For family businesses, passing wealth and control to the next generation can be both a strategic and an emotional journey. However, evolving tax legislation is putting increasing pressure on these transitions especially in light of upcoming changes to Business Property Relief (BPR) and rising tax burdens such as National Insurance increases. These developments are prompting many families to reassess their business structures and succession planning. In this article, we will explore the key tax and non-tax considerations, outline practical steps to take now, and offer guidance on how to future-proof your family business before it is too late. Understanding the changes to BPR BPR currently provides up to 100% IHT relief on the value of qualifying business assets passed on during lifetime or upon death. However, with effect from 6 April 2026, a £1million cap will apply to the 100% relief marking a significant departure from the current rules. It is important, now more than ever, to review the availability of BPR if you have a trading business. Key considerations include looking at whether the business: Holds significant non-trading assets, such as investment properties or excess cash not actively used in the business. Has mixed trading and investment activities, such as a property development company that also holds a portfolio of rental properties within the same business or company group. Along with the existing criteria for BPR and the new £1million limit, individuals with family business interests will now be more exposed to an IHT tax charge on death where previously this was fully covered by the BPR relief. Non-tax considerations in succession planning A business structure which is tax efficient can still fail if attention is not given to involving the right people, and without appropriate governance. For succession planning to be a success, it must also address: Family governance structures - Set up formal governance structures such as a family board, shareholders agreement to define roles, responsibilities, voting rights, and participation rules. Communication and transparenc y - Regular family meetings can help share business intentions and explain the rationale behind decisions which can include things like equity, roles, and compensation structures. Through having open lines of communication and maintaining transparency, the potential for resentment or misunderstandings in the future can be reduced. Involving an independent trusted adviser can also help with internal dispute resolution and can prevent disagreements or be the ‘voice of reason’ providing unbiased contributions. Leadership development - Identify and mentor the next generation of leaders early. Develop succession plans, encourage internal and external work experience to support training on understanding and running the business. Practical steps family businesses should be taking 1. Review eligibility for BPR under the new rules Conduct a full review of business operations, asset holdings, and ownership structures to determine if the business meets the “wholly or mainly trading” (i.e., at least 50% trading activity). Assess non-trading elements such as: Excess cash not used for working capital or not earmarked for specific business purposes. Investment properties or securities. Loans made to and from the business. Obtaining a valuation of the business and your shareholding will also be helpful in determining the potential IHT exposure. 2. Consider restructuring the business Use group structures (e.g. holding company and subsidiary) to ringfence trading and non-trading activities. Transfer investment assets to a separate holding company to avoid tainting the trading business and losing BPR altogether. This may be suitable in circumstances where the ‘50% wholly or mainly test’ is not met. Ensure the business operates as an active trade and avoid passive income investments that may disqualify the business from BPR. 3. Review and update your will and LPA Review your will to ensure it reflects the current business structure and ownership as well as being tax efficient. Include provisions for business continuity, such as cross-option agreements and trustee appointments. Changes in legislation can sometimes lead to unintended consequences which could mean your will no longer aligns with your wishes. Consider putting an LPA in place to ensure your business affairs can continue to be managed in the event you lose capacity. If you decide to implement an LPA, ensure that your partnership/shareholder agreements, and articles of association allow actions to be carried out under an LPA. 4. Create a succession roadmap Define a clear timeline for transferring leadership and ownership, ideally over several years. Define ownership versus management roles. These do not have to be the same people. For example, younger family members may inherit shares without immediately stepping into management roles. Consider appointing external advisors or non-executive directors to support the next generation with independent guidance. 5. Make use of lifetime gifting strategies Transfer of shares or business interests to individuals would be potentially exempt transfers for IHT which means no IHT is payable if the donor survives seven years. Use the capital annual exempt allowance (£3,000 per donor per year) and regular gifts from surplus income rules to pass on value tax-efficiently to the gift recipient. Structure gifts with growth shares or freezer shares to cap current values and pass future growth to the next generation. Consider the use of trusts and family companies to keep control and asset protection within the family and protection from IHT. 6. Involve and educate the next generation Provide financial literacy education and business mentoring to younger family members. Let them take part in board meetings, strategic planning, or lead small projects to build capability and experience. Consider shadow boards for the next generation to provide a platform for their voice and ideas without immediately handing over control. What family businesses need to do now With HMRC’s strict review on the application of BPR and an ever-changing tax landscape, family businesses must: Act sooner rather than later : Waiting until a triggering event (death, illness, or dispute) often leads to rushed and costly decisions. Engage with professional advisors : Tax advisers, solicitors, accountants, and family business consultants should all work together to create a well-balanced and tax efficient plan. Address both tax and family dynamics : A tax efficient structure that creates resentment or legal challenges within the family will ultimately fail. Treat succession as a journey : This journey should ideally begin before any transfer of control or ownership and requires commitment, patience and planning. Family businesses are viewed as legacies. Without careful planning, both tax liabilities and family tensions can unravel decades and generations of hard work. With new limitations on BPR, it has never been more important to reassess your structure, engage the next generation, and implement a succession plan that balances tax efficiency with family harmony. A key part of this process is starting conversations with younger family members as early as possible and continuing them regularly to understand when and how they wish to be involved. Equally important is recognising how their individual talents and aspirations may shape their contribution (or lack thereof) to the business in a way that respects both their goals and the legacy of the business.

