Denholm Good Logistics, an award-winning logistics provider, is pleased to be appointed by DP World as the UK liner agent, for their new Atlas service linking Morocco to the UK and North Europe. Denholm Good Logistics will be responsible for all UK commercial, operational and port agency activities. The Atlas service will link the ports of Casablanca and Agadir with London Gateway and Antwerp on a weekly fixed-day schedule, offering fast and reliable transit times. For example, the transit time from Agadir to London Gateway is just five days. A mere four port rotation ensures service integrity with guaranteed berthing at London Gateway and Antwerp Gateway. The service will have a strong focus on reefer cargoes including fresh produce such as fruit, vegetables and citrus. This will ensure harvest-to-shelf arrivals aligned to retail peaks whilst offering up to 70% CO2 reductions compared with road, without sacrificing speed of transit. This reduction in CO2 per ton-km and associated reduction in food waste will heavily support retailer ESG targets with auditable reporting. Besides its fleet of 1250 brand-new 40’HC reefer containers, the Atlas service is also able to accommodate a wide variety of other cargoes due to a brand-new fleet of 750 x 20’dc and 1000 x 40’HC dry containers, covering both northbound and southbound requirements, such as electrical goods, automotive, textiles, GDSM, generators and raw materials. Alan Platt, Managing Director of the Denholm Logistics Group, commented: “We are absolutely thrilled to be able to represent the DP World Atlas service in the UK. We have a long history of liner agency representation which continues to play a big part in our business today." "The Atlas service is innovative and new with a dedicated fleet of vessels and containers to ensure a superior customer experience. We can’t wait to get started and play our part in helping to make the service a huge success.” Claus Larner, Vice President DP World Atlas also commented: “We are delighted to be working with Denholm Good Logistics. This customer-driven bespoke solution will allow us to offer end-to-end solutions from Morocco to the UK and North Europe and back through a unique value proposition consisting of the fast transit times, unmatched reliability, unique IT capabilities and a brand-new container fleet." "It combines our marine expertise, our port and terminal capabilities in the UK and Belgium, and our freight forwarding expertise – guaranteeing peak freshness.” About Denholm Good Logistics Limited – Powered by People, Knowledge & Digital Innovation Denholm Good Logistics is a global logistics company that provides a comprehensive range of services including, supply chain management, CO₂ tracking, digital solutions, freight forwarding, customs clearance, customs consultancy, projects, port and liner agency, UK Haulage and warehouse and distribution to customers of all sizes across diverse industries. Denholm Good Logistics has earned a reputation as the preferred trusted partner for businesses seeking a supply chain partner, by offering forward-thinking value-added solutions and becoming an integral part of customers' internal logistics teams. The parent company, J. & J. Denholm Limited, is a fifth-generation diversified family company that operates in shipping, logistics, seafoods and industrial services.

Farmlay welcomed North East MSPs and councillors to Cockmuir Farm outside Strichen recently as part of Quality Meat Scotland’s (QMS) ‘Meating Our Potential’ campaign, which encourages Scotland’s beef farmers to add just two more cows to their herd each year to help ensure the supply of beef meets the ongoing buoyant consumer demand. The visit offered the attendees – many of whom were visiting a working farm for the first time – insight into how Scotland’s integrated arable, beef and poultry systems contribute to the nation’s health, economy and environment, while highlighting both the opportunities and challenges facing Scotland’s farming sector. Host Iain Chapman, Managing Director of Farmlay Eggs, opened with an overview of the family’s growing beef operation. “Chapman Farm, our arable and beef enterprise, comprises 3,000 acres – 2,200 of arable land with the remainder being grassland, for our cattle, and woodland for the free-range hens to roam. We recently increased our beef suckler herd by 20 cows, bringing the total to 250. All the progenies are fattened on the farm,” says Iain, who explained the farm’s integrated and circular production system. “Both the cattle and poultry manure goes back on to the land to provide nitrogen for our grass and arable crops and much of our wheat and barley is used as feed for the hens.” Iain went on to describe Farmlay’s egg production, “Seven million eggs are packed on site at Cockmuir each week and we now have 27 contract egg producers stretching from Nairn to Kinross. The business has grown an average of 13% year-on-year to meet demand and continues to supply major retailers, including Aldi and Lidl.” The discussion encompassed wide-ranging topics including workforce challenges, with one MSP raising the challenges Aberdeenshire businesses have with recruitment. Iain explained, “We currently employ 90 staff locally, with strong retention rates and pay above the national minimum wage. We struggled with recruitment until about a year ago, particularly for the livestock roles, which