Family Business United (FBU) is delighted to announce that entries are now open for the National Family Business of the Year Awards 2026, the premier event celebrating the achievements, innovation and impact of family-owned businesses across the UK. Founded by Family Business United in 2012, these prestigious awards recognise the vital contribution that family firms make to the UK economy and society. The awards honour businesses of all sizes and sectors, celebrating their resilience, values and long-term commitment to communities and generations. Entries are now open and nominations will close on 30 November 2025. The awards will culminate in a glittering gala evening in London in June 2026, bringing together leading family businesses from every corner of the country to celebrate their shared achievements. Awards will be presented by region and by sector, alongside national honours for excellence in categories such as Sustainability, Innovation, and Positive Societal Impact. National titles will also be awarded for the Small Family Business of the Year, and the most coveted accolade of all — Supreme Champion Family Business of the Year — a title currently held by The Pantry UK. Paul Andrews, Founder and CEO of Family Business United, said: “Family firms are the backbone of the UK economy — they create jobs, foster innovation, and play an integral role in their local communities. Since launching the awards in 2012, we have been privileged to showcase so many inspiring businesses that embody the very best of British enterprise." "We are excited to open entries for 2026 and look forward to celebrating the passion, purpose and perseverance that define the UK’s family business community.” For more information on how to enter, visit the awards page on the FBU website here .

Poole MP Neil Duncan-Jordan visited Hamworthy business Store & Secure – a huge yellow-coloured facility in Hamworthy – and praised the service they offer. Run by ‘storage sisters’ Lucy and Sophie Maidman and father Brian, the business provides all types of self-storage as well as serviced offices. Lucy said: “It was kind of our local MP to take the time to visit us and listen to what we had to say. We discussed the economy and the challenges we face as a business and Neil listened to what we had to say." “The storage sector is an important indicator of the state of the housing market. We are currently seeing fewer people moving house, but more people making improvements and having extensions built." “And many people are still using our facility to store stock for their online businesses; we take in deliveries and enable traders to work a full time job while running their e-commerce enterprises in the evenings and at weekends.” Neil said: “It was a pleasure to meet Brian and the team at Store and Secure last week. They’re offering a great service to local residents. I also know how difficult the financial picture looks at the moment – and we want to do what we can to support rather than stifle these family businesses.” Photo: (l-r) Kavan Wood, Lucy Maidman, Brain Maidman, Neil Duncan-Jordan MP

Hendy Group, which operates multiple showrooms across Surrey and is the UK’s largest family-run car dealer business, has been named the UK’s top ‘New Car Retailer’ at this year’s prestigious Autotrader Retailer Awards. Now in their 18th year, the awards put a spotlight on those dealers that put customers first and are fit to be viewed as ‘the very best in automotive retailing’. Announced at a ceremony held at London’s iconic Leadenhall Building (aka The Cheesegrater) last week, the annual Autotrader awards programme is widely regarded as one of the most respected independent assessments of excellence in motor retail. Hendy Group’s achievement is underscored by the fact that less than 1% of Autotrader’s circa 14,000 retailer partners across the UK become winners or finalists. Hendy came out top in the highly competitive ‘New Car Retailer’ category based on results from a comprehensive mystery shopping programme – one of the largest of its kind in automotive retail – plus a rigorous judging process conducted by an independent panel. Commenting on the awards and the elite group of winners, Nathan Coe, Chief Executive Officer at Autotrader, commented: “It’s a unique and privileged opportunity for us to recognise and to celebrate the very best in automotive retailing. Winning a Retailer Award is tough. Our judging process is completely independent, it’s unbiased, and it’s data- and fact-based. So, to be a finalist, let alone one of just a small handful of winners, is a huge achievement, and thoroughly well-deserved by all of this year’s exceptional retailers.” Duncan McPhee, Chief Operating Officer at Hendy Group, added: “We are thrilled to be named Autotrader’s New Car Retailer of the Year 2025. This award is a testament to the dedication, innovation, and customer-first mindset of every colleague across Hendy Group. It reflects our commitment to delivering an exceptional car buying experience, and we’re incredibly proud to be recognised by such a respected name in the industry.” Hendy Group has 68 sites along the south coast of England, offering new and used car and van sales as well as servicing, MOT testing, parts, fleet management and much more. The Group has been providing a premium experience to customers for over 165 years, and now represents 25 different vehicle brands.