In today's fast-paced, globalized world, local businesses face numerous challenges. Big corporations dominate many markets, often pushing small, family-owned shops to the brink of extinction. One of the most effective ways to combat this trend is through strong community support. This blog post explores why community backing is vital for local businesses and offers actionable insights on how individuals can contribute. Understanding Community Support Community support encompasses a variety of actions and mentalities that propel local businesses forward. This support can come in many forms: shopping locally, sharing a business on social media, or even word-of-mouth recommendations. Each small act contributes to the overall health of the local economy. When community members rally behind their local businesses, they create a thriving environment in which innovation can flourish. For instance, data from the American Independent Business Alliance suggests that locally-owned businesses recirculate a significantly larger share of every dollar as compared to chain stores. Specifically, studies show that local businesses return about 3.5 times more money to the local economy than their corporate counterparts. A busy local market filled with shoppers and stalls. Benefits of Supporting Local Businesses Supporting local businesses contributes not just to the local economy, but also promotes a sense of community. Local shops often serve as gathering places, fostering connections among residents. Here are a few benefits of supporting local enterprises: Economic Growth When consumers choose to purchase from local businesses, they invest in the economic ecosystem of their community. More local spending means increased revenue for local governments through taxes, which can be used for public services such as parks, schools, and infrastructure. Unique Products and Services Local businesses tend to offer unique products and personalized services that larger chains cannot match. For example, a local coffee shop may provide artisanal coffee made from regionally sourced beans, which makes for a more authentic experience than a fast-food chain could offer. Job Creation Small and medium-sized businesses are responsible for creating a significant percentage of the jobs in many economies. By supporting local businesses, communities help sustain existing jobs and create new ones, contributing to lower unemployment rates. A charming local storefront that invites visitors in. Building a Strong Local Brand Community A localized brand community is born when local businesses engage with their customers and other businesses in the area. This sense of belonging can transform casual shoppers into loyal patrons. Here are some actionable strategies for strengthening community bonds: Collaborations with Other Local Businesses Partnering with other local businesses is an effective strategy. For instance, if a local bookstore collaborates with a nearby café for events like book readings, it can draw traffic to both places. This not only enhances customer experience but encourages cross-promotion. Community Events Businesses can host or sponsor community events such as farmers’ markets, craft fairs, or charity runs. These events provide marketing opportunities while fostering a sense of community. For example, when local stores participate in holiday festivals, they not only attract customers but also create a festive ambiance that draws the community together. Loyalty Programs Creating a loyalty program can encourage repeat visits and make consumers feel valued. A system offering discounts or rewards for frequent shoppers can foster customer loyalty while increasing sales. Handmade crafts beautifully displayed at a local artisan market. The Ripple Effect of Community Support The impact of community support far exceeds immediate economic benefits. When local businesses receive support, they can invest in their relationships with other community members. Here's how that ripple effect works: Enhancing Community Identity Local businesses are often a cornerstone of community identity. They reflect the culture, values, and history of the area. When residents support these businesses, they reinforce a shared sense of identity and belonging. Attracting Tourism Unique local businesses can help attract tourists. Travelers are often on the lookout for authentic experiences. If they are drawn to a community with vibrant local shops, eateries, and craft fairs, that exposure can lead to increased tourism revenue. Environmental Sustainability Supporting local businesses is also beneficial for the environment. Shorter transportation distances mean decreased carbon footprints and less congestion. Plus, many local businesses focus on sustainable