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The bakery chain makes flapjacks in a wide range of flavours – from mini egg rocky road to clotted cream fudge

A Devon-based flapjack business is opening a permanent shop in Bath. Flapjackery’s new store on Pulteney Bridge follows a successful period trading as a pop-up in the city.

Co-founder Ms Myott said the Bath branch would benefit from its “prominent setting” and proximity to Bath Rugby, attracting regular matchday footfall.

She said: “Pulteney Bridge brings together a wide mix of customers from across the UK and overseas. Many are new to flapjacks, so we take the time to introduce them properly. It is always encouraging to see people return shortly afterwards to take more home with them.”

Shop manager Janine Pickett, who has worked for the company for three years, added: “It’s so exciting for us to be here permanently. The shop looks fantastic and I can’t wait to welcome everyone in.

“We have a really loyal local following here. People walk past and pop in to say hello, and the neighbouring shopkeepers are always coming in too. There’s a lovely community feel on the bridge.”

Flapjackery was founded a decade ago by Ms Myott and Sally Jenkin and already has branches in Tavistock, Falmouth, Dartmouth, Minehead, Wells, Plymouth, St Ives, Lymington, Fowey and Sidmouth.

The bakery makes a range of flapjacks – from the traditional to salted caramel brownie, apple and blackcurrant and clotted cream fudge.

Flapjackery’s new Bath branch opens on Saturday, March 28, at 9am.

Travelers at Baltimore/Washington International Thurgood Marshall Airport (BWI) are experiencing relatively normal TSA checkpoint wait times averaging 10 to 30 minutes as of late March 2026, a marked improvement from chaotic scenes over the weekend when some lines stretched up to two or three hours amid staffing shortages caused by the partial government shutdown.

The airport, a major hub for Southwest Airlines serving the Baltimore-Washington region, issued repeated advisories urging passengers to arrive at least three hours before scheduled departures after unusually long security lines developed on Sunday, March 22 and 23. On that Sunday, high TSA officer call-out rates — reported at 38.1% at BWI compared to a national average around 11-12% — forced closures of checkpoints and led to significant backups, with some passengers waiting over an hour even in CLEAR lanes.

By Monday and into mid-week, conditions eased as remaining TSA staff maintained operations at open checkpoints. Airport officials reported that while checkpoints A and B were temporarily closed on March 25, wait times at the remaining checkpoints (primarily C and D/E) stayed “close to normal,” though subject to rapid change. Real-time trackers and third-party sources showed average general security waits fluctuating between 15 and 30 minutes during peak periods, with some hourly estimates reaching 32-40 minutes in the early afternoon.

BWI does not use a private screening partnership like some airports, leaving it fully reliant on federal TSA officers. The shutdown, now stretching into its fifth week or more, has left roughly 50,000 TSA employees working without pay, prompting call-outs, resignations and morale challenges nationwide. More than 400 TSA agents have reportedly quit since the funding lapse began, exacerbating staffing pressures during the busy spring break travel period.

Airport spokesperson statements and Maryland Gov. Wes Moore emphasized that lines were moving through open checkpoints and that no Immigration and Customs Enforcement (ICE) agents were deployed at BWI, despite national discussions about potential federal support at airports. Moore stated the situation was being closely monitored, with emphasis on keeping operations functional without additional federal personnel inside the terminal.

For travelers, expedited options remain the best defense against delays. TSA PreCheck lanes, when open, typically clear in 5 minutes or less. CLEAR biometric verification is available and has helped some passengers bypass longer general lines, though availability can vary with staffing. BWI’s website and digital signage inside the terminal provide updates, though real-time wait time displays were temporarily unavailable or inconsistent on some days due to the funding issues affecting federal systems.

The airport’s main terminal features multiple security checkpoints serving its concourses, with Southwest dominating operations alongside other carriers. Peak congestion often occurs during morning and afternoon flight banks, particularly in the 5-8 a.m. and 4-7 p.m. windows when many domestic departures cluster. Third-party data from sources like OnAirParking and Takeoff Timer indicated average waits around 20-30 minutes under normal conditions, with potential spikes to 30-40 minutes during busy periods even before the shutdown intensified pressures.