are physically demanding and need cover seven days a week. We've been able to fill these difficult-to-recruit positions by bringing in 20 skilled workers from the Philippines, who have integrated well into our team.” Robert Chapman, father and founder of Farmlay and Chapman Farms added, “The days of a brush and a wheelbarrow are almost gone. This is a high-tech industry now and one full of opportunity - especially within poultry where technology is advancing as rapidly as it is.” Conversations continued into how education and training pathways could be improved, ensuring long-term supply contracts to support and encourage farmer investment, and providing producers with the right support to grow their herds and wider businesses. QMS Chair Kate Rowell highlighted the long-term risk if Scotland doesn’t grow the national herd, “Livestock numbers are falling due to lack of confidence in recent years and fewer people entering the industry – the average age of a Scottish farmer is said to be 60 years old. Red meat demand looks set to remain high, but supply could fall, which is when imports fill the gap." “In the UK, people are eating more meat, not less, and this is largely because the UK population is increasing and protein is in high demand, so it’s really important that we look at how we can help producers to maintain and increase herd numbers.” Also in attendance were Scottish Red Meat Resilience Group Partners - the Scottish Association of Meat Wholesalers and the Institute of Auctioneers and Appraisers in Scotland. Iain and Robert Chapman concluded by detailing the benefits of an integrated farming system and shared their plans for growth in the next 12 months. “As we look ahead, five of our existing contract egg producers are currently expanding – providing an additional 176,000 laying hens and we have plans to introduce a new feed mill which will process up to 800-tonnes per week, giving us more control over diets and the quality of finished feed. “We will continue to invest to ensure we’re as efficient and productive as we can be in the future - playing our part in meeting Scotland's growing demand for quality, locally produced food.” Photo Credit - Jane Craigie Marketing

Family businesses across the UK, and indeed around the world, are approaching a critical juncture. As the first generation of post-war founders reaches retirement age, a vast number of privately held firms are preparing for ownership transitions on a scale not seen before. Succession planning is top of the agenda in this regard. The result is a looming “succession cliff” that is quietly reshaping the landscape of family enterprise. For many firms, succession is no longer a distant strategic consideration but an immediate and complex reality. Next-generation family members are increasingly weighing up whether they want to take on the responsibility of running the business at all, let alone in the same way as their parents or grandparents. Their hesitancy stems from a mix of factors: shifting career ambitions, the lure of entrepreneurship beyond the family firm, or simply a desire for a different work–life balance. At the heart of this challenge lies a need for families to address the succession conversation earlier, more openly and with far greater rigour. Too many firms postpone these discussions until a health scare or unexpected event forces the issue, by which point options are limited and tensions heightened. A well-structured succession plan, covering leadership roles, ownership transfers and governance frameworks, can help families avoid unnecessary conflict and ensure continuity. This planning is becoming all the more important as the UK sees ongoing adjustments to legislation around inheritance, business property relief and tax treatment for intergenerational transfers. Families that fail to keep pace with these changes risk exposing the business to avoidable tax burdens or legal complications at precisely the moment stability is most needed. Meanwhile, families who do wish to keep leadership in the bloodline are grappling with a host of issues: how to formalise governance structures, when to bring in external managers, how to navigate sibling rivalries or cousin dynamics, and how to modernise operations without losing sight of the company’s founding values. These questions have become more pressing as private equity firms, sensing opportunity, circle long-established businesses whose owners may be nearing the point of exit. Yet the implications extend beyond boardrooms and kitchen-table discussions. Family businesses account for a significant proportion of employment and economic activity, particularly in regional communities where they often serve as anchor institutions. A poorly managed succession can threaten not only a firm’s future but also local jobs, supply chains and community stability. At the same time, there are compelling examples of families turning succession into a moment of reinvention. A growing number of daughters are stepping confidently into leadership roles; digital-native successors are driving long-overdue modernisation; and multi-generational governance structures are helping to preserve both harmony and profitability. As the great generational handover accelerates, the question for family businesses is not whether they will confront the succession cliff, but how prepared they will be when they reach its edge.