practices. For instance, local farmers might use organic farming methods that benefit the land and reduce harmful emissions. In summary, the benefits of community support for local businesses are multifaceted and enriching both economically and socially. By working together, residents create a robust environment conducive to sustained growth. Ways to Show Support for Local Businesses Encouraging community support requires proactive measures. Here are some actionable suggestions for individuals who want to contribute to the well-being of local businesses: Make Local Purchases Choose to spend money at local shops, markets, and restaurants whenever possible. This simple act generates a positive impact on local economies and ensures that business owners can continue to thrive. Share on Social Media In today's digital age, your online presence can be instrumental in promoting local businesses. Share their posts, write reviews, or create your own content highlighting your favorite local spots. This can significantly enhance their visibility, especially among younger demographics. Attend Local Events Take part in community events that showcase local businesses. Whether it’s a pop-up shop or a craft fair, your participation helps to create a lively atmosphere and demonstrates your support for local initiatives. Advocate for Local Regulations Support policies that favor local businesses, such as small business grants or regulations that limit corporate expansion in your area. This kind of advocacy can make a significant difference in fostering a supportive atmosphere for entrepreneurs. In supporting local businesses, you're often supporting families. Many of these establishments are family-owned and operated, such as those you can read more about on Family Business United . Final Thoughts on Community Support In summary, community support is crucial for the survival and growth of local businesses. The benefits extend beyond mere economics; they cultivate connections, enhance cultural identity, and promote sustainable practices. Each time a resident chooses to support a local shop or brand, they nourish their community's spirit and enrich their own experiences. By coming together and committing to support local businesses, everyone plays a vital role in creating a more vibrant and sustainable local economy.

New research from Uswitch  business savings experts reveals that small business owners are either optimistic (34%) or supportive (37%) about AI, yet employee responses suggest a more mixed picture. Employers and employees are divided when it comes to artificial intelligence. While there is interest and curiosity, 20% of SME employees say they feel frightened about their career’s future due to AI developments. 17% feel directly threatened by AI’s potential, and 33% are concerned about its long-term impact on their working lives. This suggests that while employers see enthusiasm, many staff still feel unprepared, highlighting a need for better support, communication and training. Employers aren’t without concerns, either. While many see AI as a valuable tool, over half (51%) of those already using it say they view it as a way to support their workforce, not replace it. At the same time, nearly a third acknowledge potential risks, from data security and job disruption to changing market expectations. What workers really think about AI As AI rapidly reshapes job roles and workflows, employees are caught between optimism and anxiety. While 42% recognise both the risks and opportunities of AI, nearly one in five (18%) believe the next five years will bring more harm than good. It’s a complicated picture. Businesses may be racing ahead with AI adoption to boost efficiency, but many workers are still unsure where they fit in. According to the research: 30% of employees want more reassurance about job security 42% say they need more training to use AI tools confidently 30% are calling for clearer communication from leadership Taken together, these responses paint a clear message: without support, transparency and upskilling, AI risks becoming a source of workplace stress, not empowerment. What about employers? Employers, meanwhile, appear more confident about the role of AI in their businesses. In fact, 41% of SME owners say they are eager to learn more about the technology, and 35% describe themselves as excited about its potential, a sign that business leaders are beginning to view digital tools as essential for long-term competitiveness in a challenging economic climate. This optimism, however, is not without its blind spots. While many SME owners are forging ahead with AI trials or adoption, 17% believe their employees don’t fully understand how AI works, raising concerns that staff may not be adequately