BWI officials continue to recommend two hours for domestic flights and three hours for international departures as a baseline, with the current advisory leaning toward the longer window to account for variability. Passengers are encouraged to use the MyTSA app for general guidance and the official BWI site for checkpoint-specific alerts, though some travelers reported discrepancies between posted times and actual experiences during peak disruption days.

The situation at BWI mirrors challenges at other East Coast hubs but has not reached the extreme multi-hour delays seen at some larger airports. Travelers shared mixed feedback: some praised dedicated TSA staff still showing up despite unpaid work, while others expressed frustration over closed lanes and the need for extra buffer time. Local media captured scenes of lines snaking through terminals on Sunday, prompting comparisons to post-9/11 security measures.

Beyond security, BWI continues normal operations in other areas, including baggage claim and ground transportation. The airport serves millions of passengers annually as a convenient alternative to Reagan National (DCA) and Dulles (IAD), with strong low-cost carrier presence.

As the shutdown persists without immediate resolution, uncertainty lingers. Airport leaders and TSA supervisors are working to maintain service levels, but sustained high call-out rates or further resignations could reverse recent stabilization. No major flight cancellations directly attributed to security delays were widely reported at BWI in recent days, though individual passengers have missed connections due to longer-than-expected processing.

Tips for minimizing delays include enrolling in TSA PreCheck or CLEAR if frequent travel is planned, packing efficiently to comply with the 3-1-1 liquids rule, and monitoring the BWI website or app before heading to the airport. Removing laptops, large electronics and outer layers early in line can also speed individual processing.

The partial government shutdown has spotlighted the critical role of frontline TSA workers and the vulnerabilities in federal funding for essential travel infrastructure. At BWI, a combination of proactive advisories, remaining staff dedication and strategic checkpoint management has helped prevent total gridlock, but the message to travelers remains clear: plan extra time and stay flexible.

For the latest information, passengers should check bwiairport.com directly, as wait time displays can be temporarily unavailable. With spring travel continuing and the funding impasse unresolved, BWI’s security experience serves as a real-time case study in resilience amid fiscal uncertainty — one where dedicated officers continue screening passengers while the broader system strains under pressure.

Never have the stakes been higher for organizations when it comes to attracting and recruiting top talent. As enterprises accelerate AI adoption, organizations are competing for highly specialized, niche capabilities that can unlock real business value and are increasingly relying on people to provide a key competitive advantage. Up to 90% of organizations will face IT talent shortages by 2026, with projected $5.5 trillion in losses from skills gaps.

At the same time, the on-demand, consumer centric economy is raising job seekers’ expectations. These highly qualified candidates aren’t just looking to work for financially successful organizations. They are demanding purpose-driven work, access to leaders, diverse teams, knowledge ecosystems, and stimulating environments. They go beyond simply seeking roles and are looking for employers that treat them as partners from the first interaction, with clear visibility into how their skills will be used, how they will grow, and how they will be valued.

Against this backdrop, recruiting practices are increasingly scrutinized, as striking the right balance between securing niche talent and meeting the candidates’ rising expectations is critical. Organizations that succeed will be those that rethink not just how they hire, but how they position talent as a long-term strategic advantage.

Shaped by strategic clarity, Ascendion has taken a different route; emerging as an engineering powerhouse at the intersection of technology and talent. This wasn’t a reaction to market volatility, but a forward-looking alignment to the digital explosion that prioritizes client continuity, tailored services, and seamless transitions. The result is a recruiting model that scales globally without losing human touch, treating hiring as the beginning of a long-term partnership rather than a transactional exchange.

Strengthening and Building a Wider Talent Pipeline

Talent acquisition is not linear anymore. Companies tap into multiple channels like university partnerships, online networks, referral ecosystems, digital platforms, etc., creating a talent discovery environment that is both dynamic and competitive.

According to Gio Lara, Associate Director, Talent Acquisitions, Philippines, “Ascendion supports sourcing with its proprietary AI-enabled talent platform METal™ which has access to over 4 million candidate profiles. The platform offers AI-assisted sourcing and shortlisting capabilities; helps in rediscovering previously engaged candidates and gives a unified pipeline visibility across regions.”

He further adds, “Given that Ascendion’s talent acquisition teams operate across North America, LATAM, APAC, and India, this centralized platform aligns the geographically distributed recruiters on candidate status, evaluation criteria, and past engagement history.”

