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Webasto Air Top Pro 25: a new, exceptionally quiet parking heater for campers

Thursday 22 October, 2026

Why should the camping season end just because summer is over? The colder months offer unique experiences—from skiing and snowshoeing to simply enjoying the winter landscape. To ensure your motorhome or campervan remains a comfortable retreat even in low temperatures, the right heating solution is crucial.

Stockdorf, Germany – The new Webasto Air Top Pro 25 air heater was developed specifically for camping vehicles up to eight meters in length. With a maximum heating output of 2.5 kilowatts, it quickly warms the interior. Thanks to an extremely low partial-load setting, it operates very quietly during continuous heating. This eliminates the need for constant cycling on and off, significantly enhancing comfort—especially for a good night's sleep.

At the same time, the heater operates with exceptional efficiency, keeping electricity and fuel consumption to a minimum. It runs on diesel, gasoline, or HVO drawn directly from the vehicle's fuel tank. Compared to gas systems, this offers the advantage of fuel availability at any service station—even abroad.

The heater comes with standard automatic altitude adjustment for elevations up to 5,500 meters. It can also be combined with a Whale boiler for optional hot water heating. Both units can be mounted under the vehicle floor, saving valuable storage or interior space.

The air heater can be conveniently controlled via various interfaces, including the ThermoConnect app.

Now, nothing stands in the way of camping in autumn and winter.

Kontakt for the media

Webasto Group

Alice Röhler

Communications Manager

Phone: +49 89 8 57 94-5 26 62

E-mail: [email protected]