supported through this transition, or that AI tools will not be used effectively. As UK businesses grapple with rising costs, skills shortages, and fast-moving technological change, aligning leadership enthusiasm with practical workforce training will be key to making AI work in real-world settings. Bridging the gap: What employers can do next According to Andy Elder, Uswitch business savings expert, closing the perception gap is critical for building trust and fostering innovation. He shares practical tips for business owners to better align with their employees’ AI concerns: 1. Prioritise transparency and communication Make sure staff understand why and how AI is being used in your business. Provide regular updates, involve them in decision-making, and create space for feedback and questions. 2. Offer practical training and support Help employees build confidence by offering accessible training sessions, demos, and real-life use cases. Show how AI tools are designed to assist, not replace, their roles. 3. Address job security concerns head-on Be open about what AI means for different job roles. Explain which tasks might evolve and provide a clear long-term vision that includes your people. 4. Lead by example When leaders actively and responsibly use AI tools, it signals that the technology is there to support, not displace, the workforce. Visibility matters. 5. Focus on tools that enhance human creativity Whether it’s generating ideas or speeding up research, choose AI tools that complement rather than compromise human input, especially for creative teams. Andy Elder, Uswitch business savings accounts expert, said: “Employers and employees don’t always see eye to eye on AI, and that’s understandable. But to unlock the real value of these tools, businesses need open dialogue and mutual understanding." “Keeping staff informed and involved is essential. AI adoption shouldn’t be about imposing change from the top. Leaders still need to make decisions, but involving employees early on, and giving them the right training, builds trust and leads to better outcomes for everyone." “In most cases, AI is here to streamline and enhance workflows, freeing people from repetitive tasks so they can focus on more creative, meaningful work. Being clear about that is key to building confidence and driving successful adoption.”

Springburn, Glasgow - Hundreds of families in Springburn can continue to access basic food, toiletries, and support services each week, thanks to the work of local charity Spirit of Springburn. Based at the Community Hub in Springburn shopping centre, the organisation offers a broad range of services including welfare rights assistance, mental health support, community events, and their recently launched “Monday Essentials” programme. Every Monday, locals use the charity’s Community Fridge to access tea, coffee, sugar, toiletries, and cleaning basics - items that have become increasingly in demand as the cost of living continues to rise. To meet the growing need, Spirit of Springburn has expanded into a larger unit, providing more space and a safer environment to deliver its services. However, with over 200 families now using their services for essential supplies, the cost of supplying the Monday Essentials programme alone is around £250 per week. On top of that, the charity is facing increasing running costs, particularly for electricity to power fridges and freezers. The Allied Vehicles Charitable Trust has awarded Spirit of Springburn £2,500 to help cover these ongoing costs. The funding will directly support the Monday Essentials programme and contribute to the organisation’s increased electricity expenses as they continue to grow their services. Helen Carroll, founder and Chair of Spirit of Springburn, explained what the Trust’s donation would mean for the charity: “More people use the Monday Essentials now than ever before. This donation will keep us going for another three months of weekly fridges; more if we can get some food donations to top things up. It will make a big difference to local folk, because those wee essentials are usually what people give up first when they're struggling. This money is a blessing.” David Facenna, Corporate Culture Director at Allied Vehicles Group, said: “The dedication of Spirit of Springburn to improving and supporting their community is remarkable. By helping them meet everyday costs, we’re proud to play a small part in ensuring their doors stay open to those local people who rely on them.” This support will help Spirit of Springburn to continue to make a real difference to the lives of families and individuals in Springburn, strengthening community ties and offering a place where people can come for support, essentials and companionship.

