Three in 10 business owners do not have a pension independent of their business, according to Rathbones Group, one of the UK’s leading wealth and asset management firms, warning that millions may be taking unnecessary risks with their future finances. Rathbones polled 3,092 UK adults, including almost 10% business owners, and also found that 44% do not even hold an ISA of any kind. The vast majority (95%) have money in savings accounts and/or Premium Bonds, suggesting many are prioritising short term cash over long-term planning. Faye Church, Senior Financial Planning Director at Rathbones, based in Guildford, says: “We often meet owners of successful businesses who see their company as their retirement plan and prioritise reinvesting back into the business over pension saving. That’s often driven by a desire to grow the business, and the belief that a future sale will ultimately take care of retirement. But relying on a business alone to fund later life is a risky strategy." “The future is unpredictable. Small businesses can be hit by economic shocks, supply chain disruption, losing customers or a crisis no one sees coming. That makes it hard to know what your business will be worth when you eventually step back – or even whether you’ll be able to sell it at all." “Without a pension, you could end up with far less to live on than planned, and even a successful sale may still fall short of funding the lifestyle you want in retirement.” Looking specifically at entrepreneurs, almost a quarter (24%) of respondents said they do not have a pension. More than a third (36%) said they do not have an ISA, although 95% do hold savings and/or Premium Bonds. Gordon Lawrie, Senior Investment Director and Head of Edinburgh Office at Rathbones says: “From our dealings with early-stage businesses, there are often many competing financial pressures, from irregular cash flow and reinvesting in the company to paying down borrowing or covering personal expenses,” “But for limited company owners, contributing to a pension can be one of the most tax efficient ways to extract money from the business and invest for the future.” Why pensions are still powerful for business owners Faye Church says: It’s common for business owners to prioritise tax efficient income today, typically taking a small salary within the personal allowance and the rest as dividends. That approach can create the false impression that pensions aren’t worthwhile, particularly if your salary sits below the income tax threshold. In reality, pensions can be one of the most tax efficient ways for business owners to invest for the future. Tax relief on personal pension contributions When you make a personal contribution to a pension, the government automatically adds basic rate tax relief. For every £100 you contribute, HMRC tops it up by £25. Higher and additional rate taxpayers can also claim further tax relief through self-assessment. Employer contributions from your limited company Limited company owners can make employer pension contributions directly from the business rather than paying themselves and contributing personally. These payments are made from pre tax profits and do not attract National Insurance. With employer NI set at 15% from 2026/27, this can represent a significant saving compared with taking the same amount as salary. Reducing your corporation tax bill Employer pension contributions are treated as an allowable business expense and can be offset against a company’s Corporation Tax bill. Depending on the rate paid, this could reduce Corporation Tax by up to 25%, making pensions one of the most tax efficient ways to extract profits from a business. Higher limits and more flexibility Business owners can currently contribute up to £60,000 a year into a pension. The removal of the Lifetime Allowance also means it’s now possible to build a larger pension pot without the risk of additional tax charges. Where a spouse is involved in the business, making pension contributions for them can further improve household tax efficiency. Why professional advice matters Pensions can be highly tax efficient for business owners, but the rules are complex and what works best depends on income, profits and long-term goals. Allowances and tax treatments can change, and mistakes can be costly. Regulated financial advice can help ensure pension contributions are structured efficiently and support wider retirement and income plans.