  1. RetailNew Book - The Awakened Guide to Self-Esteem and Confidence by Guru Rajesh AnandaThursday 22 October, 2026 FOR IMMEDIATE RELEASE New Book - The Awakened Guide to Self-Esteem and Confidence Arrives in late November 2026 This forthcoming personal-development guide offers a compassionate path to greater self-worth, inner confidence, and authentic living, with exercises to support your journey. London, 22nd October 2026 — The Awakened Guide to Self-Esteem and Confidence, a new addition to The Awakened Guide series, will be published in late November 2026. Written for anyone who has struggled with self-doubt, feelings of inadequacy, or low confidence, the forthcoming book explores how readers can build a healthier, more supportive relationship with themselves. Rather than presenting confidence as something to perform or prove to others, The Awakened Guide to Self-Esteem and Confidence encourages readers to cultivate it from within. The book examines how past experiences, limiting beliefs, comparison, criticism, and negative self-talk can affect self-esteem—and how greater awareness can begin to shift those patterns. “True confidence is not about believing that we are better than other people,” says author Guru Rajesh Ananda. “It is about recognising our own worth, trusting ourselves, and no longer allowing fear or self-doubt to determine the life we are willing to live.” Through accessible guidance and thoughtful reflection, the book will help readers explore: The difference between self-esteem and confidence The book’s central message is that self-worth need not be earned through perfection, achievement, appearance, or the approval of others. You can recognise, strengthen, and express it through conscious choices. The Awakened Guide to Self-Esteem and Confidence is for readers beginning their personal-development journey, as well as those who already understand the importance of self-awareness but want practical support applying it to everyday life. The book will be available in late November 2026, with further details on the publication date and purchasing options to be announced. Guru Rajesh Ananda also wrote “The Science of Stillness”, launched in June 2026, and it currently has 33 5-star reviews on Amazon. About The Awakened Guide Series The Awakened Guide series explores personal and spiritual development through accessible, compassionate guidance. Each book focuses on a key aspect of inner growth, helping readers understand themselves more deeply, release limiting patterns, and live with greater awareness and intention. Book Information Title: The Awakened Guide to Self-Esteem and Confidence Author: Guru Rajesh Ananda Publication: November 2026 Format: Paperback / Hardcover / Kindle & Ebook ISBN: 978-1-9193520-4-6 (Paperback) Website: www.rajeshananda.guru Media Contact [CONTACT NAME] Email: [email protected] Website: www.rajeshananda.guru End
  2. AISales Teams Are Making 10 Critical LinkedIn Prospecting Mistakes That Could Be Costing Them Clients, Warns MaverrikThursday 22 October, 2026 PLYMOUTH, UK – 22 October 2026 – Businesses investing in LinkedIn for B2B lead generation could be undermining their own sales performance by applying outdated prospecting techniques to social selling, according to LinkedIn training and social selling specialists Maverrik. Drawing on more than a decade of experience working with sales teams, Maverrik has identified ten recurring mistakes that can prevent businesses from turning LinkedIn activity into meaningful sales opportunities. From poorly structured prospecting processes and ineffective messaging to premature adoption of artificial intelligence (AI) and sales automation, the findings highlight why simply increasing activity on LinkedIn does not necessarily translate into a stronger sales pipeline. Dean Seddon, Founder and CEO of Maverrik and a LinkedIn and social selling expert, explains that one of the most significant challenges is the assumption that traditional sales techniques will deliver the same results on social platforms. "Too many sales teams treat LinkedIn like another place to send cold emails. They invest in tools, increase their activity and then wonder why the pipeline isn't growing. The problem is often the process they've put around it." The 10 LinkedIn Prospecting Mistakes Sales Teams Need to Avoid Maverrik has highlighted ten areas where businesses frequently struggle to implement effective social selling strategies: Failing to adapt sales culture: Treating social selling like cold calling or email outreach rather than a relationship-led approach.Lack of leadership support: Introducing LinkedIn prospecting without securing buy-in from sales managers and senior decision-makers.No defined social selling process: Expecting salespeople to generate leads without a structured approach to connecting, engaging and converting prospects.Poor time management: Spending hours browsing LinkedIn without clear prospecting objectives or measurable outcomes.Ineffective lead management: Failing to track and nurture early-stage prospects through tools such as LinkedIn Sales Navigator.Weak LinkedIn profiles: Overlooking the importance of personal profiles in establishing credibility and communicating value to potential clients.Connecting with prospects too late: Waiting until a sales opportunity arises rather than building relevant professional networks in advance.Poor sales and marketing integration: Missing opportunities to coordinate content, LinkedIn events and prospect engagement across both departments.Introducing AI and automation prematurely: Automating LinkedIn outreach before establishing which prospecting activities generate meaningful results.Using ineffective LinkedIn messaging: Replicating traditional cold email sequences rather than adapting communications to the conversational nature of LinkedIn. According to Maverrik, one of the most common causes of underperforming LinkedIn