The Nottingham Concert Band certainly struck a chord with the Wilkins Group after the global packaging giant handed over a £1,000 cheque to fund the purchase of new instruments and music. The West Bridgford based independent community band, under the direction of Music Director and Conductor Robert Parker since 1993, travels around the county delivering a diverse range of musical style to audiences through formal evening concerts, Christmas specials, summer season outdoor engagements, community fundraisers and private functions. The Wilkins Group donation forms part of the company’s year-long commitment to supporting local charities. It has provided a significant boost to the charity’s funds. Rosemary Attard, a trustee for the organisation, said: “We usually have to rely on subs and ticket sales to fund the band. Only occasionally do we get a donation, so we are immensely grateful for the Wilkins Group’s contribution.” Over 70 musicians from across the East Midlands come together to create the distinctive sound of the wind band. A much-loved part of the county’s music scene, the inclusive group ranges in age from 18 to 80-plus. Aron Wilkins, joint managing director of the Wilkins Group, said: "The Nottingham Concert Band is such a worthwhile organisation. We just love how they bring people of all ages together and give them a platform to develop their potential and shine!" “The music charity has been making a real difference in Nottinghamshire, not only by giving local musicians a chance and a place to explore their talents, but also by sharing the enjoyment of live music with the community." “As a local organisation, their passion and dedication in bringing people together through a shared love of music has made them the perfect choice for our charity initiative.” Nottingham Concert Band holds its rehearsals at Rushcliffe Spencer Academy in Boundary Road in West Bridgford each Tuesday evening. It will next perform at Proms in the Park at Bridgford Park in West Bridgford for Armed Forces Day on Saturday, June 27. As a family run firm, The Wilkins Group is dedicated to supporting its local community and adapting its manufacturing practices to reduce and ultimately eradicate single-use plastics within the industry. As well as producing food packaging for the likes of Pukka, Pizza Express, Harrods and Cadbury, the business is leading the way in alternatives such as board trays for food packaging, including the use of compostable materials, and award winning 100 per cent plastic-free hangers. For more information on The Wilkins Group visit here.

HMG Paints, the UK’s leading independent paint manufacturer, is proud to announce its participation in the international ‘Cool Roofs. Smarter Choice.’ campaign. This initiative, launched in collaboration with the Nova Paint Club in Vancouver in May, aims to accelerate the adoption of solar-reflective coatings to combat rising urban temperatures, improve building comfort, and reduce energy consumption across the UK and around the globe. While the campaign marks a new global push, HMG Paints brings a wealth of expertise to the table. The company has a storied history in solar-reflective technology, having supplied its Retroflect coatings since 1974 through its long-standing partnership with W.H. Screetons, which is now a proud part of the HMG Paints Group. A Smart Solution for Modern Challenges Cool roof coatings reflect a high percentage of sunlight and minimise heat absorption. Due to their high reflectance and thermal emissivity, these solutions keep roof surfaces significantly cooler, reducing interior building temperatures and lowering the demand for air conditioning. Dr Aditi Bunker, an epidemiologist at the University of Heidelberg in Germany, who has been doing global studies on cool roofs and health said: “Extreme heat is a significant health risk in our cities. As temperatures continue to rise, adapting to heat is becoming a public health priority. Cool roofs are an example of an evidence-based solution that can reduce indoor heat exposure, thus improving health, wellbeing and comfort of people exposed to extreme heat.” Cool roofs have been shown to lower internal temperatures by 2-5°C, making it more comfortable for students to learn, workers to be more productive, and for people to sleep better at night. They also lessen the thermal stress on roofing materials and improve the efficiency of solar panels. They offer an accessible cooling solution for low-income communities, who are disproportionately exposed to severe overheating and cannot afford air conditioning. HMG is currently working closely with its Nova Paint Club partners to ensure this proven technology is more accessible than ever to the UK market. By sharing knowledge and best practices with independent manufacturers globally, HMG is reinforcing the role of coatings as a vital tool for an eco-efficient future. Jonathan Falder, Sales Director for HMG Paints, said: "At HMG, we believe innovation should have a real-world impact. By supporting this global campaign, we are highlighting ‘cool roofs’ as a simple, low-cost, yet high-impact solution to the climate challenges affecting our cities, towns and villages. Whether it’s a commercial warehouse or a residential rooftop, a simple coat of