Opening ceremony in Wolfurt (Austria) with 250 guests from the worlds of business and politics / Investment of about 100 million euros boosts supply chains and the region / Wolfram Senger-Weiss: "With this location, we’re laying the groundwork for a new era of IT and logistics." With a symbolic "buzzer moment," Gebrüder Weiss CEO Wolfram Senger-Weiss, Vorarlberg Governor Markus Wallner and Wolfurt Mayor Angelika Moosbrugger inaugurated the new Logistics and IT Center Vorarlberg on April 24. It is one of the most important construction projects in the company's history. Before the eyes of some 250 guests from the fields of business and politics, specially designed pallets holding gifts were retrieved from the fully automated warehouse – literally at the touch of a button – and presented to the guests on stage. In his opening remarks, Senger-Weiss stressed the significance of the new location, whose strategic purpose is to deliver efficient processes and long-term growth. "The Logistics and IT Center represents a momentous step forward for our organization. We are making this investment in full awareness of the economically challenging environment; we are creating infrastructure that is designed for a period of decades," said the CEO. "The tight meshing of IT with logistics enables us to further advance key processes, making supply chains even more transparent and secure for our customers." "The expansion simultaneously reinforces the Vorarlberg location and its status as a major crossroads for the international flow of goods. At the opening ceremony, Governor Wallner underscored the implications of the project for the region: "This investment is a clear commitment to Vorarlberg as a business location. High-powered logistics are the lifeblood of our export-oriented economy, and they strengthen our industries' competitiveness in the global market." Integrated location with optimized space efficiency The Logistics and IT Center offers a total area of some 31,000 square meters and its design rigorously follows a holistic concept. The logistics, office and technology sections are housed vertically, facilitating the efficient use of the scarce land resources available in Austria’s Rheintal region. In terms of its functionality, it compares to an appreciably larger, conventional logistics area but has a far smaller footprint. In addition to the automated high-bay warehouse with its capacity of 68,000 pallets, the center also includes a manual warehouse and a three-story office building for some 400 employees. This is home to the central Gebrüder Weiss IT unit, along with staff from the logistics and other departments. The complex therefore serves as an integrated campus that forges closer links between its various functions, accelerating process optimization. Automation: the platform for high-performance processes With its 13 bays, the 34-meter-tall warehouse forms the heart of the complex. Its fully integrated intralogistics system independently controls the flow of goods. Up to 160 palettes can be stored and up to 200 palettes retrieved per hour, making the center one of the largest fully-automated facilities in Europe. Autonomous storage and retrieval technology, driverless conveyance vehicles, and digitally-guided materials-handling equipment all feature within this environment. Even before construction commenced, the entire system was simulated and optimized using a digital twin. However, people still play key roles: employees monitor and manage the processes, intervening when necessary. "Automation and data-based systems are crucial components of supply chains, keeping them stable and running efficiently even under fluctuating conditions. They enhance process speed and transparency. But in the end, the human being is still at the helm, verifying the processes and assuming responsibility," comments Senger-Weiss. Strategic choice of location and sustainable construction methods The primary advantage of the site is its close proximity to the Wolfurt cargo terminal, which enables the efficient coupling of road and rail transport ¬– and helps to reduce emissions and traffic congestion. At the same time, Gebrüder Weiss customers profit from the location which – being close to the borders of Austria, Switzerland, Liechtenstein and Germany – is a crossroads and interface for mainstream European merchandise flows. Sustainability also factored into both the construction and operation of the campus. For instance, reduced-CO₂ concrete was used; producing it releases about 35% less carbon dioxide than with traditional materials. The energy concept is supplemented by a photovoltaic system that generates some 1.5 Megawatts peak of power, rooftop plantings and initial charging infrastructure for electric-powered vehicles. Milestone in corporate history A total investment volume of approximately 100 million euros makes the Logistics and IT Center an integral component in the long-term site and growth strategy at Gebrüder Weiss. "But this construction project marks more than a new stage in the evolution of our organization," Senger-Weiss says. "Here we are consolidating the merchandise flows of the region's entire export industry and providing a launchpad for its worldwide distribution. By meshing logistics capacity with state-of-the-art automation technology, it will deliver greater efficiency and transparency for our customers, thereby also multiplying the location's competitiveness." The logistical and technical standards applied in this project will provide