearney's global experience advising governments and leading corporations, the book identifies five transformational forces that will shape Australia's economic future:

Leadership in a time of moral confusion

The urgent need to improve national productivity

The impact of artificial intelligence on organisations and society

Building more resilient supply chains in an increasingly fragmented world

Rolling back Agile across corporate Australia

The book argues that business leaders must take a more active role in strengthening Australia's longterm competitiveness.

"Every CEO, board and sector has a role to play," Dixon said. “We are entering a more volatile era: geopolitically, technologically, economically and socially. The instinct is to hunker down, play it safe or wait for clearer skies. But history tells us: storms do not reward timidity. They reward preparedness, principle and courage. The leaders who steer into challenge who move towards the hard things – are those who emerge stronger on the other side. This book is written for those leaders.”

Below are just some of the book's key findings:

Global management consultancy Kearney is this year celebrating "100 years of impact," and its latest publication reflects that legacy of forward-looking business thinking. While the book highlights significant risks, it ultimately presents an optimistic vision for Australia's future – described as "a practical manifesto for CEOs, Chairs and business leaders in a defining era."

The book also deep dives into seven of Australia’s most important sectors. Sectors that play an essential role in our society - telecommunications, financial services, natural resources, consumer goods, retail, logistics and defence.

Timely, provocative and solutions-focused, Australia A Lighthouse in the Global Storm - The CEO Imperative challenges business leaders to confront uncomfortable truths about Australia's future competitiveness while providing a practical framework for action.

Advance Praise

“This is essential reading for every CEO in Australia. It is bold, practical, and grounded in the many realities we face — from lagging productivity to the transformative impact of artificial intelligence. If we want Australia to remain competitive in a rapidly changing world, as business leaders, we must be willing to lead — not just manage. This book provides a thoughtful and timely starting point and reminder.”

David Thodey AO – Australian Business Leader

“This book is a must read for anyone who wants to understand key aspects of the Australian story - where we have been, where we are today and what we face going forward. It brings a clarion focus on challenges and opportunities, together with critical choices we must make to today to shape our share future.”

The Honourable Kelly O'Dwyer, Former Assistant Treasurer of Australia.

“As Australia faces a veritable ‘sea of troubles’, it would be easy for CEOs to focus narrowly on the future of their own businesses. This book is a clarion call for CEOs to step up and lead, not just their own businesses but the business community more broadly. It is an engaging and stimulating take on Australia’s prospects and how CEOs might play their part in leading the nation through stormy waters.

Emeritus Professor Ian Harper AO, Member of the Reserve Bank of Australia’s Monetary Policy Board and Member of Kearney’s ANZ Advisory Group.

“A thought provoking, insightful and challenging assessment of the issues facing Australian businesses and a call to action for every Board and CEO in the country.”

Robert Nason, Former Senior Executive Tabcorp, Telstra, Former Chairman Foxtel, Former Board Member and CEO of Maxis Communications (Malaysia).

About the author

The lead author Adam Dixon is a Senior Partner at Kearney and Chairman of its Australia and New

Zealand business. With more than two decades at the firm, Adam has built a reputation as one of Australia's most trusted advisors to C-suite leaders navigating transformation, strategy, and growth. He is based in Sydney.

About Kearney

For 100 years, Kearney has been a leading management consulting firm and trusted partner to threequarters of the Fortune Global 500 and governments around the world. With a presence across more than 40 countries, our people make us who we are. We work impact first, tackling your toughest challenges with original thinking and a commitment to making change happen together. By your side, we deliver - value, results, impact.

To learn more about Kearney, please visit www.kearney.com.

Media contact:

Sandpiper on behalf of Kearney

kearney@sandpipercomms.com

Published by LID Publishing on 16 July 2026.

Available in hardcover and e-book: ISBN: 9781917391696

Priced $49.99 AUD/ £19.99 GBP

GREATER MANCHESTER, UK. If your business has shipped commercial goods across the UK in the last ten years, there is a high probability that your delivery was quietly handled by an independent operator like Avango Couriers. You just didn’t know it.

For years, Avango - alongside a network of other 'secret' independent courier services - has been trusted implicitly by the UK's largest logistics brands to fulfil high-priority B2B contracts behind the scenes. Now, following twelve months of development on their own software and six months of successful live testing, the Greater Manchester-based transport specialist is stepping out of the shadows.