solar-reflective paint can improve comfort and contribute to a more sustainable environment." Key Benefits of Cool Roof Technology The technology featured in the Retroflect range and supported by the Nova Paint Club offers immediate advantages for building performance and sustainability: Greater Energy Efficiency: Average reduction of 2 to 5°C in indoor temperatures, potentially reducing cooling energy consumption by up to 15%. Asset Longevity: Lower surface temperatures reduce thermal stress on roofing structures, extending their useful life and optimising the performance of solar panels. Professional Value: Architects, engineers, and facilities managers can offer clients a cost-effective solution to improve a building's EPC rating and sustainability profile. Combating Urban Heat: By reducing the "Urban Heat Island" effect, these coatings help lower the average temperature of densely built-up areas. Environmental Protection: Lower energy consumption leads to fewer greenhouse gas emissions, helping to mitigate global warming. “For building professionals, cool roofs are not only climate-smart but business-smart,” says Paolo Giaccone, Secretary General of Nova, whose members are spread out in Europe, Asia and the Americas. “As temperatures get higher, keeping heat out will be fundamental to building design. Cool roofs are a simple way to build in heat resiliency and future proof buildings that will need more cooling without using energy.” “They lower operating costs for clients, extend roof life and can help get ahead of future building regulations to address extreme heat,” he adds. “Whether it’s retrofitting a school or designing a new residential complex, cool roofs deliver immediate and long-term value.” Founded in 1983, the Nova Paint Club is an international alliance of leading independent paint and coatings manufacturers and is spearheading the ‘Cool Roofs. Smarter Choice.’ campaign. The group facilitates the global exchange of technology, research, and sustainability initiatives, allowing members like HMG Paints to remain at the forefront of industry innovation and drive innovations such as Cool Roof technology. For more information on HMG Paints or to discuss your own Cool Roof initiative please visit here.

The government has recently confirmed a number of significant changes to Companies House filing requirements which are expected to take effect from April 2028. These changes are aimed at improving transparency and reducing economic crime and will affect small companies. Profit and loss accounts will need to be filed Currently, many small companies can file accounts at Companies House without submitting a profit and loss account. From April 2028, small and micro companies will be required to file a profit and loss account with Companies House as part of their annual accounts filing. Following consultation with businesses and advisers, the government has confirmed that companies will be able to opt out of having the profit and loss account published on the public register. This means that while the information must be filed with Companies House, it will not be available for public inspection. The information will, however, be available to relevant government authorities where required. Accounts must be filed using approved software Companies House will move to a fully digital filing system. From April 2028, companies will no longer be able to file accounts using Companies House's existing web-based accounts filing service. Instead, accounts must be filed using approved commercial software. Many businesses already use accounting or accounts production software and may see little practical impact. However, directors who currently prepare and file accounts directly through Companies House will need to ensure they have suitable software in place before the changes take effect. Restrictions on changing your accounting year end The government has announced plans to restrict the ability of companies to repeatedly shorten their accounting reference period (year end). Under the current rules, companies can generally shorten their accounting period as often as required. This flexibility has sometimes been used to alter filing dates or reporting periods. The new rules will limit the number of times a company can shorten its accounting reference date. Detailed guidance has not yet been published, so it is not currently known exactly how frequently changes will be permitted or what exceptions may apply. What should company directors do now? There is no immediate action required, as these changes are not expected to take effect until April 2028. However, directors should be aware that: Profit and loss accounts will need to be filed with Companies House. Companies will be able to opt out of public disclosure of those profit and loss accounts. Accounts filing will need to be completed through approved software. Future changes to accounting year ends are likely to be more restricted than under the current rules. We will provide further updates as additional guidance is released by Companies House. If you would like to discuss how we can help your business, please speak to your usual James Cowper Kreston contact, or get in touch with our team here to find out how we can help you maximise your potential.