Brewers were thrilled to support the London School of Muralism (LSoM) once again with the donation of 25L of Albany Masonry Paint and sundries for their latest mural. Just opposite Waterloo Station, a once harsh and overlooked underpass has been transformed into a riot of colour and humour thanks to the brand-new mural from the renowned Artmongers collective. Led by artist Patricio Forrester, founder of LSoM and co-founder of Artmongers, the project brought together seven emerging muralists with members of the local community through a creative collaboration with St John's at Waterloo Arts Club. Aptly titled “Water Loopy Flypass”, the artwork features a flock of fashion-forward, commuter pigeons soaring under the arch in quirky, colourful outfits – a cheeky nod to both urban life and London's beloved feathered residents. After five lively design sessions, two bold concepts were presented to the public for a vote, via local networks LERA, Coin Street, SOWN, and St John's at Waterloo. With 189 people casting their votes, the playful pigeon design took 65% of the vote. “This space felt a bit unloved,” said Patricio Forrester. “Humour can dissolve the tension in a space like this. And pigeons—often stigmatised—deserve the spotlight. They’re graceful, resilient and undeniably part of London’s soul.” Painting directly onto the high-arched structure posed unique technical challenges. Artists had to account for extreme viewing angles and distort figures accordingly. The mural was brought to life by LSoM students: Tessie Orange Turner, Charlotte Clarke, Finn Donovan, Tia McKoy, Beci Ward, Farya Hussein, Ana Mendoza and Ruan Murphy, with painting contributions from local residents John Pierce and Francesca Hearn. To see how Brewers support projects like this across the UK, please click here

P1 Contractors Ltd, one of Scotland’s leading landscape construction specialists, has successfully completed the soft landscaping works at the newly opened Woodmill and St Columba’s RC High School in Dunfermline—the world’s largest certified Passivhaus education building. The landmark project, led by Hub East Central Scotland on behalf of Fife Council, was constructed by BAM UK and Ireland and designed by AHR Architects. The 26,666 m² campus brings together two schools on a single site and sets a new global standard in low-energy, high-performance education buildings. It was officially certified to the Passivhaus Classic standard in June 2025, following its opening to pupils in August 2024. As the appointed landscaping contractor, P1 Contractors was responsible for delivering all external soft landscape works. The team implemented a wide-ranging planting scheme that included the installation of over 200 semi-mature trees, more than 19,000 shrubs, herbaceous plants, and hedging species, and 2,000 spring-flowering bulbs. These were carefully integrated across the site to enhance pedestrian, recreational, and outdoor learning areas, supporting both the environmental goals and the visual identity of the campus. Johnsons Nurseries Ltd, one of the UK’s largest commercial growers, located between Harrogate and York, provided the plant supply. Johnsons worked in close partnership with P1 Contractors to deliver robust, high-quality nursery stock on schedule, ensuring the scheme reflected both the design intent and the project's long-term sustainability goals. Ryan Whitelaw from P1 Contractors said “From day one, we worked hand-in-hand with BAM, AHR and Johnsons to create outdoor spaces that are every bit as energy-efficient, resilient and inspiring as the buildings themselves. By combining native planting, pollinator-friendly meadows and innovative rain-garden systems, we’re not only cutting the campus’s carbon footprint—we’re giving students a living classroom that will flourish for decades to come." Martin Cooper Construction Director with BAM said that becoming No.1 in the world is not just about size. "It is about vision, collaboration and a belief that we can raise the standard for everyone. Passivhaus is more than a building method; it is a commitment to quality, wellbeing, environment and a better future. Delivering the largest certified Passivhaus education building on the planet is something every one of us at BAM can be proud of." Johnsons Group Managing Director, Graham Richardson, said: “We are incredibly proud to have supplied the plants for such a landmark development in sustainable education. Our team worked closely with P1 Contractors to ensure every plant was grown, selected, and delivered to meet the specific requirements of this pioneering Passivhaus project. It’s fantastic to see our stock forming part of a green space that will enrich the lives of students and staff for generations.” The project was supported by the Scottish Futures Trust and funded through Fife Council’s capital investment programme. It also acts as a pathfinder for Scotland’s Net Zero Public Sector Buildings Standard, marking a step change in how public infrastructure is designed, built, and maintained. The planting scheme delivered by P1 Contractors and Johnsons Nurseries will not only support biodiversity and environmental performance, but also bring seasonal colour, structure, and natural beauty to the campus—creating a vibrant, living landscape that will be enjoyed by pupils, staff, and the wider community for many years to come.