In the 1930s, Goebbels and Hitler bent the technology available to them for their own purposes. Radio sets were distributed to the public, ensuring German households could tune in to carefully crafted programming. Today, we're not dealing with state-sponsored radio broadcasts; we're contending with algorithms that know our fears, our biases, our weaknesses, and deliver precisely calibrated messages designed to trigger specific emotional responses. And unlike the 1930s, today's information warfare can be waged by anyone with a laptop and a basic understanding of social media dynamics. The Inequality Engine Concerns about technology isn't just about robots taking jobs, although that's part of it. It's about a fundamental breaking of the social contract. Markers that played a huge part in bringing about the Second World War—mass unemployment, wealth concentration, class resentment, young people without prospects—are appearing again. And now we have technology that accelerates wealth accumulation in ways that would have been impossible in the 1930s. Meanwhile, technology is also eliminating the entry-level positions that previous generations relied upon to get a foothold in the economy. The baton of skills development isn't being passed on. When you combine technological unemployment with sophisticated propaganda tools, you get a powder keg. Angry young people without economic prospects, targeted by algorithms designed to amplify their grievances and direct their rage? The Real AI Threat While we worry about ChatGPT becoming sentient, we're potentially overlooking the more immediate threat of a teenager in a garage accidentally (or deliberately) creating the next pandemic. Imagine someone using AI and a home CRISPR DNA editing kit (available online for as little as $59) deliberately engineering a pathogen that combines the contagiousness of COVID with the lethality of Ebola. The technology to do this exists today, and it's becoming cheaper and more accessible every year. The real danger isn't about artificial intelligence taking jobs. Technology has always replaced jobs in the short-term, and we’ve always found new jobs. It always follows a period of adjustment and instability. What we’re facing is what happens when technological progress outpaces our social and institutional capacity to manage it. Reasons for Hope Despite all the hype about automation, there are things robots simply cannot do. Try getting a robot to fold a fitted sheet or arrange flowers in a vase. These tasks require a kind of tactile intelligence and adaptive problem-solving that humans possess in spades, but machines struggle with enormously. The much-predicted robot apocalypse has been just around the corner since the 1960s, yet human workers remain remarkably difficult to replace. Another thing to consider is that AI might actually be put to good use. Climate change, medical research, and infrastructure development are all problems where machine learning could help us make breakthroughs we're currently struggling to achieve. In some parts of the world, new technology might allow developing nations to leapfrog Western development entirely. Why build expensive copper telephone networks when you can go straight to mobile? Why construct coal power plants when solar panels are becoming cheaper every year? Perhaps most importantly, we're still here. Humanity has survived and adapted to every previous technological revolution. The printing press was supposed to destroy social order. The telegraph was going to make the postal service obsolete. Television killed the radio star. Each time, we learned to live with the technology, to adapt our institutions, to create new norms and regulations that mitigated the worst effects whilst preserving the benefits. There's an old economic concept called "the tragedy of the commons" – the idea that when resources are shared, people will selfishly exploit them until they're depleted. But there's also what some call "the comedy of the commons" – the peer-to-peer revolution. This is when people spontaneously organise to create and maintain shared resources. Wikipedia is a classic example. Nobody owned it. Nobody profited from it. Yet millions of people contributed to creating the most comprehensive encyclopaedia in human history, simply because they wanted to share knowledge. The technology that enables exploitation can also enable cooperation. The same social media platforms that spread propaganda can be used to organise protests and social movements. The algorithms that concentrate wealth can be reprogrammed or regulated. We have choices. The future isn't written in code. It's written in policy, in voting booths, in boardrooms, and in the countless small decisions we make about how to use the tools we've been given. T he Users Determine the Future The leitmotif running through the entire history of technology is that tools get used in ways their inventors never imagined. The telephone was supposed to be a business tool; it became a social one. The internet was designed for military communications; it became a global platform for everything from cat videos to scientific collaboration. Twitter was meant to be a status update service; it became a political force that helped topple governments. At Container Solutions, I've spent years watching how people actually use technology in ways that surprise and delight me. Developers take tools designed for one purpose and bend them to entirely different ends. Communities form around shared interests that nobody planned for. The peer-to-peer revolution is already happening – it's just not evenly distributed yet. So, here's my challenge to you: keep using technology in ways they don't intend. Keep connecting with other human beings. Keep organising. Keep pushing back against systems that treat you as data points rather than people. We have the benefit of history. We know that humans adapt, that we create institutions to manage new tools, that we eventually figure out how to preserve the benefits whilst mitigating the harms. It won't be quick, and it won't be easy, but it's possible. Rapid change can be scary. But it can also be full of possibility. Yes, the unintended consequences of technology can be catastrophic, but they can also be miraculous. And which way it goes depends far less on the technology itself than on what we choose to do with it. About the Author - Jamie Dobson is the founder of Container Solutions , and has been helping companies, across industries, move to cloud native ways of working for over ten years. Container Solutions develops a strategy, a clear plan and step by step implementation helping companies achieve a smooth digital transformation. Jamie is also author of ‘The Cloud Native Attitude’ and the recently published ‘Visionaries, Rebels and Machines: The story of humanity’s extraordinary journey from electrification to cloudification’. Both are available from Amazon and good bookstores.