Family firms sit uneasily between two magnets of modern capitalism. One pulls them towards profit, public markets and professional management; the other tugs them back to lineage, legacy and “the business as family estate”. That tension is where custodianship and stewardship live — the informal and formal practices by which families preserve the firm for future generations while trying to keep it commercially fit. The question for owners, advisers and markets is not whether families should behave like stewards — most do, in some form — but how culture, law and history shape what stewardship looks like in Buenos Aires, Mumbai, Riyadh or Helsinki. What We Mean By ‘Custodianship’ And ‘Stewardship’ At its simplest, custodianship is the mindset — and the set of routines — by which owners treat the firm as a thing to be kept, looked after and passed on rather than simply liquidated or cashed out. Stewardship describes a set of behaviours (long-term orientation, reluctance to extract short-term gains, emphasis on reputation and family mission) that tend to flow from that mindset. Both concepts are normative: they describe how a family thinks the firm ought to be treated, and they often underpin governance choices such as family councils, shareholder agreements, and formal boards. Research shows these attitudes can produce distinct advantages — resilience, a multi-generational horizon and loyalty — but also risks: entrenchment, nepotism and resistance to necessary change. The Broad Patterns Across regions a few patterns repeat themselves. First, many family firms combine informal, emotion-based governance with formal mechanisms — wills, shareholder pacts, family constitutions — to translate values into rules. Second, the stronger the family’s sense of socio-emotional wealth (the non-financial value attached to family control), the more likely it is that custodianship will dominate commercial logic. Third, professionalisation — hiring non-family executives, strengthening the board — is the most common remedy families use when custodianship risks suffocating growth. Fourth, the prevalence and form of those remedies vary with legal institutions, tax regimes and cultural norms. Fifth, multinationalisation and diaspora families complicate — and often accelerate the formalisation of — stewardship arrangements. These general claims are supported by cross-sectional surveys and the family-business literature. Asia: Collectivism, Clans And The Weight Of Continuity In many Asian contexts — particularly East and South Asia — stewardship often flows naturally from collectivist family norms and Confucian-influenced ideas about filial piety and duty. Scholars and practitioners note that trust, dense family networks and interlinked business holdings make informal stewardship effective: family members expect to subordinate personal ambition to the long-term survival of the family enterprise. That social capital lowers transaction costs and can support cross-generational continuity, but it can also entrench patriarchal succession patterns and resist meritocratic appointment. India and China provide contrasting emphases. In India, the archetypal family conglomerate historically combined strong founder authority with a preference for keeping control inside an extended kinship circle; more recently, public listing and regulatory pressures have nudged many groups towards clearer governance and external managers. In China, state relations, political connections and intra-family trust are powerful organising forces; the family often occupies a hybrid role between private owner and political actor, which colours how custodianship is practised. Both markets display a rising interest in formal family charters and succession planning as firms scale. The Gulf & Middle East: Patrimonial Control And Succession By Lineage In the Gulf and parts of the wider Middle East, large family groups often embody patrimonial ownership with a conspicuous emphasis on lineage and dynastic continuity. Control is concentrated and succession practices commonly favour male descendants, though those patterns are evolving under the influence of modern governance expectations and the need to attract foreign capital. Where stewardship is framed in dynastic terms, instruments such as family foundations, holding companies and trusts are widely used to preserve control while insulating businesses from personal liability and political risk. These structures can strengthen continuity but may also create opacity that worries minority investors. Europe: Institutionalisation, Shareholder Protections And The Professional Middle Way Europe presents a mixed picture. In parts of Northern Europe and the UK, longstanding traditions of family shareholding are balanced by well-developed corporate governance norms: independent boards, disclosure requirements and pressure from capital markets encourage families to professionalise while retaining strategic control. Southern and continental Europe, where family firms remain numerous, often show more complex ownership webs (holding structures, interlocking shareholdings) which both preserve control and create governance frictions. Across the continent, many families adopt formal constitutions, family councils and staged ownership rules to reconcile familial stewardship with institutional investor expectations. North America: Founder Stewardship And Market Discipline In the US, the archetype tends to be the founder or founder family that balances hands-on control with a willingness to use market mechanisms — public listings, outside directors, compensation tied to performance — to discipline management. Stewardship here often emphasises entrepreneurial legacy and brand stewardship rather than lineage per se. The market-oriented environment, strong investor protections and deep capital markets produce incentives for families to show professional governance if they want growth capital or wider legitimacy. Latin America & Africa: Patrimonial Legacies And The Push To Formalise In Latin America and many parts of Africa, family firms frequently arise from patrimonial and entrepreneurial roots, with a