the blueprint for further site expansions. An additional automated logistics terminal is currently being planned at the Swiss location in Pratteln, near Basel, and it will be based on this template. Fact Box: Logistics and IT Center Vorarlberg Location: Hohe Brücke Industrial Zone, Wolfurt, Vorarlberg, Austria Investment: Approximately 100 million euros Construction period: April 2024 – February 2026 Space & capacity: Total area: 30,800 m² Logistics area: 24,000 m² Jobs: ca. 400 Integrates logistics, IT and central corporate divisions at one location for the first time Technology & automation: High-bay warehouse: 34 meters tall, 68,000 pallet capacity Automated intralogistics systems in operation: 13 automatic storage and retrieval systems, 33 driverless conveyance vehicles 8 order-picking stations with elevating and lowering tables and other lifting equipment Location & transport links: In immediate vicinity of the Wolfurt cargo terminal, combined road-rail connection Located near the juncture of four European countries, close to major central European transport routes Sustainability: Low-carbon concrete (-35% emissions) 1.5 MWp photovoltaic system covers a major part of the company's own electricity needs Rooftop plantings and biodiversity projects (e.g. beekeeping) Charging infrastructure for electric vehicles The sprinkler tank doubles as a heat reservoir Subsidies for public transportation, no expansive parking lots

North-West based motor group Swansway has reported a profit before tax of £10.1 million in its annual financial results for 2025. This is a 30% increase in profits made in 2024. One division that performed exceptionally well was Land Rover, where Swansway Motor Group’s Stafford dealership is located. The Swansway Motor Group Directors are delighted with the results which saw turnover increase by 2.5%, from £986 million in 2024 to £1.01 billion in 2025. A strengthening of their balance sheet with shareholders’ funds increasing to £69.4 million (from £69 million in 2024) and the EBITDA (earnings before interest tax and depreciation) rising from £19 million to £21.3 million. Peter Smyth, Director at Swansway Motor Group said: “2025 was another good year for our dealerships and a real reflection of the hard work and commitment from our teams across the business. We’ve continued to invest in our people, our locations and our customer experience, and it’s fantastic to see that effort translate into such strong results." "Despite challenges across the automotive sector, we’ve stayed focused on what we do best, offering great value, trusted service and a personal approach that sets us apart as a family business. Our Motor Match division has been a particularly pleasing performer, continuing to grow and connect with customers looking for quality used vehicles." "We’re pleased to see profits increase to £10.1 million, up from £7.7 million in 2024, alongside turnover growth from £986 million to £1,011 million. It puts us in a strong position as we move into 2026, and we’re excited to keep building on this momentum.” Photo: (Left-Right: John Smyth, Peter Smyth, David Smyth - Directors at Swansway Motor Group)

Sybron, a leading supplier of cleaning, hygiene and catering products to some of the largest names in UK hospitality, has announced its relocation into a new Head Office and distribution centre at ICON Harlow. Scheduled for August, this move represents a major step for Sybron, supporting the company’s strategy for growth, improving day to day operations and giving a modern, future-proof space that reflects what Sybron is as a business today. The facility at Third Avenue is over 70,000 sq ft, including a two-storey, Grade A specification office building. There will be six dock-level loading doors, two level access doors, a 50m-deep secure yard, designed for efficient HGV movement, 12.5m height for improved storage capacity and parking for over 40 cars. The HQ and distribution centre has been built in line with the company’s commitment to sustainability, with LED lighting throughout, air-source heat pumps, EV charging and PV solar panel capability. Sybron operations director, Bradley Henwood said: “We’re delighted to share this very exciting news. This is a huge moment for Sybron, reflecting the hard work, commitment and growth achieved by the whole team. We’re genuinely excited about what this next chapter will bring.” This major development follows Sybron’s management buyout 12 months ago and the opening of a second distribution centre in Stafford in November. The Stafford distribution centre has strengthened service levels by increasing delivery frequencies to Sybron’s growing number of national customers and offering more efficient support to key areas such as Birmingham, Manchester, Liverpool, Nottingham, Sheffield, Derby and Leeds. Sybron’s sales & marketing director, George Mason, said: “Our strategy of controlled growth remains on target. The new facility gives Sybron the space to grow, provides flexibility and allows us to take the business where we want to go in the next 10 to 15 years." "From a customer perspective, the new HQ allows increased bulk ordering and the opportunity to explore expanding our products and services. It also signals a great move for staff too, offering scope to develop new skills and for more individual progression.” Family run Sybron – poised for a new era of growth after a recent MBO – has its current Harlow headquarters in Crammond Park in Lovet Road. For more information about Sybron visit here.