prospecting programmes is the failure to recognise that social selling requires different behaviours from traditional outbound sales. While cold calling and email campaigns often prioritise immediate responses, successful social selling depends on developing familiarity, establishing relevance and building trust before introducing a sales conversation. Businesses that apply aggressive outreach techniques too early risk losing prospects who may otherwise have been receptive to a more considered approach. Maverrik recommends that organisations introduce a clearly defined social selling process, supported by leadership, practical training and measurable prospecting activities. Rather than focusing exclusively on the number of connection requests or messages sent, sales teams should evaluate whether their activity is progressing relevant prospects towards meaningful business conversations. AI and LinkedIn Automation Are Not a Substitute for Sales Strategy The growing adoption of AI-powered sales tools presents another challenge for businesses attempting to scale their LinkedIn lead generation activities. Although automation can improve efficiency, Maverrik warns that implementing these technologies before establishing an effective sales process can amplify existing problems. "AI can make a good social selling process more efficient, but it won't fix a poor one," explains Dean. "If you automate the wrong message or the wrong approach, you're simply scaling something that wasn't working in the first place. Sales teams need to understand how to generate conversations manually before looking at what technology can automate." Maverrik advises businesses to establish successful manual prospecting methods before introducing AI tools, automated messaging or additional sales technology. A More Strategic Approach to LinkedIn Lead Generation For organisations seeking to improve their B2B sales performance, Maverrik recommends greater alignment between sales and marketing teams, improved LinkedIn profile optimisation and more structured use of LinkedIn Sales Navigator. Creating relevant content, organising LinkedIn events and developing relationships with potential buyers before an immediate sales requirement arises can all contribute to a more effective prospecting strategy. Businesses should also ensure that salespeople understand how to move prospects through the different stages of social selling, from the initial connection and engagement through to a qualified conversation and potential sale. The central message, according to Maverrik, is that successful LinkedIn lead generation requires more than increased activity. It requires a repeatable process supported by the right training, leadership and tools. The full article, 10 Big Social Selling Mistakes Sales Teams Make, is available at: https://maverrik.io/blog/10-big-social-selling-mistakes-sales-teams-make-linkedin-prospecting/The article is also featured in Maverrik's Social Selling That Works podcast, hosted by Dean Seddon About Dean Seddon Dean Seddon is the Founder and CEO of Maverrik, specialising in LinkedIn training, social selling and B2B sales development. With more than 15 years of experience as a trainer and coach, Dean has worked with organisations including Citi, KPMG, Mastercard and The Law Society, helping businesses develop more effective social selling strategies. About Maverrik Maverrik is a LinkedIn training and social selling consultancy specialising in LinkedIn prospecting, LinkedIn Sales Navigator, B2B lead generation and sales outreach. Through training, coaching, consulting and corporate programmes, Maverrik helps sales professionals, marketing teams and business leaders develop the skills and strategies needed to build stronger pipelines and generate new business. Maverrik's clients have generated more than £252 million in new business using its methods.
  3. Government & policyScottish Charity Launches Nationwide Appeal to Identify Baby Loss Memorial SpacesThursday 22 October, 2026 MISS (Miscarriage Support) is calling on communities across Scotland to help identify memorial gardens and remembrance spaces dedicated to babies who are no longer with us, as part of an ambitious national project to help bereaved families find meaningful places to remember. The Scotland-wide initiative aims to identify and map existing memorial spaces across all 32 Scottish local authority areas, creating an accessible resource for families affected by pregnancy and baby loss while highlighting communities where additional places of remembrance may be needed. For many bereaved families, having somewhere peaceful to visit, reflect and honour their baby can provide comfort and a lasting sense of connection. Yet information about existing memorial spaces is not always readily available, leaving some families unaware of the places of remembrance within their own communities. Led by MISS and supported by research from Sands, the project aims to bring this information together in one national resource, helping families discover places of remembrance while identifying potential gaps in provision. The mapping exercise will explore a wide range of memorial spaces and remembrance features, including dedicated gardens, benches, memorial stones, plaques, Trees of Tranquillity and 'Letters to Heaven' post boxes, recognising the many ways families choose to remember their babies. Importantly, the project will also highlight areas where dedicated memorial spaces are limited or unavailable, helping to inform future conversations with local authorities, healthcare providers and communities about developing additional places of remembrance. Every Baby Matters, Every Loss Deserves Recognition Leona Scott, Media Coordinator at MISS, said: “Losing a baby is something no family should have to face without compassion, understanding and support. While everyone experiences grief differently, having a special place to remember