A third-generation New Forest family business that sells Christmas trees is marking its 45th consecutive season by giving away free hot drinks to customers at weekends. Strawberry Fields Christmas Tree Farm in Lymington near Boldre has teamed up with Green Bean Coffee which provides barista coffee and deluxe hot chocolate from its converted horse box. The festive tree business was launched by Albert and Henry Cooper in 1979, with 1980 being its first festive season. It is now run by Albert’s grandsons Billy and Charlie Cooper who have turned the site into a Christmas wonderland. Billy said: “When my grandfather and his brother set up the business they grew their own trees, but soon demand was too much. We are now supplied by two British sustainable farms and this year we have the Nordmann Fir, the Norway Spruce and the Fraser Fir." “The Fraser Fir is quite new to us and has great needle retention, sturdy branches for holding ornaments and a wonderful smell." “This year to mark our 45th Christmas we decided to give hot drinks away at weekends as a thankyou to our customers, many of whose families have been buying from us since we started." “Green Bean Coffee serves from a converted horse box in our marquee and uses Bad Hand Coffee, which is a Bournemouth-based company." “We also offer to cut tree trunks down to size and we can deliver locally. Customers can also buy wreaths, tree stands and stock up on kiln-dried logs and kindling from Lymington Firewood." “It’s our belief that for many families buying a Christmas tree is a tradition - it’s not just a purchase, it’s an experience. And we want to make it the best experience we can." “Our father Michael is still very much involved with the business and we have customers who visit us on the Brockenhurst to Lymington Road just to chat to him.” The Christmas Tree Farm is open from 9am and 5pm seven days a week. Photo:   Charlie Cooper (left) and Billy Cooper (right)

Family businesses have long been celebrated for their resilience, personal touch, and deep-rooted customer relationships. Yet many continue to negate to maximise two critical disciplines, sales and marketing, which, if understood and aligned, can unlock extraordinary growth and sustainability. While both are essential to business success, their objectives, time horizons, and methods differ. Appreciating these distinctions, and leveraging the synergy between them, is particularly crucial for family-owned enterprises, where legacy, culture, and long-term stewardship intersect with commercial ambition. Understanding the Distinction: Sales vs Marketing At its core, marketing is about creating awareness, building reputation, and positioning the business in the minds of customers. It is strategic, long-term, and often intangible. In a family business, marketing might focus on telling the story of the brand, highlighting the company’s heritage, demonstrating craftsmanship or quality, and cultivating customer trust. It involves understanding markets, competitors, and customer behaviours, and translating those insights into campaigns, content, digital presence, and product positioning. Sales, by contrast, is tactical, immediate, and measurable. It is the process of converting interest into transactions, negotiating terms, closing deals, and nurturing relationships that generate revenue. In a family business, salespeople are often deeply embedded in communities, leveraging personal relationships, word-of-mouth reputation, and trust built over decades. While marketing sets the stage, sales closes the performance, turning strategy into cash flow. The Risks of Misalignment When sales and marketing operate in silos — a frequent challenge in family firms — several problems can arise. Marketing campaigns may generate leads that the sales team does not pursue effectively, leading to wasted effort and frustration. Conversely, sales teams may rely on instinct and personal networks while ignoring broader marketing strategies, resulting in inconsistent messaging or missed opportunities for market expansion. Misalignment can create internal tension and prevent the business from fully capitalising on its brand strength, ultimately limiting growth and sustainability. The Importance of Integration The key to maximising the potential of both functions lies in integration. In a family business context, this means creating a feedback loop where sales insights inform marketing strategy, and marketing initiatives support sales execution. For example, a sales team interacting daily with customers can provide valuable intelligence about shifting preferences, competitor activity, or potential market gaps. Marketing can then tailor campaigns, digital content, and product messaging to reflect these insights, amplifying the effectiveness of the sales team. Conversely, marketing campaigns generate leads, establish credibility, and nurture potential customers over time, making it easier for sales to convert prospects into loyal clients. When sales and marketing collaborate effectively, each function strengthens the other, creating a virtuous cycle that drives sustainable growth rather than short-term wins. Family Values as a Marketing and Sales Advantage Family businesses have a natural advantage in bridging sales and marketing: their values and legacy. Customers often trust family firms because of their history, authenticity, and personal approach. Marketing can articulate these strengths, while sales can embody them in direct interactions. For instance, storytelling about multi-generational craftsmanship can be amplified through social media and campaigns, while sales teams reinforce it in face-to-face conversations, building credibility and loyalty simultaneously. This alignment also extends internally. When family members involved in management understand both disciplines, they can set realistic goals, allocate resources wisely, and create a culture in which commercial objectives and brand reputation are mutually reinforcing rather than competing priorities. Leveraging Technology for Collaboration Modern technology provides family businesses with tools to synchronise sales and marketing more effectively. Customer relationship management (CRM) systems, marketing automation, analytics platforms, and digital dashboards allow both teams to share data, track performance, and measure ROI. By having a single source of truth, family firms can avoid duplication, optimise resource allocation, and make informed decisions that balance immediate revenue generation with long-term brand building. For example, tracking which marketing campaigns produce leads that convert most effectively can inform future spending decisions. Similarly, insights from sales conversations can guide content creation, social media strategy, and customer engagement initiatives, ensuring that marketing efforts resonate with real-world customer needs. Training and Cross-Functional Exposure Family businesses often rely on multi-generational leadership, with members taking on various operational roles. Creating cross-functional exposure — where marketing professionals shadow sales teams