Global Brands, the drinks producer behind the likes of Hooch, VK and Franklin & Sons has announced the acquisition of the low-calorie, gluten-free beer and cider brand, Skinny Brands. The acquisition sees Skinny Lager, Skinny IPA and Skinny Fruit Cider brought into the Global Brands portfolio with immediate effect. Skinny Brands was originally founded in 2015 by entrepreneurs Tom Bell and Gary Conway, designed to offer "better-for-you" alcoholic alternatives without compromise, and a decade later the drinks are listed in major retailers including Tesco, Morrisons and B&M Bargains. The success of Skinny Brands aligns with evolving consumer attitudes towards healthier drinking habits. In United Kingdom approximately 41% of adults consider calorie content, with 26% actively seeking lower-calorie options. As a result of this changing consumer behaviour, sales of lower-calorie beers surged by more than 17% in 2024[1]. The acquisition of Skinny Brands follows Global Brands’ acquisition of Hooch, Hooper’s and Reef in 2023, and reflects the company’s continued focus on investing in brands that strengthen and diversify its portfolio, in line with consumer demand. Speaking on the acquisition, Steve Perez, founder and CEO of Global Brands explained: “I have long admired Skinny Brands – the shift towards low calorie, gluten-free options is something we have been actively monitoring for some time at Global Brands, and the team has done an impressive job at building a brand in what is a highly competitive and fast-evolving category." “We are always evaluating how we can strengthen our brand portfolio for our customers, and this acquisition marks another important milestone in that journey. Skinny Brands has built a strong position within the "better for you" drinks space, and we believe these drinks offer a great, natural fit for our business and for the customers we work alongside." “With Global Brands’ international reach, this acquisition means we are able to put the full strength of our business behind Skinny Brands – from distribution and logistics to our established customer network – accelerating its growth by introducing it to new markets, while also giving our customers access to a broader, more relevant portfolio within a high-growth category." “Ultimately our ambition is to take Skinny Brands from a strong challenger brand to a truly mainstream player, both in the UK and internationally.” To find out more about Global Brands, visit here.

One of Staffordshire’s oldest family pottery firms has wished JCB and Lord Bamford a happy 80th birthday – with the creation of a unique handmade vase. Stoke on Trent based Moorcroft, founded by William Moorcroft in 1913, is renowned worldwide for its rich colours and distinctive tube lining technique, in which raised outlines are applied by hand before painting and glazing. The company’s skilled team has now produced a four sided vase designed by Emma Bossons, one of Moorcroft’s most celebrated designers, who this year marks 30 years’ service with the pottery firm. She was also the youngest ever female member of the Royal Society of Arts, Emma’s design captures key moments in JCB’s history – from the Uttoxeter garage where the business began and the first tipping trailer built by Mr JCB, through to the hydrogen powered backhoe loader conceived by Lord Bamford. Moorcroft Director Will Moorcroft, grandson of the founder, said: “We wanted to honour JCB and Lord Bamford and say happy 80th birthday from one Staffordshire family company to another, with a vase created using the brilliant creative skills of our team.” Lord Bamford said: “The vase is absolutely beautiful. It captures wonderfully all the major moments in the history of our company. I’m overwhelmed by it.”