can mean so much to families whose babies are no longer with them. “Across Scotland, there are beautiful gardens, memorials and quiet spaces dedicated to remembering babies, but not everyone knows where to find them. We want to change that. “This project is about more than creating a map. It's about recognising that every baby matters, every loss deserves acknowledgement, and every family should have the opportunity to remember in a way that feels right for them. “We're asking people across Scotland to help us build this resource. Whether you know of a memorial garden in your town, a dedicated remembrance bench or a special space created by your local community, we'd love to hear about it. Even the smallest piece of information could help another family find somewhere meaningful to remember their baby.” Building on Existing Remembrance Spaces The initiative builds upon MISS's existing remembrance work, including the Forget Me Not Memorial Garden at Hazlehead Crematorium in Aberdeen, created in partnership with Aberdeen SANDS and Aberdeen City Council, which provides a peaceful and dedicated space for families to reflect, remember and honour their babies. While MISS continues its work supporting individual memorial spaces, this national project represents a wider commitment to understanding remembrance provision across Scotland. By identifying existing spaces and areas where further provision may be needed, the charity hopes to encourage greater awareness, collaboration and opportunities for communities to develop meaningful places of remembrance. The project is currently in development, and MISS is inviting members of the public, local authorities, NHS boards, healthcare professionals, charities and community organisations to contribute information. How the Public Can Help MISS is appealing to people across Scotland to share details of existing memorial gardens and dedicated remembrance spaces within their communities. Whether it is a well-established memorial garden, a remembrance bench, a dedicated memorial feature or a smaller community space, every contribution could help build a clearer picture of the places available to bereaved families. Anyone with information is encouraged to email [email protected], including the name and location of the memorial space and any additional details that may be helpful. Through this nationwide initiative, MISS hopes to create a lasting resource that will help families find places of comfort, reflection and remembrance, wherever they live in Scotland.
  4. CryptoPolarise Launches Sovereign AI Cloud at NVIDIA GTC Berlin, Delivering Enterprise AI From Data Center to ApplicationCompanies: NvidiaThursday 22 October, 2026 With Polarise Rise and Polarise Drive, the German AI provider extends its own European AI Factories into a full-stack sovereign cloud BERLIN, Germany – October 22, 2026 – Polarise announced today at NVIDIA GTC Berlin the launch of the Polarise AI Cloud, a sovereign AI platform that runs entirely on the company’s own infrastructure in Europe. The first two products, Polarise Rise and Polarise Drive, give enterprises a secure way to use state-of-the-art AI – from a ready-to-use enterprise chatbot assistant to API access to leading open-weight models – without losing control over their data. From AI Factory to AI Cloud Polarise already operates own data centers (“AI Factories”) in Germany and Norway, including its Munich Tucherpark facility that was implemented in record time in collaboration with partners such as one of Europe's largest telecommunications companies. With the launch of its own AI Cloud, Polarise now covers the entire stack itself: data centers, NVIDIA accelerated computing, cloud software and the applications enterprises use every day. Each layer of it is eventually owned and operated by a European entity. Instead of building new data centers from scratch, Polarise converts existing buildings -properties that already have grid connections and permits - using its modular AI Pods: small, self-contained data centers that are installed and connected on site. This is how Polarise brought its Munich AI Hub from concept to operation in six months, where conventional projects take years. The Polarise AI Cloud therefore scales quickly with customer demand. A sovereign enterprise chat assistant for enterprises Polarise Rise is an AI chat assistant for companies. Employees can collaborate in workspaces to write, analyze and research, while company data stays within their own control, processed on Polarise infrastructure in Europe. Rise comes with three subscription models and is available to enterprises and teams starting today. Sovereign managed inference on open-weight models Polarise Drive lets developers and companies run leading open-weight models such as GLM 5.3, Kimi K3 or the latest NVIDIA Nemotron models through a single API, without managing any hardware. Polarise Drive is compatible with the OpenAI SDK, so existing applications can switch by changing one line of code. Customers pay per token, with transparent pricing and no idle capacity. Future features include an Agentic Engine - a platform for configuring and deploying custom AI agents - as well as MCP support for tool integration, and much more. Drive is in controlled rollout and accessible via application. Increso uses Polarise Drive for agentic customer service Italian customer experience company Increso is among the first customers running Polarise Drive in production. Increso builds AI agents that handle customer service for companies around the clock, combining its proprietary platform Inxide, process expertise and operational governance in a single partner. Its solutions serve more than 10,000 end customers every day. “Our clients expect AI agents that are fast, reliable and fully compliant with European data protection rules,” said Marco Modonesi, CTO at Increso. “With Polarise Drive, we run the latest Nemotron models