and vice versa — can foster mutual understanding and respect. Sales teams gain an appreciation for the strategic intent behind marketing campaigns, while marketing professionals develop a grounded understanding of customer interactions and challenges. This knowledge exchange also helps future family leaders understand the critical balance between nurturing the brand, preserving the family legacy, and meeting short-term revenue targets. It instils a culture of collaboration that extends beyond sales and marketing to other functions such as product development, customer service, and operations. Building a Sustainable Sales-Marketing Ecosystem Sustainability in a family business is not just about finances; it’s about enduring relevance, reputation, and customer trust. Achieving this requires a deliberate ecosystem where sales and marketing are aligned, data-informed, and values-driven. Clear communication channels, shared metrics of success, and regular strategic reviews can ensure that both teams are moving in the same direction. Leadership must champion this integration. In family businesses, where hierarchical dynamics and emotional ties can complicate decision-making, modelling collaboration, celebrating joint wins, and addressing misalignment early are essential. Over time, a harmonised sales-marketing approach creates resilience, drives predictable growth, and protects the brand for future generations. Harmony as a Competitive Advantage For family businesses, sales and marketing are two sides of the same coin. Marketing sets the stage, communicates the story, and nurtures potential customers, while sales translates engagement into tangible revenue and builds lasting relationships. The companies that succeed in the long term are those that treat these functions as complementary, invest in alignment, and leverage their unique family heritage as a differentiator. By embracing collaboration, harnessing technology, and creating a culture where both perspectives are respected and integrated, family firms can maximise the potential of sales and marketing, not just to drive short-term profit, but to build a sustainable, resilient business that honours the past while preparing for the future.

A local voluntary group that has planted the seeds of success for dozens of Bulwell residents has received a donation from a local packaging firm, which has secured its immediate future. Bulwell Forest Garden is a community garden in the heart of the town, but hit hard times last year when its funding was pulled and many feared that the project would need to close. This week a cash injection by The Wilkins Group has ensured it can continue its valuable work. Run by local volunteers, the Bulwell Forest Garden grows fruit, vegetables and social connections by organising a range of community activities. Now, the team has landed a £1,000 donation from The Wilkins Group, a home-grown packaging firm that works for many of the UK's leading brands and now operates on an international stage. Justin Wilkins, joint managing director at The Wilkins Group, said: “We are so proud to support this project and have been blown away by the great work the community does to promote health, wellbeing and connection." "It is truly inspiring, and we’re genuinely impressed by the passion, dedication and hard work of the entire Bulwell Forest Garden team.” The community garden first opened its gates in 2012 after turning a disused piece of land into what has become an oasis in the centre of Bulwell. The garden provides not only a recreational green space for local communities to grow and cook their produce, it also acts as a social hub which in turn helps tackle a range of issues including those facing loneliness, bullying, mental health issues and SEND needs. Barbara Bates, operational manager and Forest School practitioner, said: “The garden is a beautiful place for all the community to enjoy. We know that in the past Bulwell has been tarnished with a bad reputation. But there are some amazing people here doing great work in the community. I hope that Bulwell Forest Garden and the work that the team do here will help to counteract that narrative.” “This is a fabulous community space that brings nature to the lives of children and adults in our local area. “ As well as growing, sharing and cooking produce from the garden, the team runs various activities including hosting music and nature groups for toddlers, an after-school forest school for ages 6-11, and an eco-group for teens ages 11-16. Barbara said: “The garden offers something for everyone, whatever their age. Providing friendship to volunteers who may not chat to anyone for days at a time, a lunch club, children’s groups... the list goes on. In December, we will be hosting nine local primary schools for a special festive themed event." “We would like to thank the Wilkins Group for their generous donation and for securing the good work of our community garden for another year.” The inspiring work of the team of volunteers is reliant on funding from outside sources. Hit by Nottingham City Council cuts, the project nearly came to an end last year. However, it managed to survive and, thanks to The Wilkins Group's donation, has now secured another year for the project. The donation forms part of The Wilkins Group’s ‘12 Months of Giving’ campaign, which sees the Colwick-headquartered company donate £1,000 each month to a different Nottinghamshire charity or community organisation throughout 2025. Justin Wilkins added: “We chose to support Bulwell Forest Garden because we love that this wonderful community space, right in the heart of our city, has brought the community together through gardening and wildlife conservation. What was a disused corner of Bulwell has been transformed into a thriving area that connects the generations and passes on essential skills. It even has an outdoor classroom where local people can enjoy cookery lessons." “We know times are hard for so many people and organisations across the country at the moment. Our 12 months of giving campaign has shone a light on so many amazing people, projects and the great work they do. It has been a privilege to get a glimpse of this work.” The family-owned firm has already donated thousands of pounds this year to good causes across the city and county, including Green’s Windmill Trust in Sneinton, Papplewick Pumping Station, Hedgepigs in Beeston, Walesby Forest, Nottinghamshire Beekeepers Association, Nottinghamshire Wildlife Trust, Gedling Conservation Trust, Canalside Heritage Centre, Eco Works and Stonebridge City Farm. The Wilkins Group produces food packaging for the likes of Pukka Pies, Pizza Express, Harrods, and Cadbury. It also is credited with producing bespoke and award-winning items such as eco-friendly coat hangers and the iconic M&S light-up glitter gin bottles. The company also won at this year's Business of the Year Awards for the East Midlands. For more information on The Wilkins Group, visit here . Photo: The team at the Wilkins Group handing the cheque to Barbara Bates, operational manager and Forest School practitioner (centre).