Two family-owned hotels on Queens Promenade in Blackpool have unveiled their new look following more than £1m in refurbishment projects. Brother and sister Nigel Seddon and Liz Brown have completed the work at North Shore’s Elgin and Sheraton Hotels, as part of their pledge to reinvest into the businesses for their guests following a successful period of trading. The Elgin has undergone a complete transformation of its bar, sun lounge and TV room areas while five bedrooms at The Sheraton have been given makeovers. A key focus of the Elgin vision was to reposition the stage to the centre of the room, addressing customer feedback of a poor view from certain seats. While, in the sun lounge areas, revised use of the space has cleverly increased the amount of seating available without resulting in overcrowding. Liz Brown said: “It’s important to us that guests feel right at home when they stay with us – so it’s imperative that they remain at the heart of every decision that’s made." “All of the bespoke furniture is chosen with comfort and quality as primary concerns - we’re simply not willing to compromise here. All in all, the refurbishments have been a huge success and I’m delighted to see how everything has come together.” Nigel said: “The transformation here at the Elgin has been nothing short of spectacular. We take great pride in reinvesting in the hotel each year and particularly enjoy the projects that result in a fantastic before and after for our guests, who really love to see the developments from one stay to the next!" “I have to say a huge thank you to my sister, Liz, who brought her signature flair and eye for detail to our new bar, reception and lounge areas. Together with Sacha Dunnett, our interior designer, they have worked incredibly hard to redesign these spaces to exude luxury – whilst maintaining comfort and functionality for our guests." “The positive feedback from staff and guests alike really does speak for itself – and it certainly makes these large-scale, time-sensitive, stress-inducing projects all worth it in the end! " “As ever, we will do all that we can to keep raising standards in Blackpool and exceeding guests’ expectations by continuing to enhance our offering. We’re already excited to see what next year will bring!” Meanwhile, the Sheraton bedrooms adopt three different designs, some of which are the work of Liz herself, inspired by her own artworks which also adorn the walls. She said: “We stripped the bedrooms right back to their brickwork and changed absolutely every item within it, from the wiring and plumbing to the final decorative cushions and artefacts. What we result in is a lovely combination of bedrooms that feel like home, with extravagant decor, comfortable gel-topped beds and bespoke upholstered chairs and beautifully lit marble-look bathrooms.” The investment marks the latest chapter in the family’s long history as hoteliers, which began nearly 60 years ago when the siblings’ parents Irene and John Seddon took over The Elgin, with the help of John’s mother, Dodo. In 2015, the Hotel Sheraton was purchased; a milestone moment marking Liz’s long-anticipated official entry into the family business. Liz and her team are now also celebrating recently winning their latest accolade - second place in The Lancashire Tourism Awards Best Large Hotel category. Visit the hotels here. ElginHotel and HotelSheraton.

Fifth-generation British bedmaker, Harrison Spinks, is fundraising for Leeds-based charity, Zarach, transforming every mile of the London Marathon into a mattress for children living without a proper bed. David Labuschagne, Head of Marketing at Harrison Spinks, will run the London Marathon on Sunday 26th April, with each mile completed matched by the donation of a bespoke mattress, helping to give children experiencing bed poverty a safe and comfortable place to sleep. The company’s fundraising initiative builds on a longstanding partnership with the charity, through which more than 820 bespoke mattresses have already been donated to children experiencing bed poverty. As part of its London Marathon fundraising, the company will donate a further 26 mattresses, in addition to its ongoing commitment to provide 30 mattresses each month - each one supporting a child to enjoy a safe and comfortable night’s sleep. The local charity is on a mission to end child bed poverty, ensuring every child has a safe, comfortable place to sleep and the chance to thrive at school. Partnering with schools to identify children experiencing bed poverty, Zarach connects families with community support services, delivering bed bundles to children across West Yorkshire, the Tees Valley, Liverpool, and Stockport – making an immediate and lasting difference to their lives. Each bespoke mattress donated by Harrison Spinks is carefully handcrafted with natural fillings, where every bed carries a bespoke label stitched into the fabric carrying the heartwarming message: ‘Made with love in Leeds’. David Labuschagne, Head of Marketing at Harrison Spinks, said: “Running the London Marathon is a huge personal challenge, but it’s nothing compared to the challenges many children face every night without a safe place to sleep. Knowing the long-lasting difference a safe, comfortable bed can make to a child’s life, makes every mile worth it, and I am so proud to support the vital work Zarach is doing." “We’ve been proud to support Zarach for several years now, and having recently increased our monthly mattress donations by 50%, we’re delighted to continue this longstanding partnership. The marathon is no exception, and I’ll be motivated by knowing that every mile directly helps children experiencing bed poverty get the safe, comfortable sleep they need to thrive.” Amy Green, Head of Communications at Zarach, said: “We’re so incredibly grateful to Harrison Spinks and their partnership. We’re delighted that David has chosen to take on such a huge challenge to raise awareness and funds for Zarach; children’s lives will be changed because of his efforts.” Supporters can contribute to David’s London Marathon efforts, making a donation at: https://donorbox.org/harrison-spinks-london-marathon-2026 For more information on Harrison Spinks please visit here. For more information on Zarach, please visit here.