Cyberattacks are becoming an increasingly significant threat to small and medium enterprises (SMEs), yet insurance adoption remains disproportionately low. Limited awareness of cyber risks, affordability challenges, and evolving threat landscapes continue to leave many SMEs financially exposed. As cyber incidents grow in severity and sophistication, closing the protection gap has become a pressing priority for insurers, says GlobalData, a leading intelligence and productivity platform. According to GlobalData’s 2025 SME Survey, 34.7% of global SMEs had experienced a cyber incident in the past three years. In Europe, German SMEs are the most vulnerable to cyberattacks, with this figure rising to 40.3%. Yet cyber insurance is often viewed as an unnecessary product, with just 16.8% of global SMEs stating they have a standalone policy in place. While some SMEs may be protected against cyber risks as part of another insurance policy, low penetration rates are alarming, signalling that most SMEs could be underinsured. Beatriz Benito, Lead Insurance Analyst, GlobalData, comments: “Low cyber insurance rates among SMEs suggest that many smaller businesses are still overlooking cover—possibly because they do not understand the value of such policies.” Smaller businesses are less likely to have the same level of technical defence as larger enterprises, making them more vulnerable. Benito concludes: “Hackers will naturally view SMEs as easier targets. A sizable cyberattack will have a massive financial impact on a large corporation, but on a smaller, less resilient business, an unexpected cash drain can cause immediate insolvency if they are not protected by an adequate cyber insurance policy." “Cyber insurance is characterized by high premium base lines to ensure profit margins, as providers grapple with ever-evolving risks and limited data. As a result, many smaller businesses have been priced out, unable to afford cyber cover." "To bridge this gap, insurers must make cover accessible for small businesses through continuous risk monitoring and promoting good digital practices.”

In a clear signal that UK manufacturers are losing ground to global competitors, the Food and Drink Federation’s (FDF) latest Trade Snapshot report displays worrying signs of a downturn in the UK’s food and drink exports. In Q1 2026, food and drink exports fell by 4.8%, to £5.7bn. In volume terms, exports saw a 8.9% decline year-on-year, at 2.0bn kg. This is the lowest Q1 export volume seen in the past decade, excluding at the height of the pandemic1, and the third lowest since 2000. Meanwhile, imports of food and drink to the UK gained ground, growing by 2.6% in the beginning of 2026 to £16.3bn, widening the gap between the UK’s food and drink exports and imports. Non-EU Exports Slump, As US Tariffs Bite Export decline was driven primarily by a drop in exports beyond the EU, which fell over a tenth (11.5%) compared to Q1 2025. Notably, UK exports to the US fell by over a quarter (27.9%) in value terms, showing the impact of the additional tariffs imposed by the US in April 2025. At the same time, US food and drink manufacturers are strengthening their position in the UK market, with imports to the UK increasing over a tenth (11.5%) to £419.5m. This means the UK’s food and drink export surplus with the US has fallen 69.3%, from £359m to £110m in Q1 2026 – its lowest level since Brexit. The US are also set to benefit from proposed tariff suspensions announced by the UK government this year, which would make it cheaper for US businesses to export products like chocolate, biscuits, jams and spreads to the UK, while UK manufacturers face higher costs sending products to the US, meaning this trend is likely to persist. Exports were also down to markets where the UK has recently signed trade deals. For example, food and drink exports to Comprehensive and Progressive Trans-Pacific Partnership members (CPTPP) fell 11.3%, while exports to India were also down 16.6% in volume terms, showing the importance of manufacturers being supported to reap the benefits of these deals. The Cost Of Importing Ingredients Rises The FDF Trade Snapshot shows that non-EU imports grew by 4.2% in Q1 2026 in value terms compared to 2025, while EU imports grew 1.9%. The report shows that the cost of importing ingredients and raw materials, like plastic packaging, is nearly two fifths (38.6%) higher than it was in January 2020. Alongside rising energy prices, and an ongoing pipeline of regulatory pressure, this is adding persistent pressure to the cost of producing food in the UK. A Storm Is Brewing With food and drink exports falling, imports rising as global competitors gain ground, and the cost of producing food in the UK high, the data suggests British food and drink manufacturers are struggling to keep pace with global competition at home and abroad. A sector that is being squeezed at home cannot seize opportunities globally. This presents a growing threat to the long-term resilience of the sector. FDF is calling for government to take urgent action to protect the nation’s food security and the status of iconic British brands, by creating the right conditions for UK food and drink businesses to remain competitive. Karen Betts, Chief Executive, The Food and Drink Federation (FDF) adds: “Food and drink businesses are part of the fabric of every community in the UK, and it’s concerning to see them struggling to compete overseas. The UK produces world-class food and drink, drawing on our heritage and our reputation for innovation, but we have to be able to remain competitive overseas against local products. The costs of producing food and drink in the UK are higher than in many competitor economies, from energy to employment, and constantly changing regulation only adds to these." “There is plenty government can do to improve the competitiveness of our food and drink exporters, many of which are SMEs, from helping companies to access the benefits of trade deals to lowering the cost of doing business in the UK." “The government’s current proposals to remove tariffs on imported food risk making a bad situation worse. It is very undermining of UK businesses and of the people they employ, and it undermines the UK’s food security in the longer term. Government should suspend tariffs on ingredients rather than manufactured products, to lower the cost of producing food here in the UK and to help businesses keep prices down for consumers.” EU Exports Continue To Fall EU exports also fell in Q1 2026 (6.9% in volume terms, compared to Q1 2025), continuing the downward trend that has been seen since 2019, reflecting the added cost and complexity of trading with our closest trade partner since Brexit. In particular, exports fell in value terms to the UK’s two largest overall export markets – Ireland (-6.3%) and France (-5.8%), compared to Q1 2025. The Sanitary and Phytosanitary (SPS) agreement is set to remove some of this additional trade friction by removing the need for additional checks and certification when trading with the EU. It’s vital that businesses are given as much clarity as possible, and as soon as possible, so that they can reap the benefits of this agreement in the long-term, and begin to revitalise food exports to the EU.