for our agents on European infrastructure – without compromising on performance or on control over our clients’ data. That makes it much easier for us to bring agentic AI into customer service, including data-sensitive industries.” Sovereignty by structure – without compromise Polarise owns and operates its infrastructure from rack to API. Customer data never leaves the EU and is not exposed to the U.S. CLOUD Act. Polarise is certified to ISO/IEC 27001 and ISO 9001. Attestations for BSI C5 and SOC 2 Type I and Type II are in preparation. “European companies want to use the best AI available, but they should not have to give up control over their data to do it,” said Michel Boutouil, CEO of Polarise. “We built our own AI Factories first. Now we are putting a sovereign cloud layer on top of them. Our customers get the full stack from one European provider – and they don’t pay a premium for sovereignty.” Built on the latest NVIDIA platforms The Polarise AI Cloud runs on NVIDIA Blackwell. For its cloud, Polarise relies primarily on high-performance servers from NVIDIA partner Kerno. Visitors to NVIDIA GTC Berlin can experience the Polarise AI Cloud live at booth 3016. *** About Polarise Founded in Germany, Polarise (https://polarise.eu/) is a European AI provider offering a fully integrated AI cloud from a single source. The company operates its own highly efficient data centers - known as “AI Factories” - at prime locations in Germany and Europe. Through its proprietary AI Cloud, Polarise provides companies and organizations with access to sovereign AI computing power, for example through its Sovereign Managed Inference platform “Drive”. Media contact Marc Gazivoda, Chief Marketing Officer, [email protected]
  5. FinanceSolvent Company Liquidations Surge Nearly 7× Before Tax Rise, Then Plunge 94%, Study FindsWednesday 21 October, 2026 Solvent company liquidations surged to nearly seven times their January daily average in the five working days before the April 2025 UK tax increase, before plunging 94% in the following five working days, new research has revealed. With the Autumn Budget approaching on 28 October, amid fresh speculation over Capital Gains Tax and further changes to Business Asset Disposal Relief, the findings raise the prospect of another last-minute rush to close solvent companies. Licensed insolvency practitioners Clarke Bell analysed 21,839 Members' Voluntary Liquidation (MVL) resolutions between January 2024 and September 2026, uncovering dramatic spikes around three major tax events. The three highest monthly totals in the study all occurred in the run-up to the 2024 Autumn Budget or increases in Business Asset Disposal Relief (BADR). The most striking findings include: October 2024: A record 2,760 resolutions, including 1,092 in the five working days before the Autumn Budget.April 2025: Activity surged to 6.83 times its January daily average ahead of the BADR tax increase from 10% to 14%, with 604 resolutions in five working days.April 2026: Another 673 resolutions were recorded in the final five working days before BADR rose from 14% to 18%, with activity reaching 6.41 times its January average. In all three cases, liquidation resolutions fell by 93–94% immediately after the deadline, comparing the five working days before and after each event. John Bell, Senior Partner and Licensed Insolvency Practitioner at Clarke Bell, said: "What stands out is how consistent the pattern is. Ahead of the 2024 Budget and both BADR increases, MVL activity became heavily concentrated in the final few working days, then fell by 93–94% immediately afterwards. The data cannot tell us why any individual shareholder acted when they did, but the timing is hard to ignore. With another Budget approaching, the previous three events show just how sharply behaviour can become concentrated around known fiscal deadlines." The researchers also ruled out a simple seasonal explanation. Activity before the 2024 Budget was 3.38 times its usual level, with no comparable surge in 2023. The April 2025 and 2026 spikes were also substantially higher than in April 2024, when BADR remained unchanged. Jason Piper, Head of Tax and Business Law – Policy and Insights at the Association of Chartered Certified Accountants (ACCA), said: "Planning around deadlines is inevitable, and whenever there’s a timetable for tax reforms that will drive behaviours. Although the bunching around scheduled changes may not be ideal, it’s probably better than the alternative – to have tax policy changes effective from midnight on budget day with no certainty about what will happen or when. With only the bare numbers, we can’t be sure about motivations, but it does suggest that tax is the driving factor in timing, and that’s not necessarily a good thing." The latest figures also show solvent liquidation activity rising through summer 2026, from 11.5 resolutions per working day in May to a provisional 22.0 in September. With the 28 October Budget approaching, the research reveals how sharply solvent company closures have clustered around previous fiscal deadlines, although it cannot establish whether the pattern will repeat. The full methodology, underlying data tables and calculation audit are available to journalists on request. Notes to editors Clarke Bell analysed 21,839 confirmed MVL resolutions dated 1 January 2024 to 30 September 2026, plus 3,100 resolutions from August–December 2023 for comparison. The analysis uses shareholder resolution dates rather than Gazette publication dates. Researchers removed 178 duplicate notices and manually checked 200 records, finding no discrepancies. MVLs close solvent companies and are not insolvent business failures. Figures count resolutions, not individual companies or owners. The findings establish timing patterns, not causation or taxable distribution dates. The full methodology, data tables, and calculation audit are available on request. Jason Piper's comments represent an independent view. ACCA did not commission or produce the research. About Clarke Bell Clarke Bell is a Manchester-based firm of licensed insolvency practitioners advising directors and accountants across England and Wales. Founded in 1994, it has handled more than 5,500 company liquidations, including MVLs and CVLs. Its insolvency practitioners are regulated by the ICAEW.