The small change to inheritance tax (IHT) for farm businesses is nowhere near enough to protect many family farms and does nothing to remove the cruel impact of the policy on elderly and vulnerable farmers, says the NFU. Since changes to Agricultural Property Relief (APR) and Business Property Relief (BPR) were first announced, there has been mounting opposition to this family farm tax. More than 275,000 members of the public have called on the government to make changes; trade associations representing 160,000 family businesses wrote to the Chancellor calling for reform to the policy; MPs from across the political divide have told the Chancellor about the impact it will have on the rural communities they represent; and independent tax experts have suggested changes to make it more targeted.  The Chancellor announced a small change to the rules which will allow those farmers who are married, or have deceased spouses, to transfer their inheritance tax allowance to one another if one of them dies having not used their allowance.  NFU President Tom Bradshaw said: “It’s good to see the government accepts its original proposals were flawed. But this change goes nowhere near far enough to remove the devastating impact of the policy on farming communities." “It’s only right that agricultural allowances can be transferred between spouses and it’s something we’ve been calling for, but it doesn’t go anywhere near far enough in protecting the working people of the countryside. It does nothing to alleviate the burden it puts on the elderly and vulnerable." “It is also a huge smack in the face to the Labour MPs who have been working so hard to find a way through this for their local farmers. To them, we say thank you." “The Chancellor said she wanted to ‘back working people not make them poorer’ and to ‘increase investment not cut it’. To do that, government must look again at the multiple solutions that have been put forward by industry and tax experts.” The minimal movement on the family farm tax comes alongside a range of other announcements in the Budget that could increase inflationary pressures on our food system.  Mr Bradshaw continued: “Several other announcements in the Budget will hit farming and growing businesses hard. The increase in the National Living Wage, which will have risen 12% in two years, puts further cost pressures on agricultural and horticulture businesses and further inflationary pressures on our food system. At a time when the government has an ambition to get the country eating more fruit and vegetables, it will hit the horticulture sector hardest." “The increase in the autonomous tariff quota (ATQ) for sugar cane undercuts British growers at a time when this government says promoting growth and investment at home is its priority." “However, we believe farming may benefit from the announcements on apprenticeships and it could help bring the next generation into our food and farming sector. " “Public support over the past year has been incredible. We will need this support to continue from all sides to create the change needed to protect those people caught up in this unjust, unfair policy. The fight continues; we cannot give up and we will work with the wider industry, supply chain and MPs on next steps.”

A Derbyshire bakery with over 100 years of family heritage is kicking off a new monthly tradition with the launch of its Maple & Walnut Scone. Stacey’s Bakery, which has shops in Ilkeston, Heanor and Eastwood, has created a sweet, spiced winter treat that has been quietly in the development stages for several months. The bakery team has combined walnuts, sultanas, and warming winter spices, including cinnamon, nutmeg and ginger, before finishing the scone with a glossy maple glaze. Priced at just 85p, the new flavour is the first to be unveiled as part of Stacey’s Bakery’s new ‘Scone of the Month’ initiative. David Stacey, managing director of the family-run bakery, said: “We’ve been working on this recipe for quite a while. Getting the balance right between the spices, the sweetness of the maple and the crunch of the walnuts took time. We wanted it to be perfect before putting it on the shelves." “Over the past couple of weeks, the feedback has been fantastic. It’s also led to some fabulous reaction on social media.” “Winter is when people really want those homely, cosy flavours. This scone tastes just like the season. It’s the kind of treat you want with a hot cuppa after coming in from the cold.” The new range reflects the bakery’s long-standing commitment to taking traditional products and giving them a fresh twist. David continued: “We may be introducing new flavours, but the way we make our scones hasn’t changed for generations. Everything is mixed by hand, baked fresh every day, and made with the same care that has kept customers coming back for decades.” Stacey’s Bakery bakes around 140,000 scones a year with some organisations ordering hundreds each week. Store customers have made the sultana scone the firm’s top selling flavour, closely followed by the cherry scone. The Maple & Walnut Scone is now available across Stacey’s Bakery shops and marks the launch of the ongoing ‘Scone of the Month’ campaign. With December on the horizon, the bakery hints that the next flavour could be even more festive. “All I can say is keep your eyes peeled,” David said with a smile. “Our Christmas scone is something special.” For more information, visit www.staceys-bakery.co.uk