The Avango Couriers Delivery Management System (DMS) is a sophisticated SaaS platform designed to cut out corporate middle-men and connect commercial clients directly with the independent operators who actually do the work.

Under the traditional logistics model, major courier brands secure corporate contracts, only to quietly auction those jobs off via private digital "load boards" to smaller, independent operators.

"The public sees a famous logo, but behind the scenes, the job is frequently sold to the lowest bidder in a reverse-auction system," says Stuart Drinkwater, Founder and Managing Director of Avango Couriers. "The major players pocket a massive, hidden margin simply for acting as an intermediary. We know this because Avango has been the company on the receiving end of many sub-contract bookings for years. The Avango DMS changes that dynamic completely, passing control and substantial savings back to the businesses moving the goods."

Avango’s new platform solves sub-contracting anonymity by giving the customer total visibility over the identity of the driver collecting and delivering their goods, backed by a strict Digital ID Security Protocol.

As part of this new level of control, customers are able to shortlist the specific independent drivers they like working with, as well as block the ones they do not.

When a delivery is claimed by a vetted driver, the client receives a secure digital credential displaying the driver’s verified name, headshot, and photos of the specific vehicle and registration number. Clients are actively instructed to withhold freight if the arriving asset or driver does not match the system profile.

Avango’s disruptive tech is backed by its sister platform, Couriers TV, a popular information service dedicated to championing the independent driving community.

Rather than just sourcing drivers, Avango uses Couriers TV to actively mentor rookie couriers, helping them learn the ropes of delivery work and scale their businesses. The platform serves as a vital hub, connecting independent operators with the essential industry products, specialized insurance, and business services they need to run a successful, compliant courier operation.

"We don't just want to offer drivers work; we want to help them succeed long-term," Drinkwater commented.

FOR IMMEDIATE RELEASE

LONDON CABBIES TO FORM SPECTACULAR 68 TAXI CONVOY FOR CHARITY ZOO OUTING FOR SEND AND DISADVANTAGED CHILDREN

LONDON, UK –

On Wednesday 8th July 2026, the iconic sights of London will be treated to a heartwarming spectacle as a convoy of 68 traditional London licensed taxis takes to the roads for the annual London Taxi Drivers’ Charity for Children outing to Hertfordshire Zoo.

Driven entirely by volunteer London cabbies who are giving up their time and normal trade, the convoy will bring together children aged 4 to 11 from a diverse range of backgrounds, including those with special educational needs and disabilities (SEND) and disadvantaged backgrounds, for a magical, much-needed day out.

08:30 AM – The Gathering & Arrival: Children and families begin arriving at Asda Isle of Dogs. This is a fantastic window for vibrant, high-energy photos as the kids see the line-up of 68 iconic cabs and get ready for the day. Interviews with volunteer drivers, organisers, and families are available here.

09:30 AM – The Grand Departure: The spectacular sight of the 68-taxi convoy setting off from Asda Isle of Dogs, waving goodbye to London.

11:00 AM – The Zoo Arrival: The convoy arrives in style at Hertfordshire Zoo, greeting the zoo staff and animals.

16:00 PM – The Farewell: The convoy departs Hertfordshire Zoo to head back to the capital, arriving back in London for approximately 17:00 PM.

The Best-Dressed Taxi Competition: Many of the 68 iconic London cabs will be specially decorated for the occasion, with drivers competing for the coveted "Best-Dressed Taxi" title. Expect a vibrant, colourful display perfect for video and photography.

All-Expenses-Paid Magic: To ensure the children and their hard-working carers, teachers, and drivers can purely focus on fun, the charity is providing everyone with a completely all-inclusive day out—including complimentary lunch, refreshments, ice cream, mini-golf, and unlimited rides on the Hertfordshire Zoo train.

The London Taxi Drivers’ Charity for Children is a fiercely proud, personal, and hands-on charity run entirely by volunteers. For generations, London's legendary cabdrivers have fundraised and organised these special outings for nearly 100 years!, providing unforgettable experiences and lasting memories for children who face daily challenges.

Claire Zazzara, PR and Social Media Officer for the charity, said:

"There is nothing quite like the sight of dozens of traditional London cabs driving together to bring pure joy to these incredible children. Our drivers do this out of love, volunteering their time to make sure these kids get a day out they'll never forget. Seeing the smiles on their faces when the convoy moves out makes every single mile worth it."