Permasteelisa Group, the leading international façade specialist, has launched a new Slimline Closed Cavity Façade (CCF) technology that is set to transform projects by freeing up net internal area (NIA), reducing embodied carbon and improving shading. The new Slimline CCF retains all the benefits of traditional CCF glazed units in terms of reducing heat gain and providing high transparency. However, at almost half the depth – similar to a single-skin wall – it offers an exciting new option for architects, developers and contractors keen to maximise the NIA of a building. Key innovations include a coating on the outer pane, which reduces heat gain and significantly limits the amount of time blinds need to be closed during office hours. A new slimline Venetian blind system with integrated motor – just 25mm deep, compared to the current 60 or 80mm – is available in a variety of colours. The use of low-carbon glass and aluminium, combined with reduced material requirements, creates a similar embodied carbon baseline to a single-skin façade. Jalal Fitoury, CEO for Europe, says: “We are delighted to unveil our Slimline CCF technology. This is an exciting addition to the bespoke façades we offer clients and an evolution of the original CCF technology." “Balancing floor-to-ceiling transparency with strict embodied carbon and energy performance targets, particularly when developing high-end commercial buildings, is a growing challenge." “Our Slimline CCF provides a high-performance, dynamic façade solution that addresses these issues while also allowing developers to maximise their net internal area." “We are already introducing architects and developers to this exciting new technology, which is proving to be very interesting to them when considering projects in the pipeline.” Permasteelisa Group is the leading international façade specialist. The company employs 2,000 people across four regions – Europe, North America, Asia Pacific and the Middle East. It has shaped the skylines of cities across the world, completing over 3,000 projects.

Family businesses are renowned for their long-term perspective, values-driven culture, and commitment to legacy. Yet one of the most common challenges for these enterprises is governance, specifically, creating a board that balances family influence with professional oversight. The ideal board is not simply a gathering of senior family members; it is a strategic, dynamic forum that can safeguard the business, guide growth, and ensure continuity across generations. In many family firms, boards are still heavily family-dominated. While this ensures the business reflects family values, it can also limit critical scrutiny, reduce diversity of thought, and slow strategic decision-making. On the other hand, boards that are entirely professionalised risk eroding family identity and alienating key stakeholders. Achieving balance, between family involvement and external expertise, tradition and innovation, and strategic oversight and operational insight, is the key to long-term success. The Case for Balance A well-structured family business board does more than approve budgets or sign off on strategic initiatives. It serves as a forum for robust debate, risk management, and forward planning. Balanced boards combine several elements: family representation that preserves values and legacy, independent directors who bring objectivity and specialised skills, and executive management that ensures operational expertise informs strategic deliberations. Evidence suggests that boards with this balance outperform those that are either overly family-centric or purely professional. They are better able to navigate succession transitions, manage risk, capitalise on growth opportunities, and maintain stakeholder trust. Importantly, balanced boards can mediate tensions between generations, ensuring that family dynamics do not cloud commercial judgement. Key Principles in Creating a Balanced Board 1. Defining Roles Clearly The first step is clarity. Who represents the family, who represents management, and who sits as an independent voice? Family members should understand their remit, particularly the distinction between ownership and governance. Similarly, professional or independent directors must know their boundaries, particularly around operational management versus strategic oversight. 