  6. FinanceSEND costs overtake staff pay as biggest pressure on school budgetsWednesday 21 October, 2026 Governors and trustees warn that supporting pupils with special educational needs and disabilities (SEND) is now the biggest pressure on school budgets, according to the National Governance Association's (NGA) latest Annual School and Trust Governance Survey. Those who identified SEND and high-needs provision as one of their top three budgetary challenges rose from 47% in 2022 to 68% in 2026, overtaking staff pay for the first time as governors main concern on school budgets. The findings come as schools continue to face difficult financial decisions, despite some signs of improvement. While 57% of boards now report balancing their income and expenditure without drawing on a surplus, up from 54% last year, just 19% believe their school or trust will be financially sustainable over the next three to five years at current funding and income levels. The survey also highlights the growing impact of falling pupil numbers, particularly in primary schools. Almost half (47%) of primary respondents identified projected pupil numbers as a top budgetary challenge, compared with 32% of those governing secondary schools. Primary schools were also more likely to identify SEND costs as a major pressure, at 71% compared with 60% of secondary respondents. NGA calls for the government to urgently assess whether there are enough specialist places for children with the most complex SEND needs and whether those who need the most support can access it. The findings must drive targeted investment in specialist provision and give mainstream schools the funding and resources they need to support more children with SEND. NGA Chief Executive Emma Balchin said: “Unless system capacity and investment catch up with demand, these small improvements in financial pressures will prove short-lived. Falling pupil numbers and increasingly complex needs are squeezing budgets, while high-needs funding struggles to keep pace. Boards are grappling with the fundamental question: How can they hold leaders accountable for inclusion when schools lack the resources to meet pupils’ needs? Governors and trustees have worked hard to keep their schools financially secure, finding efficiencies, reviewing contracts, restructuring and generating income, but good governance alone cannot make an underfunded system deliver the inclusive education every child deserves.” -Ends- Other findings include: Falling pupil numbers are a growing concern: 27% cite this as a major challenge, up from just 10% in 2018.Attendance is rising up the agenda: It has become the top priority for secondary schools, cited by 50% of respondents.Schools are considering staff cuts: 44% are looking at restructuring their workforce to help maintain financial stability long-term.Trusts have an opportunity to strengthen local voices: Only 55% of local governors feel their school is part of ‘one organisation’ with others in the MAT.Confidence in Ofsted inspections remains subdued: 71% say their latest inspection gave a fair and accurate picture of their school, well below the historic 80% level.Recruiting and retaining staff remains difficult: 51% struggle to find suitably qualified candidates, while 61% cite workload and wellbeing as the biggest challenges to keeping staff.Fewer people want to become chairs of governors: Only 25% are considering the role, down from 41% in 2016, with workload, stress and responsibility major barriers.AI is not yet widely used or governed: Six in ten rarely or never use AI in their governance role, while 67% say their school or trust has no AI policy in place.Governors are engaging with SEND reform: 70% say government proposals have prompted board discussions about their school's current SEND provision.Governors and trustees continue to make a positive difference: 84% believe their board has positively influenced their school or trust's direction and outcomes in the past year.Schools are increasingly offering flexible working: 56% now have a flexible working policy, up from 39% in 2019. Contact: Ciarán Scott, Senior Public Relations Officer, on 07554 440580 or [email protected] The NGA Annual Governance Survey is the largest and most comprehensive survey of its kind, providing unparalleled insights into the state of governance in English state-funded schools and trusts. NGA has conducted this annual self-selecting online survey for sixteen consecutive years. This year, the survey was open from 2 June to 30 June 2026, and over 3,000 people took part. NGA released the full survey and will release it at a launch event in Westminster on 20 October 2026. NGA’s Annual Governance Survey offers an extensive overview of the views, experiences, and challenges facing one of England’s largest and most crucial volunteer forces. About NGA The National Governance Association (NGA) is the membership organisation for governors, trustees and governance professionals of state schools in England. NGA is an independent, not-for-profit charity that aims to improve the educational standards and well-being of young people by increasing the effectiveness of governing boards and promoting high standards. The expert leader in school and trust governance, it provides information, advice and guidance, professional development and e-learning. NGA represents the views of governors, trustees and governance professionals at a national level and works closely with and lobbies the UK government and educational bodies. www.nga.org.uk