Family Business United is delighted to launch its latest research project to quantify the impact of family businesses in the community. All across the UK family firms make a difference each and every day but we want to understand the impact, the activities undertaken and the reasons family firms get behind a cause. We want to encourage family businesses to complete the short survey to help us determine the extent to which family firms make a difference, locally, regionally and nationally. As Paul Andrews, Founder & CEO of Family Business United explains, "Family businesses do so much for the communities in which they operate and we are keen to ascertain the drivers behind their giving and the impact it has." "We know that family firms do a lot in the charitable space and often don't shout about it and we want to collectively create a piece of research that shows the impact they have - from grass roots support of local sports clubs to national research projects - and to publish it in due course and show what we already know, that family firms are a force for good." Family Business United is encouraging all family firms across the UK to share their thoughts by completing the short questionnaire below:

A national survey commissioned by UK law firm Brodies LLP has revealed that UK residents aged 50 and over are underprepared for the upcoming changes to inheritance tax (IHT), with only 26% fully understanding how the new rules will impact their wealth transfer plans. The representative YouGov survey of 2,001 adults highlights concerning gaps in estate planning and family communication, raising alarms about the risks of inadequate succession strategies in the wake of the new IHT rules. Key Findings: Lack of awareness – More than half (54%) of respondents are aware of upcoming IHT changes but do not fully understand their personal implications. A further 20% were completely unaware of the reforms; Limited family discussions – 58% of respondents have never discussed inheritance plans with family or beneficiaries, potentially leaving loved ones unprepared; Lack of formal planning – Less than half (41%) have a formal estate plan in place, and only 16% have sought professional advice on tax or succession planning; Fairness concerns and disputes – 28% worry about ensuring fairness among heirs, while 23% fear family disputes or relationship breakdowns due to inheritance issues. The upcoming IHT reforms—set to be introduced in phases beginning in 2025—will significantly impact business and agricultural assets, pensions, and domicile status. One of the most notable changes is the reduction of Agricultural and Business Property Relief, meaning only the first £1 million of qualifying assets will be exempt from inheritance tax. The remainder will now face an effective 20% tax rate—a shift that could heavily impact business owners and farmers. “These reforms demand urgent action from individuals and families to review succession plans,” said Mark Stewart, partner at Brodies LLP. “Too many people are unaware of the tax implications, and without early estate planning, they risk unnecessary financial loss and legal complications.” The survey results show that while the majority (69%) believe it is important to discuss wealth and inheritance planning with family before death, the reality suggests these conversations are not happening. The reluctance to seek advice is also evident—despite the complexity of new tax laws, only 16% have already consulted professionals, such as lawyers or wealth experts, and nearly half (47%) either prefer to manage it themselves or see no need for external expertise. “Effective estate planning requires more than just good intentions,” continued Mark. “We encourage families to speak openly about inheritance, seek professional guidance, and structure wealth transfer effectively to avoid future disputes and tax inefficiencies.” Download and read the full report here Check out their podcast on the report here

Following an incredible display of resilience and determination, staff from Manchester-based independent paint manufacturer HMG Paints, have successfully completed the demanding British Three Peaks Challenge. This challenge saw the HMG team conquer the UK’s three highest mountains over three days, raising funds for their three chosen charities of 2025: Cancer Research, Francis House Children’s Hospice and Memories by Hudson. The challenging event, saw 12 dedicated members of staff from HMG travel across the UK, pushing their limits to scale the highest mountains the UK has to offer: Ben Nevis in Scotland, Scafell Pike in England, and Snowdon in Wales. The team aimed to complete this task in their own style, tackling one mountain each day. The journey began with Scotland’s Ben Nevis, the highest peak the challenge had to offer. The team faced an unexpected challenge, as they ascended and descended on what turned out to be Fort William’s Hottest day in 20 years, with temperatures reaching a scorching 28 degrees during their descent and humidity soaring to 95%. This remarkable coincidence, aligning with HMG’s 95th anniversary, felt “written in the stars.” Next, the team looked to conquer Scafell Pike, England’s highest peak based in the Lake District. After their first climb, finding the motivation for the second climb was tough for the team at HMG. Despite their tired legs and the heat that lingered on the day, the HMG team rallied together and powered through, demonstrating