2. Establishing Appropriate Family Representation Family representation should reflect ownership, generational diversity, and succession planning. Boards that include both senior and next-generation family members can help bridge perspectives, nurture emerging leaders, and ensure continuity of values. However, family presence should not dominate to the point that independent perspectives are marginalised. 3. Recruiting Independent Expertise Independent directors bring a critical outsider perspective. They provide experience in areas such as finance, digital strategy, regulation, or international markets—skills that may be underrepresented within the family. These directors also act as impartial arbiters, challenging assumptions and mitigating potential conflicts of interest. 4. Balancing Skills, Experience, and Diversity A balanced board requires a mix of complementary skills. Financial acumen, strategic planning, human resources, and market insight should be represented. Diversity in age, gender, and professional background strengthens debate, encourages creativity, and reduces the risk of groupthink. Boards should consider not just professional diversity, but generational diversity as well. 5. Implementing Governance Structures Formalised governance structures, such as board charters, clear agendas, sub-committees, and performance evaluation processes, ensure accountability and transparency. These structures prevent meetings from being dominated by personalities or family dynamics and ensure that strategic issues receive sufficient attention. 6. Managing Succession and Next-Generation Engagement Boards must also serve as a training ground for future family leaders. Creating a pathway for next-generation participation, through observer roles, committee membership, or mentoring, ensures continuity and prepares the business for leadership transitions. 7. Encouraging Open Dialogue Perhaps most importantly, a balanced board must foster an environment of trust and candid debate. Independent directors should feel comfortable challenging the family, and family members should be able to voice values-driven perspectives without fear of marginalisation. Mechanisms such as structured agendas, pre-read materials, and independent chairmanship can support constructive dialogue. Measuring Board Effectiveness Even a well-balanced board is only effective if it functions as intended. Family businesses should periodically evaluate board performance, including clarity of roles, quality of debate, decision-making effectiveness, and alignment with strategic objectives. Feedback from both family and independent directors, combined with external benchmarking, can highlight gaps and opportunities for improvement. Boards should also assess whether they are achieving long-term outcomes: nurturing the next generation, safeguarding the family’s legacy, mitigating risk, and supporting sustainable growth. Where weaknesses are identified, be it in skill coverage, independence, or engagement, they should be addressed proactively rather than reactively. The Business Case A balanced board is not a bureaucratic exercise, it is a strategic differentiator. Boards that successfully combine family influence with professional insight enable the business to adapt to market changes, manage generational transitions, and maintain competitive advantage. They also signal credibility to external stakeholders, including investors, partners, employees, and regulators, reinforcing confidence in the business’s governance. For family businesses seeking longevity, creating a balanced board is not optional, it is central to sustaining performance, preserving legacy, and steering confidently into the future.