With its multi-channel reach and shared data repository, Ascendion has tackled two key factors in talent acquisition: speed and precision and is redefining its competitive advantage in global tech hirings.

Structured Workflows with Defined Milestones

At Ascendion this starts with reimagining the Career Lattice, redesigning transparent growth journeys for an AI-augmented world. This framework blends deep technical expertise, fosters holistic well-being, and opens new channels for growth and professional development. And this transcends directly into how the organization approaches talent acquisition, candidate experience, and onboarding.

Ascendion’s recruiting model is built around complete process visibility. As Gio confirms, “The candidates are provided structured communication at each stage right from initial outreach to interview feedback and onboarding timelines.”

Rather than relying on decentralized recruiter workflows, Ascendion has adopted a centralized talent intelligence platform that focuses on three critical aspects of talent acquisition; skills, potential, and career trajectory. Powered by deep learning models and agentic AI workflows, the platform autonomously handles complex tasks, streamlining sourcing, screening, talent insights, and analytics into one integrated system.

The objective is straightforward: reduce ambiguity.

Proactive Clarity with Standardized Communication

Ambiguity is a common side effect in complex hiring environments considering multiple roles, stakeholders, and geographies. At Ascendion communication during the entire talent acquisition cycle is treated as a structured system rather than a series of informal exchanges.

“We set a clear expectation of the project alignment and are precise in defining the role scope. After each interview stage we share detailed next steps with the candidate. Our documentation and verification process guidelines are clear and leave no room for errors. We also follow a structured onboarding timeline once the offer is extended.” Gio explains. He further adds, “With these communication checkpoints, Ascendion ensures consistency across talent acquisition and regions. And the result is clear alignment between hiring team, stakeholders, and candidates”.

Disciplined communication extends beyond simple courtesy in high-stakes, high-volume technical recruitment, when it is treated as a process of control that supports professionalism, efficiency, and trust.

Beyond the Offer Letter

High and early attrition (within the first six months) is a common challenge across the technology sector. At Ascendion employee onboarding is a structured extension of recruitment and not an administrative afterthought.

“For us professionalism is a cornerstone of candidate experience, one that extends beyond the offer letter. All new hires participate in structured orientation sessions; they are paired with mentors to accelerate integration into existing process and have immediate access to learning resources.” Gio explains.

In its first year of inception, Ascendion introduced a symbolic tree plantation initiative, in which it celebrated every new hire by planting a fruit-bearing tree through the Ascendion Afforestation Project. The initiative symbolized shared growth; as the tree flourishes, so does the new employee’s career; a quiet yet meaningful reminder that talent acquisition is about long-term growth rather than short-term staffing.

Supporting Emotional Resilience and Strategic Advancement

 Beyond hiring workflows, workforce strategies balance career progression, upskilling and personal development reinforces employee retention, organizational growth, and continuity.

Ascendion has successfully established a talent ecosystem that supports employee growth and well-being. Org-wide programs provide continuous upskilling in cutting-edge AI and engineering practices through global communities of practice- Circles, hands-on innovation events, pet projects, mentorship, and collaborative learning environments. Complementing this technical development, dedicated behavioral training initiatives that cultivate essential “heart skills” such as empathy, authentic communication, emotional regulation, deep listening, gratitude, and reflective decision-making; thereby fostering a culture of openness, mutual respect, and psychological safety.

Other leadership initiatives create defined pathways for professional advancement. Continuous upskilling is supported through digital learning platforms and technical academies like Ascendion Learning Lab, ensuring employees remain aligned with evolving industry demands. Complementing these are diversity, wellness, and recognition programs that prioritize inclusion, resilience, and achievement across regions. Corporate social responsibility initiatives integrate purpose and community service into employee experience.

Talent acquisition today is defined by scarcity, scrutiny, and rising expectations; recruitment can no longer be transactional. Ascendion’s structured, technology-enabled, and people-centered model demonstrates that scale and personalization are a strategic advantage.

President Donald Trump blasted two Supreme Court justices that he appointed as “bad for our country” after they sided with the majority in a ruling that undercut his tariff agenda.

The criticism follows a Supreme Court decision last month that blocked his use of an emergency law to impose sweeping tariffs.