strong founder influence and family ties to regional economic and political elites. Governance practices can be informal and personalised; where institutions are weaker, owners rely on family networks and reputation for conflict resolution. Internationalisation and access to external capital are drivers for change — prompting investment in boards, transparency and succession rules — but the pace of transition varies widely by country and by firm. Culture Matters Culture shapes the lenses through which families view stewardship, but it does not determine outcomes alone. Legal frameworks (taxation, inheritance law), market depth (availability of external capital), the size and sector of the business, and family composition (number of heirs, diaspora links) are equally powerful. For example, two family firms in the same city may adopt radically different governance if one pursues rapid, capital-intensive growth and the other prioritises lifestyle and local control. Scholarship emphasises this heterogeneity and warns against easy regional stereotypes: family firms are not a single species but a genus with many subspecies. Practical Mechanisms Families Use Across regions, families deploy a familiar toolkit to translate custodianship into practice: family constitutions that set entry/exit rules; shareholder agreements that lock governance choices; family councils that separate emotional family matters from business decisions; professional boards that bring external oversight; staged ownership or buy-out mechanisms to manage dilution; and philanthropic vehicles to express the family mission without exposing the firm to reputational risk. These instruments are being updated to address modern pressures — digital transformation, ESG expectations and cross-border family dispersal. The Governance Balancing Act Stewardship is not invariably benign. The same features that preserve firms — long horizons, concentrated control and a reluctance to sell — can calcify poor strategy, protect underperforming relatives and deter external talent. Families face a classic governance trade-off: preserve control to protect the family legacy, or cede some control to attract the skills and capital that will secure the legacy. Recent practitioner literature stresses clearer succession planning, independent boards and pre-agreed exit rules as ways to avoid the “interpersonal chaos” that can undo multigenerational enterprises. Emerging Pressures Reshaping Custodianship A few modern developments are reconfiguring how stewardship is practised globally. First, the diaspora effect: when younger family members are educated and live across multiple jurisdictions they often demand clearer rules and professional management. Second, ESG and stakeholder pressures: external stakeholders now expect family firms to show transparent governance and social responsibility if they wish to access premium markets. Third, technology and generational attitudes: younger heirs often combine respect for legacy with a readiness to disrupt incumbent business lines. Advisory firms and family educators report increased demand for programmes that teach “stewardship behaviour” rather than mere wealth preservation. Custodianship and stewardship remain core to how family firms see themselves. The expression of those ideals differs around the world because of culture, law and market structure, but the fundamental problem is universal: how to honour a past without being trapped by it. Families that combine reverence for legacy with mechanisms that invite accountability — a family constitution that coexists with an independent board, succession rules that reward competence as well as blood — are best placed to transform custodianship from a sentimental posture into a source of competitive advantage.

Further tax rises for the warehousing sector would have damaging consequences, the UK Warehousing Association (UKWA) has warned the Chancellor in its submission to the Autumn Budget. After increases to the minimum wage and employers’ national insurance, alongside expected hikes in property taxes and energy bills, companies that provide the essential storage and distribution services which keep the economy ticking are under ‘unsustainable pressure’, the UKWA said. The trade body, which represents over 1,000 companies, ranging from multinational logistics groups to family firms, said that its members were being squeezed from all directions. In part, this was due to government attempts to protect other sectors, such as business rate cuts for high street shops and pubs, or energy bill subsidies for heavy industry. Warehousing has to occupy large premises to operate efficiently, the UKWA said, and is a major employment sector, totalling around 650,000 people. This means it has borne the brunt of tax rises in the Government’s first year. In its recommendations to the Chancellor for the November Budget, the trade body urged her to introduce a generous package of transitional relief for the coming business rate rises. The UKWA also called for a tax break to reduce the cost of installing rooftop solar panels, which could help warehouses reduce their energy bills and become more sustainable. Clare Bottle, CEO of the UKWA, said: “We recognise the Chancellor faces tough choices on the public finances, but our members are more than pulling their weight. Steep increases in employment costs and business rates mean that the warehousing sector is all taxed-out.” “Whether it’s taxes or energy costs, everything is going up. Meanwhile, the message I get from small and medium-sized companies in particular is that the market is difficult out there. Customers are nervous and sitting on their hands. Overall, our members are under unsustainable pressure." “The UK’s logistics system – of which warehouses are an essential part – is critical to the Government achieving its goals. Increasing housebuilding, boosting renewable energy and strengthening our national defence all rely heavily on the supply of physical goods." "Ministers have made welcome statements about the importance of logistics in the last year, the Budget is the moment to back them up with action.”