Members of the press are warmly invited to attend the departure point at Asda Isle of Dogs or meet the convoy at Hertfordshire Zoo. Interviews and filming opportunities can be fully accommodated on-site.

### ENDS ###

Media Contact:

Name: Claire Zazzara (PR and Social Media Officer)

Phone: 07944 959 924 / 07956 612 307

Website: www.ltcfc.org.uk

The London Taxi Drivers’ Charity for Children is funded entirely by donations and run by volunteer London taxi drivers to provide outings and specialised equipment for special needs and disadvantaged children.

Event Details: Wednesday 8th July 2026.

Departure Point: Asda Isle of Dogs, London, E14 3YS.

Destination: Hertfordshire Zoo, Broxbourne, EN10 7QA.

Drivers across Cardiff are some of the safest in the UK, according to claims and accident data from Marshmallow Car Insurance.

The affordable car insurance company analysed over 500,000 data points covering claims made, accidents, police attendance to accidents, and the seriousness of accidents to find which postcode area had the highest safety score.

It found that drivers in both Wales and Scotland scored highly for safety compared to their English counterparts, with Cardiff, Aberdeen and Motherwell taking three of the top four places.

The 10 postcode areas with the highest safety score are:

Marshmallow, which provides affordable car insurance, analysed 69 postcode areas, covering hundreds of thousands of policies, tens of thousands of accident claims and more than 50,000 publicly available road collision data points.

They then looked at both claim rate per 1,000 policies and police collision rate and serious/fatal collision rate per 1,000 cars owned.

Visit www.marshmallow.com/safe-driver-index to see our interactive map with the top ten areas.

Oliver Kent-Braham, Co-CEO at Marshmallow said: “Cardiff topping the Safe Driver Index shows why it’s important to look beyond raw accident totals.

“Larger towns and cities naturally have more drivers and more collisions overall, so adjusting the data helps give a fairer comparison between postcode areas.

“By looking at claim rates alongside collision rates adjusted for local car ownership, we can get a clearer picture of where drivers appear to be performing most safely.

“At Marshmallow, we recognise and reward safe drivers, wherever they’re from. That’s why we consider driving history and proof of claim-free driving from anywhere in the world. Plus with Marshmallow Move, our telematics car insurance, drivers can get a low price up front and get feedback on their driving to stay safe on the road.

We’re also moving beyond car insurance to help customers with car finance and home insurance, with more products to come soon.”

Scottish postcode areas performed strongly in Marshmallow’s analysis, with Aberdeen and Motherwell ranking second and third overall.

Aberdeen recorded a safety score of 96.5, while Motherwell scored 94.1, putting both ahead of most English postcode areas included in the study.

Across the regions analysed, Scotland recorded the highest average safety score, with an average of 95.3. This was followed by Wales with a score of 80.3. London had the lowest average safety score, at 30.5.

Regional averages are based on postcode areas included in Marshmallow’s analysed dataset.

Sustain360° and K2 Consulting Partners have signed a Memorandum of Understanding (MOU), formalising a strategic partnership to deliver integrated supply chain intelligence, climate resilience, and transformation solutions for clients across multiple sectors and geographies.

The partnership combines Sustain360°’s advanced data and platform capabilities with K2 Consulting Partners’ proven expertise in complex operational and organisational transformation. Together, the organisations will help clients anticipate disruption, strengthen compliance, reduce risk, and build resilient, sustainable operating models that can withstand increasing regulatory, environmental, and geopolitical pressures.

The partnership will focus on joint business development, knowledge exchange, and integrated market engagement. Initial offerings will support organisations in mapping supply‑chain risk, meeting emerging regulatory requirements, and building climate‑resilient operating models.

Both organisations share a commitment to helping clients build responsible, future‑ready operations through the combination of technology, insight, and execution excellence.

About Sustain360°

Sustain360° is an AI-powered Supply Chain Intelligence platform that helps organizations map complex supplier networks, identify geopolitical, climate, and sourcing risks, and quantify their financial impact, enabling more resilient and sustainable supply chains.

About K2 Consulting Partners

K2 Consulting Partners is a global business and IT consulting firm with over a decade of client success and zero programme failures. The firm delivers advisory and implementation services through its proprietary K2DF delivery framework, combining deep industry expertise with a client-centric approach.