By a 6–3 vote, the majority concluded that the law cited to justify the import duties “does not authorize the President to impose tariffs.”

Speaking at a National Republican Congressional Committee dinner in Washington, D.C., Trump expressed frustration with Justices Neil Gorsuch and Amy Coney Barrett, though he did not mention them by name.

BLACKROCK CEO SAYS TRUMP ACCOUNTS COULD BE A ‘VERY SIGNIFICANT STEP’ FOR YOUNG AMERICANS

The U.S. Supreme Court ruled 6-3 that the International Emergency Economic Powers Act does not authorize the president to impose broad tariffs. (MANDEL NGAN/AFP via Getty Images / Getty Images)

“Bad courts in this country are costing us a tremendous amount of money,” Trump said. “The Supreme Court, that’s right, of the United States, cost our country — all they needed was a sentence — our country hundreds of billions of dollars, and they couldn’t care less. They couldn’t care less.”

Without naming names, Trump then took aim at Gorsuch and Barrett, whom he appointed, and said they “sicken” him.

“Two of the people that voted for that, I appointed and they sicken me,” Trump said. “They sicken me because they’re bad for our country.”

WILL THE FEDERAL RESERVE CUT INTEREST RATES IN 2026?

President Donald Trump answers questions during a press briefing at the White House in Washington, D.C., on Feb. 20. (Kevin Dietsch/Getty Images / Getty Images)

Trump has previously targeted the court, especially the six members who voted against him.

The president said he was “ashamed of certain members of the court, absolutely ashamed, for not having the courage to do what’s right for the country.”

During an event hosted earlier this month by Rice University, Chief Justice John Roberts — who delivered the opinion of the court — warned against personal criticism of federal judges, citing an increase in “dangerous” and hostile rhetoric.

COSTCO SUED BY CUSTOMER SEEKING REFUNDS FOR TARIFF PAYMENTS

U.S. Supreme Court Justice Amy Coney Barrett is interviewed by Nixon Foundation board member Hugh Hewitt at the Nixon Presidential Library & Museum in Yorba Linda, CA on September 10, 2025. (Paul Bersebach/MediaNews Group/Orange County Register via Getty Images / Getty Images)

Roberts stressed the difference between criticizing a court order or legal analysis and personally attacking the judge behind it.

“It’s important that our decisions are subjected to scrutiny, and they are,” Roberts said. 

“The problem is that sometimes the criticism can move from a focus on legal analysis to personalities. And you see from all over, I mean, not just any one political perspective on it, that it’s more directed in a personal way. And that, frankly, can actually be quite dangerous.”

GOLD TRUMP COIN MOVES FORWARD AFTER TREASURY INVOKES RARE AUTHORITY

Supreme Court Justice Neil Gorsuch speaks at the Nixon Presidential Library and Museum in Yorba Linda, California, on Friday, Aug. 9, 2024. (Paul Bersebach/MediaNews Group/Orange County Register via Getty Images / Getty Images)

The case centered on whether the International Emergency Economic Powers Act (IEEPA) gave the president authority to impose the tariffs or if the move crossed constitutional limits.

The dispute stems from Trump’s “Liberation Day” tariffs last April, a sweeping package aimed at addressing trade imbalances and reducing reliance on foreign goods.

Tariff revenue has surged in the wake of the policy.

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Duties jumped from $9.6 billion in March to $23.9 billion in May. For fiscal 2025, collections reached $215.2 billion, according to Treasury data, and receipts have continued to climb into fiscal 2026.

Since the ruling, Trump announced a 10% global tariff under Section 122, “above our normal tariffs already being charged.”

FOX Business’ Amanda Macias, Breanne Deppisch and Bill Mears contributed to this report.

‘We’re seeing the town being talked about in a positive light’

Blackpool’s holiday trade is in optimistic mood for the forthcoming season and anticipates that the resort is on the up again.

Hoteliers who attended today’s busy StayBlackpool Trade Show and Open Day said a number of factors were at play which gave them confidence about 2026.

Many felt that uncertainty over the Middle East crisis and the rising cost of fuel could help draw in more ‘staycation’ visitors to the town.