great resilience and reaching the second summit. As the team powered through, they proudly raised their company flag at England’s highest point marking the end of their second journey. The final ascent took HMG to Wales’ Snowdon, where they encountered the full force of British weather. Winds at the summit of Wales’s highest peak reached an unbelievable 60mph, combined with relentless rain and hail, providing a true test to the team as they were close to the finish line. The successful summit of Snowdon meant that HMG had conquered both the Three Peaks Challenge, as well as everything British weather had to offer. Nathan Rayner, Production Operative at HMG Paints, reflected on the journey: “Character building, facing fears, sunburn, windburn, hail and rain, we faced all that British weather could throw at us. But through it all, it was a challenge filled with teamwork, banter and lots of laughter.” Throughout the weekend, the fundraising efforts provided by HMG’s community were nothing short of phenomenal. The team’s original goal of £1000 was not only met but surpassed before the climb had even begun, a testament to the incredible support from HMG staff, suppliers and customers. With this early success, HMG set their sights on a new target of £2500, which was once again met as the final peak was conquered. “The National Three Peaks Challenge turned out to be even more demanding than I had imagined” said Brian Dowling, HMG Paints’ Health, Safety and Environment Manager. “Mother Nature certainly played her part in testing us, but as the aches and pains begin to fade, what remains are the powerful memories of a truly shared experience. Completing this challenge and raising this money means a great deal, we may have set off as colleagues, but we returned as brothers.” HMG Paints is incredibly proud of the team, their effort and dedication to pushing their limits to raise funds for three great causes has been truly inspiring. For anyone who would like to support the fundraiser they can do so by visiting the HMG Paints Three Peaks Fundraiser page here

Fifth-generation luxury British bedmaker, Harrison Spinks, has appointed Jimmy Caines as National Hospitality Account Manager, in a brand-new role created to support the company’s growth plans within the hospitality sector. The appointment coincides with the relaunch of the company’s dedicated mattress collections, as part of a focus to invest further in its hospitality offering. With over 20 years’ experience in the furniture and mattress industry, including senior roles at well-established national mattress manufacturers, Jimmy joins Harrison Spinks as the company’s primary hospitality lead to further advance its strategy – representing the brand at key industry events including Decorex and the Independent Hotel Show, as well as building strategic relationships to support ongoing growth in this market. Commenting on his new role, Jimmy Caines said: “Joining Harrison Spinks presents an exciting opportunity to bring my years of field experience to a forward-thinking, innovative company renowned for its dedication to providing luxury, responsibly made beds and mattresses." “The hospitality sector holds immense potential for us, and I’m keen to ensure more guests across the country experience the exceptional comfort and high-quality craftsmanship of a Harrison Spinks mattress." “I’m proud to be joining a team who are incredibly passionate about the brand and its story, and are committed to enhancing the guest experience for our clients. While my primary focus is hospitality, I will be drawing on the strong relationships I’ve built over the years to support the retail side of the business too.” Harrison Spinks has relaunched its two bespoke collections – the Signature Collection, designed for hotels and hoteliers, and the iD Collection, created with interior designers in mind. Each collection offers thirteen expertly handcrafted designs available in a range of tensions, including turn-free, dual-sided and pillowtop options tailored to meet the diverse needs of hotel and contract clients. The company has also refreshed its product brochures which detail its tailored service – where beds can be made to any width or length, with a choice of tension, fabric and headboard. Each mattress is carefully layered with responsibly sourced natural materials, including breathable, homegrown hemp and flax, and temperature-regulating traceable British and Yorkshire wool, combined with ultra-responsive HD micro springs and award-winning Cortec™ Quad pocket springs, for targeted support and cloud-like comfort. Nick Booth, Managing Director at Harrison Spinks Beds, said: “Our renewed focus on the hospitality sector marks an exciting chapter for Harrison Spinks. The appointment of Jimmy into this newly created role, combined with the relaunch of these two specialist collections demonstrate our commitment to delivering unique, highly tailored beds that provide exceptional sleep and a lasting impression on our clients’ guests." “This strategic investment reflects the growing demand for luxurious, handcrafted and responsibly made beds in the hospitality space, and our investment in our leadership, innovation and storytelling is helping us grow this important part of our business.” Photo: (Left to right): Signature Collection 23,000 cut through at the Harrison Spinks farm & Jimmy Caines, National Hospitality Account Manager at the Harrison Spinks Innovation Centre.