Stepping into a family business should feel like an exciting evolution — the next chapter of a proud legacy. Yet for many next-generation leaders, inheriting that legacy comes with an undercurrent of self-doubt. Beneath the surface confidence of a new managing director or executive heir often sits a nagging thought: Do I really deserve to be here? Imposter syndrome has become an increasingly common theme among successors taking up senior roles in family enterprises. It’s that quiet conviction that one’s success is undeserved, that any minute now someone will “find out” you’re not as capable as people think. And in the context of a business built on generations of family effort, that feeling can be particularly acute. The causes are rarely simple. Legacy itself is both a privilege and a pressure. Successors grow up hearing stories of entrepreneurial grit — grandparents who started with nothing, parents who scaled the business through recessions or reinvention. When the bar has been set by legends, it’s hardly surprising that those following them sometimes feel like imposters rather than heirs. For some, the doubts are stoked by questions of merit. Even if they’ve worked hard and built solid experience, the perception that their surname opened doors can chip away at confidence. Others inherit a leadership role without the luxury of gradual preparation — thrust into decision-making before they’ve had time to find their feet. Add to that the expectations of family, employees, and the wider industry, and imposter feelings can easily take root. The effects can be quietly corrosive. Leaders gripped by self-doubt often overcompensate — working longer hours, avoiding delegation, or chasing impossible standards to “prove” their worth. Others retreat into indecision, paralysed by the fear of making the wrong move. The business can suffer, too: innovation stalls, communication frays, and relationships — both familial and professional — come under strain. But imposter syndrome, while uncomfortable, isn’t insurmountable. The key is to address it openly rather than pretending it doesn’t exist. The healthiest family firms are those that recognise leadership transition as an emotional process as much as a strategic one. Conversations about legacy, identity, and readiness need to happen alongside discussions of finances and governance. When younger leaders are given permission to admit uncertainty, they’re far more likely to grow into confident, authentic decision-makers. Mentorship plays a huge role here — not just from within the family, but from trusted advisers who can offer perspective without the baggage of history. Structured support helps successors see that capability is built through experience, not inheritance. And equally important is allowing them to lead in their own way. The next generation doesn’t need to replicate the leadership style of their predecessors to honour the family name; they need the space to redefine it for a new era. A shift in culture helps too. Family businesses that value transparency over hierarchy tend to breed more resilient leaders. Setting clear roles and expectations removes the ambiguity that feeds imposter feelings. Encouraging time outside the family enterprise — whether through education, external work experience, or board exposure — also builds both confidence and credibility. When successors return with achievements of their own, they carry the weight of legacy more lightly. Ultimately, imposter syndrome thrives in silence. By normalising conversations about doubt, family businesses not only support the next generation’s mental resilience but safeguard their own future. Because the true strength of a legacy business isn’t found in the myth of effortless continuity — it’s in each generation’s ability to evolve, adapt and lead authentically. In the end, the most successful successors aren’t those who silence their doubts completely, but those who learn to see them for what they are: proof that they care deeply about the responsibility they’ve inherited. Legacy, after all, isn’t something to live up to — it’s something to live forward.

LEST WE FORGET: a team of JCB employees has unveiled a poignant Remembrance Day memorial which they hope will help raise funds for two charities. The team of seven engineers and manufacturing specialists at JCB Earthmovers in Cheadle have designed and made the 5ft tall steel silhouette of a soldier standing before the grave of a fallen colleague, all mounted on a plinth bearing a poppy and the words ‘lest we forget’. Now, they plan to make limited edition miniature versions of the memorial to sell to JCB colleagues – with funds raised being split between the Royal British Legion and the NSPCC. Driving force behind the project, Manufacturing Engineer, Henry Poole, 23, said: “My girlfriend’s brother is a serving soldier and her dad was in the Armed Forces so after talking to them I thought it would be great to do something at work that really shows our appreciation in the run up to Remembrance Day - especially as it’s 80 years since the end of World War II.” Henry, of Cheadle, who joined JCB as an apprentice straight from school, said: “I knew we had the people and tools to make something special so I talked to my manager Craig Caddy and he was keen to support it." “It’s been a big team effort: I designed the silhouette, Craig organised the making and the painting, Fabrication Planners Richard Curran and Edward Capewell managed the laser cutting, Christopher Frost and Steven Forster did the welding and assembly and Kieran Edgerton painted it. I’m grateful to JCB for supporting the idea and I feel really proud to see our work standing in reception. It also feels great to be able to raise funds for two deserving charities as well.” The memorial will be displayed in JCB Earthmovers’ Cheadle reception area until Remembrance weekend, when it is hoped to move it to the town’s cenotaph as part of the Royal British Legion Remembrance Day service. Photo: Henry Poole, Edward Capewell, Craig Caddy, Richard Curran and Emily Thompson are pictured from left to right with the silhouette.