The trade show, staged in the Norcalympia Suite at the Norbreck Castle Hotel, brought together the best of the Fylde Coast accommodation and leisure trades in one place.

And the mood was upbeat among organisers and stallholders.

Last summer saw the creation of Blackpool Tourism, which now oversees and manages major town attractions, including Blackpool Tower, Sandcastle Waterpark, and Madame Tussauds, previously operated by Merlin Entertainments.

Formed by Blackpool Council , it aims to boost the local economy and reinvest profits into town services, and has just launched its new “Ultimate Ticket” in March 2026, offering entry to six major attractions for £65 to mark English Tourism Week.

Ian White of StayBlackpool, a premier trade association for holiday accommodation in the resort and on the Fylde coast, said: “I’m very encouraged by the way things are looking.

“Kate Shane of Blackpool Tourism has declared how she wants to work with us and I believe their new Ultimate Ticket will encourage people to stay longer in the town, and bring more money in.

“Now Blackpool is on the short list for City of Culture, we’re also seeing the town being talked about in a positive light”

Sarah Lovell was manning the stand for the Grand Hotel, one of the town’s biggest and most prominent establishments with 278 bedrooms. She said: “There really is optimism around here today.

READ MORE: ‘Exciting and vital step’ as Blackpool’s Winter Gardens to be managed by council-owned tourism companyREAD MORE: Chester Grosvenor Hotel to close in September as owner seeks new operator

“Speaking for the Grand alone, we’ve already had a lot of forward bookings, including for conferences.

“And why not? Blackpool has a lot to offer. We’re a friendly town and there is something for everyone here – business people, families, couples coming here to get away for a break.

“I’m not surprised we’re included in the City of Culture List, we’ve got so much here.”

Paul Vermiglio, business development manager for Trevors Food Services, said: “We’re already hearing that quite a few people are thinking against going abroad this year, with everything that’s going on in the world.

“That presents a great opportunity for a big tourist resort like Blackpool. It’s perfect for stay-cations. I’m sure this is going to be a great year.”

New research on the value of exports in the financial and related professional services sector has been released by TheCityUK

The value of exports from financial and related professional services in Wales has grown significantly, shows new research from representative body for the sector TheCityUK. In 2023 they grew by 14.8% to reach £4.8bn.

A report from TheCityUK, Exporting from across Britain: financial and related professional services 2026, also reveals that in 2023 almost half (49%) the industry’s exports originated outside London, with Wales accounting for 2.8%.

Taking a longer view, over 2019-2023, Wales recorded the fastest annual average growth rate of financial and related professional services exports at 17%.

READ MORE: Welsh rugby makes a huge economic contribution shows new reportREAD MORE: Wales needs to deliver more than 10,000 homes a year to hit government target

The data also highlight the importance of services to Britain’s overall economic position. While goods exports declined by 3.6%, total services exports rose by 14% in 2023 to £465bn, with financial and related professional services accounting for almost 40% (£174.3bn) of all services exports.

The Welsh share of 2.8% of overall UK financial and related professional services exports, equated to £4.8bn. It was only lower in the East Midlands with 2% (£3.5bn) and the north east of England, 1.5% £2.5bn)

The highest contribution was in London with 51% of the total (£89bn), followed by the south east of England 10.4% (£18.1bn) and Scotland with 6.9% (£12bn).

The report also shows that for the Cardiff Capital Region financial services contributed for 49.6% of all exports, while for the Swansea Bay City Region it is 42.3%.

TheCityUK estimates related professional services exports from Wales accounted for 1.9% of Great Britain’s total related professional services exports in 2023. It also shows that 28% of Welsh financial services exports went to the EU.

Tom Bray, TheCityUK chair for Wales – who is also a partner with law firm Eversheds Sutherland – said, “Wales has established a financial and related professional services industry that has deep and highly regarded expertise. Firms here are increasingly exporting that expertise to international markets. The significant uplift in industry exports shows that Welsh businesses are playing an important role in the UK’s global services success, while supporting high-value jobs and investment across the country.”

The report has five key policy recommendations for government to priorities. They are: drive growth across the UK by strengthening trade intelligence and commercial diplomacy; deepen engagement to capture global market share; accelerate partnerships with high-growth markets; positioning the UK as a global digital services hub and secure the talent need for long-term competitiveness.