Bradford headquartered TL Dallas has signed a deal to continue its longstanding partnership with Bradford City AFC. The new three-year agreement will take its involvement with the club beyond 25 years. As a fourth-generation family and employee-owned business, that has been based in Bradford for over 106 years, TL Dallas first began its official journey with the Bantams in the 2000/01 season, securing an executive box in the newly developed main stand – a space it’s held ever since. This new agreement will see TL Dallas retain the executive box for the next three seasons, alongside its ongoing sponsorship of The Bradford End Stand. Mike Martin, Group Director of TL Dallas, said: “Our connection with Bradford City stretches back even further, through our long-standing friends at Thomas Fattorini Ltd – the famous makers of the 1911 FA Cup trophy won by Bradford City. In 2003, we proudly became the naming rights partner of The Bradford End Stand, which is now known as the TL Dallas Community Stand. This latest deal will extend our naming rights through to 2028, marking more than a quarter of a century of support for the club." “Last year, we were delighted to see the stand renamed the TL Dallas Community Stand, reinforcing our commitment to the local community. Through the Bradford City Community Foundation’s Community Ticket Scheme, the stand has hosted thousands of schoolchildren and community members – something we’re incredibly proud to support." “Our backing of Bradford City has never wavered, and we were thrilled to see the team achieve promotion at the end of last season. The passion shown by the city, its supporters, and everyone at the club was remarkable." “We wish Graham and the squad every success in Sky Bet League One, and we’re looking forward to seeing the TL Dallas Community Stand full once again – particularly with the buzz of more local derbies and the continuation of the Community Foundation’s fantastic ticketing scheme." “The club’s progress in recent years under the leadership of Stefan Rupp, Ryan Sparks, and the senior team has been impressive, and we are honoured to be part of that journey. We thank Bradford City for their ongoing partnership and look forward to continuing our shared success both on and off the pitch.” Bradford City’s commercial manager, Michael Shackleton, added: “It has been a privilege to work with Mike and his team during my time at the football club, and we are excited to continue the partnership over the next three years. TL Dallas has been a huge supporter of Bradford City commercially and we always enjoy working closely with Bradford-based businesses. TL Dallas has been heavily involved, partnering in several areas, including naming rights, executive boxes, branding and player sponsorship and we are very grateful for that.”

Leaders who say one thing but do another aren’t just letting their teams down — they’re harming their own performance too, according to new research from Durham University Business School. The study shows that acting inconsistently with stated values often causes leaders to feel shame, leading to avoidance behaviours and poorer task performance. This can undermine overall leadership effectiveness. Conducted by Dr Anders Friis Marstand, Professor Olga Epitropaki and Dr Ziya Ete of Durham University Business School, alongside a number of co-authors, the research examines the personal impact of 'word-action misalignment.' This occurs when leaders’ behaviours fail to live up to their rhetoric and commitments, creating internal conflicts and emotional distress. The researchers conducted three studies with over 800 managers, using real-world incident recollections and experimental tasks. They aimed to understand how leaders emotionally and behaviourally respond when their actions do not match their stated intentions, and the impact this has on their work, motivation, and relationships with colleagues. They found shame to be a common emotional response when leaders reflect on misalignment. This, the researchers say, leads to withdrawal, avoidance of colleagues, and underperformance, especially for those with a weaker belief in their ability to influence outcomes, often resulting in a damaging cycle of disengagement. “Our findings show leaders are deeply affected by their own inconsistencies,” says Professor Marstand. “The shame caused by word-action misalignment can harm how leaders feel and perform, highlighting the need for greater self-awareness and organisational support to help leaders manage these challenges.” Anders Friis Marstand further notes that “this is critical as leaders must engage with their teams, but their shame hinders them from doing so.” In avoiding such circumstances, the study also stresses the importance of organisational structures that enhance leaders’ autonomy and control, especially in fast-changing environments. Encouraging leaders to take ownership and make meaningful decisions can reduce the negative effects of misalignment and improve resilience. Professor Epitropaki adds: “Understanding and addressing the emotional impact of misalignment is crucial." "Leaders who can acknowledge their struggles openly are better positioned to grow and rebuild trust with their teams.” The researchers recommend organisations should implement practical measures such as development focused on emotional intelligence, resilience training, and job designs that increase leaders’ control over decisions and outcomes, in order to support sustained performance and wellbeing.