St Austell Brewery - owner of the Great Western in Newquay - has unveiled the first phase of its ambitious three-part refurbishment, revitalising one of Cornwall’s most iconic seaside landmarks just in time for summer. Perched above Great Western Beach, the clifftop pub - with hotel-style accommodation - has been part of the town’s story for almost 150 years. Now, following the completion of phase one of the refurbishment, 26 bedrooms in the Trenarren Wing have been fully overhauled, marking a significant milestone in the building’s transformation. Spanning three floors, the newly refurbished rooms have evolved from a neutral, pared-back style to interiors that truly reflect their coastal surroundings. Guests can expect ocean blues and sandy yellows, paired with natural materials such as cork headboards, creating a relaxed but characterful feel. Design details include wooden surfboard-shaped mirrors, walk-in waterfall showers and playful seaside-inspired striped furnishings. Thoughtful touches nod to the building’s heritage, with artwork featuring historic images of Newquay, alongside original Great Western Railway coat hangers on the back of bedroom doors. Of the 26 refurbished rooms, 16 offer sea views, including a family room and seven dog-friendly bedrooms. The Great Western was originally purpose-built as a hotel, designed by renowned Cornish architect Silvanus Trevail and opened in 1879. Built to capitalise on the arrival of the railway to Newquay, it was strategically positioned near the station to welcome visitors arriving by train. Today, it remains a key historic landmark within the town. Further phases of refurbishment are planned, continuing the building’s sensitive restoration. Future works will focus on upgrading additional bedrooms, as well as enhancing the bar and communal spaces, ensuring the Great Western continues to serve both guests and the local community. The latest investment reflects St Austell Brewery’s continued commitment to its 45 managed pubs and is the fifth major refurbishment carried out over the past two years. Andrew Turner, Chief Operating Officer at St Austell Brewery, said: “Completing the first phase of refurbishment at the Great Western is an important step in ensuring this iconic building continues to thrive for generations to come." “Our focus has been on creating welcoming bedrooms that reflect the Great Western’s unique coastal setting, whilst honouring the pub’s incredible history. With further phases planned, we’re excited to continue enhancing the guest experience at this site – for locals and those visiting from further afar.” Today, the Great Western offers 66 bedrooms, a sun terrace and restaurant overlooking the beach, making it a favourite for surfers, walkers, families and business travellers alike. Double rooms including breakfast start from £114. Book now.

Marks & Spencer (M&S) has announced a new partnership with Monaghan-based Connolly’s Eggs, a leading Free-Range producer, strengthening their commitment to supporting Irish producers and the local economy. Building on its local sourcing success, M&S has officially launched Connolly’s Free Range Large Eggs across all 16 M&S stores in Ireland. This transition introduces premium Irish produce to customers nationwide, backed by the highest industry standards including Bord Bia, DAFM, Organic Trust, alongside a AA+ rating for Brand Reputation through Compliance Global Standards (BRCGS) accreditation. The story of Connolly’s Eggs is a true testament to Irish family grit. Founded in the early 1990s by married couple John-Joe and Veronica Connolly with a modest flock of just 300 hens, the business remains a hands-on family affair. Decades later, John-Joe and Veronica are still heavily involved, working alongside their sons Kevin and Brian to maintain the high standards that have made them industry leaders. Based in the heart of Monaghan, the Connollys manage every stage of the process, rearing chickens from day-old chicks to end-of-lay. Their site features four purpose-built, state-of-the-art facilities designed specifically around the welfare of the hens, ensuring they have ample floor space and unrestricted access to the lush local pasture. The Connolly family are no strangers to pioneering standards; in 2000, they became the first flock in Ireland to be commercially certified by the Organic Trust. Today, their operation is a masterclass in quality control, boasting BRCGS approval and full Department of Agriculture inspection. Despite their growth, the "small business" feel remains, with brothers, sisters, and uncles still walking the factory floor every day to ensure every egg meets the family’s high quality standards. The partnership was sparked by a meeting at the Balmoral Show in Northern Ireland, following years of the family hoping to supply the trusted retailer. For Kevin Connolly, seeing his family’s name on M&S shelves is the culmination of a lifelong ambition. Kevin Connolly of Connolly’s Eggs said: “We are ecstatically proud to have secured the M&S market and to see our new packaging in-store. For a family business that started over 30 years ago with just 300 hens, supplying to Marks & Spencer is a bit of a dream come true." "Irish people are rightfully proud of where their food comes from, and there is a huge appetite for local produce. We’ve always believed we have a first-class product, and it’s a fantastic feeling to know that M&S customers across Ireland will be bringing Connolly’s eggs home.” Laura Harper, Trading Director Ireland and Northern Ireland at Marks & Spencer, added: “At M&S, we are committed to supporting Irish farmers and sourcing locally whenever possible. Connolly’s Eggs stood out to us not only for their incredible family heritage and passion but for their uncompromising standards in animal welfare and quality. We know our customers look for the Bord Bia accreditation when they shop with us, and we are delighted to welcome Kevin, Brian, and the whole Connolly family into the M&S supply chain.” The new range of Connolly’s Free Range Large Eggs is available now in M&S stores across Ireland.