British engineering giant JCB has successfully completed UK testing of its hydrogen-powered JCB Hydromax car – reaching 208mph and clearing the way for its world land speed record attempt at Bonneville next month. The shakedown runs at RAF Wittering in Cambridgeshire, England saw the 32-foot car driven by Wing Commander Andy Green OBE reach 208mph under its own hydrogen power – up from the 177mph recorded earlier in the programme. The testing finished yesterday. Just as valuable as the speed is what the team has gained: vital data, hard-won engineering insight and the teamwork and communication that can only be built on the track. The crew also refined JCB Hydromax’s hydrogen refuelling process – a key element in ensuring fast, efficient operation on the Bonneville Salt Flats, where turnaround times can decide whether a record run goes ahead. All of it will prove invaluable in Utah in August. JCB Chairman Anthony Bamford said: “The UK testing programme has given us everything we had hoped for and more. We have a car that runs, a crew that knows it inside out and a wealth of real-world data that no amount of theory could ever provide. The team has done a magnificent job and our focus now turns entirely to the Salt Flats and a new world hydrogen land speed record.” JCB Engineering Director Ryan Ballard, who is leading the project, said: “Reaching 208mph is a tremendous result, but the real value of these tests is what we have learned. We now understand how the car behaves under load, we have refined our hydrogen refuelling, and we have built the teamwork and communication that will be decisive at Bonneville. Every refuel, run and tyre change we have rehearsed here is one we won’t be doing for the first time on the salt. We will arrive fully prepared, with a car and a crew that know exactly what they are doing.” Andy Green said: “To run JCB Hydromax up to 208mph here in the UK is hugely encouraging. The car feels strong and the team has gelled brilliantly. Now comes the real challenge – Bonneville, the spiritual home of the World Land Speed Record. I can’t wait to get out on the salt.” Unveiled at JCB’s World HQ in Staffordshire on May 12th, the car is powered by two of JCB’s own production-based hydrogen digger engines producing a combined 1,600 bhp. Just six weeks on, with UK testing complete, it will now be prepared for the journey to the United States. Lord Bamford has spearheaded the company’s £100 million investment in hydrogen-powered internal combustion engines, which now power diggers rolling off production lines. At Bonneville in 2006, Andy Green – the fastest man on earth at 763.035 mph and the only person to break the sound barrier on land – drove the JCB Dieselmax car to its Fédération Internationale de l’Automobile (FIA) diesel world land speed record of 350.092 mph, powered by two JCB engines. That record still stands, and JCB aims to beat it with the lighter, more powerful JCB Hydromax. In Utah, the team will compete at SpeedWeek, run by the Southern California Timing Association (SCTA), before pursuing an officially recognised record under the FIA. The record bid comes ahead of the opening of JCB’s new $500 million factory in San Antonio, Texas. JCB has long pushed the limits of speed: in 2019 the JCB Fastrac became the world’s fastest tractor at 135.191 mph, and in 2014 the JCB GT set the backhoe loader record at 72.58 mph.