The Royal Institution of Chartered Surveyors (RICS) has released its 2025 Sustainability Report, revealing a slowdown in global demand growth for sustainable buildings and a concerning lack of progress in carbon measurement across construction projects. The report, based on insight from more than 3,500 real estate and construction professionals across 36 countries, warns that momentum behind sustainable development risks stalling without stronger policy intervention and accelerated skills development. Despite continued appetite for green and resilient real estate, demand growth has notably weakened, particularly across the Americas. Europe, the UK, and Asia-Pacific (APAC) have also seen a softening in interest, while regions in the Middle East and Africa (MEA) remain the only markets to show strengthening momentum. The research finds that while investors continue to value green certifications and climate-resilient assets, high initial costs and uncertainty about returns remain the biggest deterrents to investment. A lack of investor awareness, especially across MEA and APAC, also emerged as a significant barrier. 46% of construction professionals report not measuring embodied carbon, a figure that has risen in the past year. This underscores the widening gap between climate commitments and practice. Only 16% say carbon measurement meaningfully informs material choices in project design. RICS warns that without mandatory whole-life carbon assessment and reporting, the sector will not be able to achieve national and global decarbonisation targets. The report highlights the critical need for capacity building, skills development and climate literacy. Whilst over 70% of respondents believe they have some knowledge of sustainable construction, familiarity with circular economy practices and whole-life carbon remains low. To accelerate climate progress, RICS urges policymakers to: Introduce mandatory whole-life carbon reporting for all construction projects Set national emissions limits aligned to net-zero pathways Expand incentives and financing for green retrofits and low-carbon materials Harmonise global standards and definitions for low-carbon and resilient buildings Prioritise investment in sustainability skills and training Strengthen biodiversity legislation and reporting requirements Nicholas Maclean OBE RD FRICS IRRV (Hons), Acting RICS President, said: “Transformation across the built environment is necessary if we are to meet the challenge of climate change. This important RICS research shows progress, but also clear signs of fatigue and uncertainty." “In our 2025 report, the MEA region has emerged as a strong performer, indicating demand growth outpacing all other regions studied." "These developments offer valuable insights for global efforts in sustainability practices and provide an important example for the rest of the world. Governments, industry and professional bodies must work together urgently to unlock investment, strengthen policy and scale up skills to deliver a truly sustainable future.”

As part of a commitment to alleviate food insecurity in its communities, Perdue Farms has provided thousands of its neighbours the access to high-quality protein to help ensure children, seniors and families have nutritious food on the table this Thanksgiving. It’s all part of the company’s Delivering Hope To Our Neighbours® outreach to improve quality of life and build strong communities. Kevin McAdams, CEO of Perdue Farms said: “Providing access to nutritious protein is central to our commitment to combat food insecurity in the communities where our associates live, work and raise their families." "In this season of giving thanks, I’m reminded of the incredible impact we can make when we come together to help our neighbors struggling to put a meal on the table. It reflects are ongoing commitment to deliver hope to our neighbours — one meal, one family at a time.” Leading into the Thanksgiving holiday, teams across the company helped thousands of children, seniors, and families enjoy high-quality protein meals at their holiday tables and strengthen the places Perdue calls home. Here are some examples: 2,000-plus families and individuals benefited from protein donations in partnership with the Gwinnett County Sheriff’s Department’s fifth annual Thanksgiving Giveaway near Atlanta. 1,000 children and families received meals boxes supplemented with Perdue chicken in partnership with the Harry K Foundation and the Food Bank of Delaware’s “Thanksgiving for All” meal distribution through schools and nonprofit partners. Working with two inner-city public schools in Baltimore, 650 families benefited from protein to support the Ed Reed Foundation founded by the former Baltimore Ravens safety. In the company’s hometown of Salisbury, Maryland, associates joined the city’s police department and a host of generous community organizations to deliver meal bags, including chicken, to more than 500 families in need through a distribution event. In Sioux City, Iowa, protein donations and associate volunteers provided more than 7,000 meals through a mobile pantry in partnership with Sunnybrook Hope Center and the Food Bank of Siouxland. In Cambridge, Maryland, Perdue helped serve 350 families struggling with food insecurity in partnership with the Cambridge Police Department and Delmarva Community Services. The Perdue AgriBusiness team in Cofield, North Carolina joined the Food Bank of the Albemarle to deliver meals and protein to more than 260 families during a mobile pantry distribution. In Rincon, Georgia, the company provided protein to support Stronger Together, an initiative from Savannah Feed the Hungry, helping deliver more than 1,000 meals across Chatham County.   Perdue Farms hunger relief programs have provided more than 100 million pounds of protein – the equivalent of more than 85 million meals – to food banks and community outreach programs throughout the company’s footprint and beyond since 2000.