As companies invest heavily in generative AI, managers still continue to hold back valuable insights which slows innovation and undermines collaboration, new research from ESSEC Business School reveals. Anil Kshatriya, assistant professor of management at ESSEC, draws on recent enterprise studies and behavioural research, highlighting that the biggest barrier to knowledge-sharing isn’t technology – but rather psychology. Middle and senior managers often hoard knowledge out of fear of losing status and control, a phenomenon known as psychological ownership as psychological ownership. “When individuals feel a strong sense of personal attachment to the knowledge they’ve developed, they may view it as a source of identity, influence or job security. This emotional stake can create resistance to sharing, regardless of how seamless or intelligent the technology,” says Professor Kshatriya. According to the research, even the most advanced AI falls short when employees hesitate to share information. And, as a result organisations risk building “smarter silos” instead of smarter companies. Professor Kshatriya urges firms to rethink how they measure and reward knowledge-sharing behaviours. Instead of valuing only the “idea owners,” he suggests also spotlighting those who seek, reuse and build on personal insights. When curiosity and collaboration are recognised, knowledge is allowed to flow more freely - and AI can deliver far greater value. The researcher offers some suggestions to break the cycle: reward curiosity, prompt reflections that capture tacit insights, apply social metadata to show impact, and use AI to surface isolated teams or “silent nodes” that are being left out of knowledge exchange. “AI alone cannot resolve the deeper behavioural dynamics that inhibit sharing.” Kshatriya adds that “It is up to leaders to embed systems of recognition, safety and reciprocity that make contribution feel worthwhile and seeking feel smart." "The organizations that succeed won’t be those with the most powerful tools but rather will be those that align the tools with norms that reward openness, humility and interdependence.”

Leaders with strong family networks are less likely to let feelings of loneliness at work spill over into their home lives, finds new research from Durham University Business School. Having close family connections gives leaders a sense of belonging and emotional support. The researchers say these ties act like a safety net, helping them deal with stressful work situations can help avoid the issues associated with loneliness at work. The research, conducted by Durham University Professors Karolina Nieberle, Janey Zheng, Olga Epitropaki, and Keming Yang, alongside Professor Michelle Hammond from Oakland University, comprised two separate studies. They first surveyed over 170 UK managers at multiple times per day, resulting in data from more than 1,000 workdays, with a total of over 4,000 data points. The second study interviewed 185 UK managers about their past experiences of loneliness at work, and how they responded to it. These investigations revealed that on days when leaders felt lonelier than usual, they were more likely to withdraw from tasks and reduce engagement with their employees. Even short-term periods of loneliness – such as feeling a little lonesome on the morning of a workday - reduced leadership engagement, including both task and relationship withdrawal from employees. Outside of work, this led leaders to distance themselves from family, creating a self-reinforcing cycle of loneliness, with potential of further damaging relationships at home and in the office. However, leaders with strong family ties were found to be less likely to let work-related loneliness spill over into home life, demonstrating the protective effect of family identity on mitigating the impact of loneliness. The study, says Dr.Nieberle, offers important insights into the wider consequences of short-term loneliness for leadership development. “These findings highlight a hidden barrier to effective leadership,” says Dr.Nieberle and Dr. Zheng “Loneliness is often overlooked, but it can quietly undermine both work and home life. Leaders who cultivate strong family connections are better able to stay engaged and resilient on those days when they feel a lonesome.” The research also provides a number of practical steps leaders and organisations can take to prevent and tackle loneliness at work. “Leaders should actively nurture relationships outside work to create a buffer against workplace stress, while organisations can support this through introducing or retaining family-friendly policies, flexible working arrangements, and investing in peer-support networks that allow leaders to share their experiences and coping strategies” says professor Epitropaki. By recognising and addressing loneliness in leadership roles organisations can not only act to protect the personal wellbeing of their staff, but also enhance team performance, engagement, and retention as a result, the researchers state. With loneliness among senior leaders prevalent — studies suggest one in three UK leaders report feeling lonely often or always — this study underscores the importance of family identity as a protective factor and offers actionable insights for sustaining effective leadership in high-pressure environments. The research was published in Journal of Occupational Health Psychology.