More than 900 staff at the UK’s leading organic food retailer have shared a £100,000 bonus - just a few months after it completed the move to an Employee Ownership Trust (EoT). Grape Tree, which is set to open its 200th store in July, has delivered the bonus in recognition of the efforts of team members across England, Wales and Scotland and the important role they have played in the firm achieving a 10% annual rise in sales. Employees who have been with the company for more than three months have benefitted from the decision, a decision made to reinforce the ‘people-centric’ direction the business is travelling in. The move to an EoT was undertaken to provide a clear succession route for the management team and to reward existing staff, as well as supporting talent retention and future recruitment. Nick Shutts, Founder of Grape Tree, commented: “We’ve had a very strong start to life as an Employee Ownership Trust and wanted to give something back to our people, who have really embraced the transition." “It’s a little ‘thank you’ to show them that if the business does well, so do they and we’re hoping that this can become an annual occurrence as we continue to grow and expand to new locations across the UK.” He continued: “Feedback from staff has been great and you can see it translate into efficiency gains secured at our assembly and packaging HQ in Kingswinford and in the way we deal with customers in store." “In turn, it is having a real impact on the bottom line. Our market share in the healthy foods market is growing, sales are increasing across multiple ranges and we’ve got several exciting new store openings set to take place.” Grape Tree has built up a strong following by offering customers value, quality and choice when it comes to health foods and wellbeing products, including its own 100% organic range. Since the EoT, it has opened ten new stores and created over 50 new jobs, taking the total workforce to over 1000. It has also formed a 20-strong employee council from different areas of the business, which will become the main vehicle for generating and implementing new ideas that address challenges and explore new opportunities. Scott Cox, Stock Controller and a member of the Employee Council, said: “It's great to see the company recognising the effort everyone puts in every day. The bonus was very much appreciated and has created a real buzz across the business." “Being employee-owned makes you feel more connected to the company's success, and it's exciting to be part of that journey.” Nick concluded: “It’s really important that we make healthy food and wellness products accessible to everyone and that is what we do every day, across nearly 200 stores." “Being an EoT has given us the platform to bring all of our staff on this exciting journey and secure their buy-in for continuing to deliver our promise of excellent value and the very best customer service.”

Hillhouse Group, one of Scotland's largest independent quarry groups, has announced a significant expansion to its business and footprint with a new asphalt production facility at its Soutra Mains Quarry site in Midlothian. The facility, Edinburgh Asphalt, will bring locally produced, quality-assured asphalt supply to the east of Scotland for the first time under the long-standing Hillhouse name. The plant is currently under construction and due to open in autumn 2026. The new facility is believed to be one of the most significant investments in asphalt production infrastructure in Scotland in recent years, and marks a step forward for the Group as it expands its operational footprint. The Soutra Mains quarry already serves the east of Scotland with aggregates, ready-mix concrete and concrete blocks. Mark Munro, Managing Director, Hillhouse Quarry Group said: "Edinburgh Asphalt represents a significant moment for Hillhouse Group. We have long had the capability, the people and the operational foundation to serve the east of Scotland more fully, and this investment is the natural next step." “For customers across Edinburgh and the surrounding area it means access to locally produced asphalt backed by the quality standards and service commitment that Hillhouse has built its reputation on." The addition of the asphalt offering completes the site as a full-service construction materials operation, capable of meeting the needs of local authorities, infrastructure contractors, surfacing and civil engineering firms, housebuilders and developers across Edinburgh, the Lothians and throughout the rest of Scotland. The announcement builds on a period of significant development for the Group. In January 2026, Hillhouse appointed Alistair Borthwick as Chief Executive Officer, bringing extensive strategic and financial experience from a career in complex, large-scale organisations. Edinburgh Asphalt will be backed by a dedicated operational team with extensive experience in asphalt production, quality assurance and customer service when it launches in autumn 2026. The facility will produce more than 50 asphalt mixes, all manufactured to CPR certification and BS EN 13108 standards, additionally the final products will have the UKCA marking ensuring the product is produced, tested and controlled as set out by industry standard. The plant is designed to serve customers across a broad area of eastern Scotland, with strong access via the A68 corridor supporting efficient collection and delivery logistics. A dedicated fleet will operate from the site from opening. Further information about Edinburgh Asphalt, including the product range, service area and contact details, is available here. About Hillhouse Group With a heritage spanning 120 years, Hillhouse Group is one of Scotland's leading independent quarrying and construction materials businesses. Operating across Scotland, the Group supplies aggregates, asphalt, ready-mix and volumetric concrete, concrete blocks, precast elements and surfacing and civils services through HG Contracts.