After months of anticipation in Westminster and beyond, the Chancellor has finally lifted the curtain on the government’s latest tax and spending plans in the Autumn Budget. Framing her approach as “fair and necessary choices to deliver on our promise of change,” she set out a package that attempts to strike a delicate balance between driving economic growth and easing the strain on households. From frozen thresholds to new surcharges, here’s a comprehensive look at the major changes affecting individuals and businesses. WHAT IT MEANS FOR INDIVIDUALS Income Tax and National Insurance: Frozen Thresholds and New Rules The Chancellor confirmed that the income tax personal allowance and key thresholds—£12,570 for the personal allowance, £50,270 for the higher-rate limit and £125,140 for the additional-rate band—will remain frozen until April 2031. Equivalent National Insurance (NIC) thresholds follow the same path, with the NICs secondary threshold of £5,000 also locked in until 2031. Scottish taxpayers should note that their own system of bands and rates already differs. From April 2029, salary-sacrificed pension contributions above £2,000 a year will become subject to employer and employee NICs. Meanwhile, tax relief on non-reimbursed homeworking expenses disappears from April 2026. Changes to Investment and Savings Taxation Dividend tax rises are on the horizon: from April 2026, basic-rate taxpayers will pay 10.75% (up from 8.75%) and higher-rate taxpayers will pay 35.75% (up from 33.75%). Savings and property income will also face an increase of two percentage points from April 2027. Other noteworthy shifts include the abolition of voluntary Class 2 NICs for individuals living abroad and the removal of the dividend tax credit for non-UK residents from 2026. Investors in Venture Capital Trusts will see income tax relief reduced to 20% from April 2026, and image rights payments linked to employment will be brought squarely into the scope of income tax and NICs from April 2027. Capital Gains Tax: Reliefs Tightened CGT relief on disposals to employee ownership trusts will drop from 100% to 50% from November 2025. Incorporation relief will no longer apply automatically from April 2026, requiring an active claim. Anti-avoidance rules around share exchanges and reconstructions will also be strengthened. Inheritance Tax: Allowances on Ice The government is freezing the inheritance tax nil-rate band (£325,000), residence nil-rate band (£175,000), and the forthcoming £1 million agricultural and business property relief allowance for an additional year, stretching to April 2031. That combined APR/BPR allowance will be transferable between spouses and civil partners. A £5 million cap will be introduced for relevant property trust charges in historic trusts created by former non-doms. O ther Personal Finance Changes A new High Value Council Tax Surcharge, commonly being referred to as the 'Mansion Tax' will hit owners of English homes worth £2 million or more starting in 2028, costing between £2,500 and £7,500 annually and rising with inflation. Cash ISA holders under 65 face a reduced allowance of £12,000 from 2027, although the overall ISA cap remains £20,000. New London Stock Exchange listings will enjoy a three-year exemption from Stamp Duty Reserve Tax. Additional measures include expanded Air Passenger Duty on private jets, relief for charitable goods donations, and a settlement opportunity for those with outstanding loan charge liabilities. WHAT IT MEANS FOR BUSINESSES Capital Allowances and Investment Incentives Businesses will welcome a new 40% first-year capital allowance from January 2026. However, the main writing down allowance rate falls from 18% to 14% from April 2026. Zero-emission vehicles and electric charge-points retain their 100% first-year allowances until 2027, encouraging continued investment in green technologies. Restrictions on surplus Advance Corporation Tax (ACT) will be scrapped from 2026, freeing companies to make greater use of historic balances. Tightening and Simplifying Corporate Tax Rules Transfer pricing, permanent establishment, and Diverted Profits Tax regimes will be simplified for accounting periods beginning in 2026. Multinationals will also need to file an annual International Controlled Transaction Schedule from 2027, increasing transparency around cross-border transactions. Private hire vehicle services will be removed from the Tour Operators’ Margin Scheme in early 2026, and VAT rules will shift to apply the standard rate to certain disability scheme motor-vehicle lease top-ups from July 2026. A welcome development for charities: from April 2026, business donations of goods to charitable organisations for distribution or service delivery will benefit from new VAT relief. Support for Growing Companies The Enterprise Management Incentive scheme will expand in April 2026, offering more companies the chance to reward employees with tax-advantaged share options. Limits on funds raised through EIS and VCT investments will also rise, reinforcing the government’s push to stimulate innovation and entrepreneurial growth. The Bigger Picture The Chancellor’s statement signals continuity in some areas—particularly through long-term threshold freezes—while introducing a suite of adjustments designed to refine the UK’s tax landscape. Households will feel some measures more sharply than others, especially increased dividend taxes and the erosion of allowances over time. Businesses, meanwhile, are offered both carrots and sticks: investment incentives on one side, compliance tightening on the other. Whether this package truly delivers on the government’s promise of “change” remains to be seen. But for now, the direction of travel is clear—and the detail matters more than ever. We do need to see more long term support for family businesses and their growth agenda to enable them to continue to think beyond the short term and plan to create sustainable family businesses for generations to come.