Britain’s manufacturers are urging to Government to use the forthcoming Budget to focus solely on measures to boost growth, warning that any further increases in business taxes, as well as a continued failure to reduce industrial energy costs, risks setting the UK on a path to significant deindustrialisation. The call comes on the back of data published by Make UK showing that manufacturers’ business costs have already risen significantly this year in response to the increase in National Insurance Contributions (NICs), while companies fear further cumulative burdens and costs from the changes to Inheritance Tax and the looming implementation of the Employment Rights Bill. Furthermore, according to Make UK, there remains an urgent need to reduce the UK’s industrial electricity prices which it described as an ‘existential threat’ to the short-term survival of many companies. Make UK expressed dismay at the lack of progress on bringing forward the consultation on the British Industrial Competitiveness Scheme (BICS) given four months has elapsed since the proposal was announced. In response, Make UK is calling for six key measures to be announced in the Budget: An expansion of the BICS to all manufacturers which must be backdated to June 2025 A ringfencing of the £1.1 billion raised from the Growth & Skills Levy for investment in the skills system A targeted exemption from business rates for investments in green technologies A commitment to no further increases in NICs A targeted electrification discount for companies switching from natural gas or oil to electricity Expansion of Full Expensing to include leasing Stephen Phipson, CEO of Make UK, said: “Business is facing a potent combination of weak demand at home and abroad, as well as escalating costs across the board." "If we are to get growth off the floor then it is going to be business that provides it and this budget simply has to have growth as the number one focus." “In particular, energy costs are now an existential threat to deindustrialising the UK and we need to get them down as a matter of urgency. Government needs to stop sitting on its hands on the energy support scheme and continually kicking the can down the road hoping the problem will resolve itself. The scheme needs to be brought forward and backdated to when it was first announced.” According to new data released by Make UK, almost three quarters (70%) of companies are bracing themselves for tax increases, while more than two thirds (68%) said their costs have already risen more than expected in the last six months forcing more than half (58%) to raise their prices. Almost a similar number (53%) intend to raise their prices in the next six months. Furthermore, more than nine in ten companies say the increase in NICs has impacted their business in the form of reductions in pay increases (54%) and pay freezes (29%). Half of companies (51%) have frozen recruitment. Looking forward, 95% of companies are concerned about the Employment Rights Bill while over two thirds of companies (67%) say it will negatively impact their business. Furthermore, Make UK warned that little progress has yet been made in reversing the 41% decline in engineering and manufacturing apprenticeship starts since 2017. While there are welcome steps towards a more flexible Growth and Skills Levy, the removal of levy funding from most level 7 apprenticeships risks valuable apprenticeship training becoming unavailable to companies. Data from various Make UK surveys between July and September.