Hayman’s has launched a Duty Free exclusive to celebrate Heathrow’s 80th anniversary. Designed for Duty Free customers with gifting in mind, the eye-catching bespoke giftwrap enhances standout on shelf and drives impulse purchase, particularly among international travellers seeking a distinctive London memento. Fraser Brown, Retail Director, Heathrow comments: "We are delighted to partner with London Family Gin Distiller, Hayman’s to develop a special 80th Anniversary Gin to celebrate this occasion. This follows our collaboration with them on our recent Best of British campaign across the airport recognising them as the authentic London gin brand." Hayman’s is the last family of original gin distillers still making gin in London and sold in more than 70 countries around the world. About Hayman’s Made independently since 1863, Hayman’s is the original London gin. More than 160 years later and over 5 generations, Hayman’s has earned a loyal following all over the world. Still family-run and independent, Hayman’s has stayed true to the origins and real character of London gin, made using the same original recipe, over two days, to make every bottle. For Hayman’s, gin is a family tradition. You can taste it in everything they make, from their original recipes for London Dry and Old Tom to newer expressions like Vibrant Citrus and the recently launched Hayman’s London 0%. *Tripadvisor 2025

Hendy Group will be headline sponsor of the Southsea Food Festival next month (Saturday 4 and Sunday 5 July), ensuring the popular event returns even bigger and better to showcase local independent food and drink producers and entertain thousands of visitors. Car and Van dealer, Hendy will display a selection of vehicles from its local showrooms, providing visitors with the opportunity to learn more about the latest models including Renault, Dacia, OMODA & JAECOO, Ford, Alpine, Kia and Chery. Paul Smith, Marketing Director at Hendy Group said: “Southsea Food Festival celebrates the independent businesses and producers that make Portsmouth such a vibrant place. We’re excited to show some of the newest car brands, share the latest models and help local people see the range of affordable car ownership options there are." "We are firmly rooted in the Portsmouth area and we’re looking forward to being part of another fantastic weekend for residents and visitors alike." The 2026 festival will transform Southsea town with 100 stalls featuring some of the best local producers, alongside street food, live music and family entertainment. Visitors can enjoy a wide range of food and drink from Portsmouth’s thriving independent food scene, as well as experience live music, family entertainment and kitchen demonstrations from local chefs. Hendy Group was established in Hampshire in 1859 and the family-run business has built strong customer relationships and a reputation for high-quality service across the South Coast with seven dealerships across the Portsmouth area. To find out more about Hendy Group. About Hendy Group Established in 1859, Hendy Group has been operating across the South Coast for over 165 years. Led by its fifth-generation family member – Paul Hendy, CEO – the business now employs over 1,500 colleagues. The Group is ranked 18th in the AM Top 100, with a 2024 turnover of just over £1bn, and proudly represents 22 automotive brands. It is committed to providing world-class customer service. It is committed to supporting the communities where it operates through Hendy Foundation and has donated nearly £500k to local charities and voluntary groups since it was set up in 2018.

GAP Hire Solutions, the UK’s largest independent hire company, is proud to mark a significant milestone: the tenth consecutive year sponsoring youth sports teams across the UK. Since launching the programme in 2017, we’ve backed thousands of young athletes in everything from football and rugby to cricket, boxing and Irish dancing. Grassroots sport gives young people far more than a place to play. It builds confidence, teaches teamwork and creates a genuine sense of belonging, on and off the pitch. Our sponsorship is designed to remove the barriers that stop young athletes from taking part. From new kits and equipment to tournament entry fees and training facility access, we’re committed to ensuring that no young person misses out simply because of cost. This season, teams representing football, rugby, basketball, diving, curling and disability sport will all benefit from GAP’s support. Meet the Teams Scotland 1. Stewarton Annick Football Club – Aged 11-12 Boys Football 2. West End FC – Aged 15-16 Boys Football 3. Falkirk FC 2010 – U15 Boys Football 4. Team Kay – Curling 5. Troon Thistle YFC 2017s – U9 Boys Football North East 1. Bronte Team – U14 Boys Rugby 2. Derek Dooley FC – Aged 12-16 Disability Football 3. Dearne and District – U10 Girls Football North West 1. Cheetham Juniors – U11 Boys and Girls Football 2. Waterhead Warriors – Aged 13-14 Girls Rugby 3. Runcorn Linnets Roma – Aged 8-10 Boys Football Midlands 1. Haunchwood Hearts – U11 Girls Football 2. Walsall Wizards Basketball Club – Aged 12-14 Basketball 3. Sandwell Diving Club – Aged 11-17 Diving South East 1. Middleton Cheney Football Club – U12 Girls Football 2. Canvey Island Pumas – Aged 10-11 Boys Football 3. South Darenth FC – U9 Boys Football South West 1. Oakdale Mini & Junior Rugby – Aged 6-16 Football 2. FRYS – U15 Girls Football 3. Lytchett Minster Rugby Club – U7 Rugby London 1. Gray Wanderers FC – Aged 7-16 Girls and Boys Football 2. Harefield United Football Club – U14 Football 3. Fullerians Rugby Club – U14 Boys Rugby Douglas Gordon, Group Major Account Director at GAP, said: “Ten years. It still feels like one of the best decisions we’ve ever made. There’s something about grassroots sport that reminds you what community really means, coaches giving up their weekends, families on the sidelines in all weathers, young players who just love the game." "We don’t just put the GAP logo on a kit and step back. We stand behind every one of these teams, and we’re genuinely proud to do it. Here’s to a fantastic 2026/27 season!” As the 2026/27 season gets under way, GAP will be following every team’s progress closely, sharing updates, celebrating achievements and cheering them on throughout the year. Follow GAP on social media for updates and highlights from each of the sponsored teams throughout the year. GAP Hire Solutions leads the UK's equipment hire industry, offering an extensive range of construction equipment for all sectors. With our specialist divisions and over 200 locations nationwide, we provide reliable solutions in Plant, Tools, Welfare Services, Non-Mechanical Plant, Pump, Power & Environmental Services, Trenching & Shoring, Tanker Services, Lifting Services, Survey & Safety and Event Services. As a family-owned business with over 55 years of experience, GAP reinvests a higher percentage of our turnover into our fleet than our competitors, ensuring customers benefit from access to world-class equipment. Our independence allows us to make quick, long-term decisions, delivering effective solutions.

When a family business appoints a leader from outside the family, it is never simply a matter of filling a vacancy. It is an emotional crossroads. For generations, the company may have been passed from parent to child, its leadership inseparable from the family’s identity. Handing over to someone without that bloodline connection can feel like a rupture, even when it is the right decision for the future. Yet the choice to bring in external leadership is not an act of failure. More often, it represents ambition, foresight and a recognition that continuity sometimes depends on change. Families arrive at the decision for different reasons. The most common is generational. The next in line may be too young, unprepared, or simply uninterested in running the business. Sometimes the enterprise has grown too large to be managed through informal arrangements, or, it’s moving into new markets where specialist knowledge is required. And in some cases, the appointment of a non-family leader is seen as a bridge - a way of creating space until the family is ready to re-engage with leadership later. Alongside those rational motives come the doubts. Will the new leader understand the values that have shaped the business? Will relatives who have always had the final say be willing to cede authority? And how will long-serving staff, loyal to the family for decades, feel about answering to an outsider? These questions cannot be ignored. Left unresolved, they can undermine even the strongest candidate before they have the chance to succeed. The Board’s Legal Responsibility Legally, the decision to appoint a chief executive rests with the board of directors. Whether those directors are drawn entirely from the family or include external appointees, the Companies Act 2006 is clear: directors have a duty to act in the best interests of the company as a whole. That includes selecting leadership capable of delivering on the company’s strategy. For family-run boards this can feel awkward, because shareholders often see themselves as “owning” the decision. But in law, the process belongs to the directors, not the wider family group. This distinction matters. If family members outside the boardroom try to interfere directly (lobbying for certain candidates or attempting to veto decisions, etc) the process can quickly become politicised, leaving the incoming executive caught in the middle, and creating instability before the new leader has even begun. The Family Council’s Role This does not mean that the family should be voiceless. Many family firms establish a family council to provide structured representation of the shareholders’ values and long-term goals. Properly constituted, often through a family charter, the council becomes the guardian of the family’s vision. It can articulate whether