Global Brands, the Chesterfield-based drinks producer behind the likes of Hooch, VK, and Franklin & Sons, has announced it is supporting Derbyshire Police and Crime Commissioner on her “Don’t Risk The Drive” campaign – aiming to combat drink driving over the festive period. The campaign, which is set to launch on 3rd November, is designed to encourage locals to plan ahead of any festivities this Christmas – such as exploring public transport routes, having a designated driver for the night, booking taxis or enjoying 0% alternatives – to combat levels of drink driving in the region. Global Brands LTD, whose drinks are stocked in over 200 venues across Derbyshire and which also operates the Casa Hotel and Peak Edge Hotel in Chesterfield, has pledged its support to the campaign, in a move which will see it introduce bespoke no & low menus for designated drivers and non-drinkers in its local venues, as well as for its customers nationwide that serve its soft drink and mixer brand, Franklin & Sons. The drinks producer is also offering 100 free cases of Franklin & Sons Pressed Raspberry Lemonade to its existing customers nationally, as well as supporting promotional artwork for these venues, to drive awareness of the campaign. Zehra Gezer, Head of Corporate Marketing at Global Brands, said: “We know that, as a large drinks producer, we have a duty of care to our communities on both a national and regional scale, and this is a responsibility that we hold seriously." “We are grateful to have the opportunity to work collaboratively with Derbyshire Constabulary to combat this important topic and make a meaningful impact for our local area. We hope other local businesses will follow suit and get behind this important campaign.” Steve Perez, CEO and founder of Global Brands, Casa Hotel and Peak Edge Hotel, added: “The advancement in no and low drinks over recent years has been remarkable and there are now plenty of brilliant alcohol alternatives available both at our Casa Hotel and Peak Edge Hotel, as well venues across the country." “We’re proud to support the Police and Crime Commissioner on this important campaign. There’s no reason anyone should risk getting behind the wheel after a drink, and I’d urge everyone to think ahead this Christmas – plan your journey, enjoy the celebrations, and make sure everyone gets home safely.” Derbyshire Police and Crime Commissioner Nicolle Ndiweni-Roberts said: “We are all proud to work with Global Brands to highlight the importance of planning ahead and taking care when going out in our city, towns, villages, and rural communities." “I want residents and visitors to enjoy everything Derbyshire has to offer – to connect, celebrate, and catch up with family and friends. But during this busy season, I hope everyone remembers that just one lapse in judgment can have devastating, lifelong consequences." “No matter the temptation, it is never worth it. Please, don’t risk the drive. I’m urging the public and businesses to join us in making sure everyone gets home safely. This campaign is about planning ahead, knowing your options, and removing the opportunity for recklessness – avoiding harm to yourself and others." “I’m proud to see Global Brands leading the way. With the company’s significant local and national presence, I really value the support given - promoting this campaign and the practical steps it is taking to increase low and zero-alcohol options across their venues." "This leadership sets a powerful example for the rest of the industry across Derbyshire and beyond. As a partnership it demonstrates what can be achieved when both public and private sector partners work together to raise awareness, change behaviours, and ultimately save lives on our roads.” Photo: L-R, Nicolle Ndiweni-Roberts, Derbyshire Police and Crime Commissioner and Steve Perez, CEO and founder of Global Brands, Casa Hotel and Peak Edge Hotel

Pessimism over the upcoming Budget is already influencing SME decision-making, with many businesses taking pre-emptive action according to Rathbones, one of the UK’s leading wealth and asset management groups. In a poll of over 1,000 founders, owners, and senior executives of small and medium sized businesses, Rathbones found that 40% have made or are considering strategic changes in anticipation of the Budget. Among those who have already acted, almost a third (32%) have cut costs or restructured, while 31% have delayed hiring. Key Findings: 40% of small and medium sized businesses (SMEs) across the UK have made or are considering strategic changes ahead of the Budget A third have cut costs or restructured, while nearly as many have paused hiring Nearly half (46%) believe this year’s Budget will be bad for business 70% fear tax rises, and 62% say the government doesn’t understand SME needs Not all changes have been defensive - around 30% have expanded into new markets or regions, and 29% have launched new products or services to strengthen their position ahead of potential policy shifts. The underlying cause of this strategic shift is widespread concern about tax increases. 70% of respondents identified rising business taxes as their biggest worry, with one in eight (12%) fearing increased regulation and one in seven (14%) reduced support from the government. The survey found nearly half (46%) believe this year’s Budget will be bad for business, with only one in five (22%) saying they expect a positive Budget for businesses. More than a third (35%) believe income tax is one of the two areas most likely to be targeted for increases, with 24% pointing to capital gains tax or VAT. The research also reveals a growing disconnect between SMEs and the government. 62% of respondents feel the government does not understand the needs of entrepreneurs and SMEs. Among founders and entrepreneurs, that figure rises to 82%. Ade Babatunde, Senior Financial Planning Director at Rathbones, says: “These numbers reinforce what we hear from business owners and senior executives, who are clearly very concerned about the Budget and its implications for their businesses." “Many are worried about a repeat of last year’s Budget, which saw increases to Employers’ National Insurance, and preparing for the worst." "The government has spoken at length about the importance of getting Britain growing, but as yet has offered very little to help those starting and seeking to build businesses, such as tax relief, targeted support, or policies that reflect the realities of running a small business today.” When asked what they most want from the Budget, 44% of SME leaders called for no new taxes, 43% hoped for cuts to business taxes, and 37% wanted a reduction in business rates.