the family wishes to prioritise rapid growth, steady stewardship, intergenerational mentoring or the preservation of culture above all else. That vision should shape the board’s appointment process, but the council must not attempt to run the process itself. Its role is to guide, not to select. The healthiest family businesses are those where the two bodies work in partnership: the council setting out the “why”, the board taking responsibility for the “how”. This separation of duties avoids confusion, reduces the risk of conflict, and provides the new leader with a clear mandate. The Importance Of Clarity Good governance provides structure, but it is the employment contract that provides certainty. A handshake and goodwill may feel in keeping with family tradition, but nothing builds confidence more than a well thought-out contract. Such service agreements will do far more than set out pay and hours. It should make clear the leader’s responsibilities and their reporting lines, how they will interact with the board and the family, how (and when) performance will be measured, and what happens if things do not work out. Termination provisions are particularly important. Families often assume they will “just know” when someone is the wrong fit. The law requires more: dismissals must be fair, justified and follow proper procedure to reduce the risk of unfair dismissal claims if the relationship breaks down. Similarly, confidentiality clauses and post-termination restrictions should not be treated as a sign of mistrust. They are the mechanism by which sensitive commercial information, such as customer lists, supplier arrangements, intellectual property, is kept safe should the leader later depart. For the business, these terms are a shield. For the executive, they demonstrate that the role is being treated with professional seriousness. Onboarding No matter how good the paperwork, the first months of an external appointment are fragile. A new chief executive will be learning the detail of the business, trying to win the confidence of employees, and establishing a relationship with the board and the family. At the same time, they are expected to provide vision and leadership. It is little wonder that this period can feel like a test for all involved. Employment law provides some tools here. Probationary periods, structured review points and agreed feedback processes create a framework for monitoring progress fairly. But culture is just as important. Families that find ways of welcoming the new leader, for example, by inviting them to shareholder weekends, or including them in social events connected to the business, will often build trust more quickly. It's about partnership rather than surveillance: the family is engaged and supportive, but not interfering in day-to-day management. And these boundaries really matter. The crucial balance is to be supportive without smothering, engaged without micromanaging. The newcomer must be allowed space to establish authority and credibility with employees, while the family shifts its focus towards stewardship and strategy. Alignment And Stability Leadership transitions inevitably unsettle the balance between family, board and management. The new executive may see opportunities or risks that the family does not. The board may be recalibrating after the departure of a long-standing family leader. The family itself may be struggling with the reality of stepping back from day-to-day control. At these moments, the family council can be a stabilising influence. By asking questions of shareholders - what do we expect of this new chapter, and does the leader’s strategy reflect that? - the council helps to keep expectations realistic and aligned. Having those conversations privately, before they spill into shareholder meetings, prevents conflict from undermining the authority of the executive. This approach sends a clear signal to the new leader: the family is engaged, but not overbearing, and the board is decisive, with all parties are committed to rowing in the same direction. The Wider Workforce An external appointment is not only felt at the top. Non-family managers may wonder why they were overlooked. Long-serving employees may worry that the culture they know will change. Families should not underestimate the impact of these perceptions. From a legal standpoint, consistency and transparency are critical. UK employment law does not prohibit families from prioritising relatives in certain roles, but unfair or inconsistent treatment of non-family employees can open the door to claims of discrimination or constructive dismissal. Just as importantly, it can erode loyalty. Employees are more likely to support change if they can see that processes are clear and uniform, communication is open, and decisions are based on specific criteria. This is the best protection against both legal risk and reputational harm. Balancing Law, Legacy And Leadership For any family business that endures, there will come a point when outside leadership is considered. It is not a rare event but an inevitable test of the firm’s governance and resilience. The families that weather the transition best are those that have planned for it: clarifying roles, establishing governance frameworks, setting out values through charters and councils, and embedding strong contractual protections. Those that try to improvise, relying on goodwill alone, are far more likely to encounter disputes, disruption or even litigation. Bringing in an external leader is one of the most consequential choices a family business can make. It asks a family to balance its legacy with the demands of modern commerce, to trust in law and governance while adjusting emotionally to change. It can be disruptive, but it can also unlock growth, continuity and stability that would otherwise be at risk. At Buckles, we help families navigate this delicate balance. Our employment law specialists draft the contracts, charters and governance documents that create clarity and protection. Just as importantly, we work with families to understand the human side of the decision, ensuring that cultural integration and employee relations are managed with care. In doing so, we give family businesses the confidence to embrace external leadership while keeping their values and legacy firmly intact.