St Austell Brewery and North London craft brewer Jiddler's Tipple have secured a nationwide listing in more than 400 Sainsbury's stores for Proper Tipple, a limited-edition collaboration IPA inspired by St Austell Brewery's flagship Proper Job. The launch brings together the scale and heritage of one of the South West's leading independent brewers with the creativity and modern brewing approach of a fast-growing craft beer brand. The collaboration was conceived during discussions between St Austell Brewery, Jiddler's Tipple and the Sainsbury's buying team at Brew London, where the idea of reimagining Proper Job first emerged. Brewed to 5.5% ABV on a backbone of heritage malts, Proper Tipple balances brewing tradition with contemporary innovation. Galaxy, Citra and Nelson Sauvin hops deliver vibrant citrus, grapefruit and gooseberry notes, while a new yeast strain creates a crisp, clean and highly drinkable finish. While the canned variant was developed for national retail, the partnership extended beyond the supermarket launch. Jacob Liddle travelled to Cornwall to brew a small-batch cask and keg edition of Proper Tipple at St Austell Brewery, which made its debut at London Craft Beer Festival ahead of the national retail rollout. Georgina Young, Brewing Director at St Austell Brewery, said: "Proper Job is a beer our brewers know inside out, so handing it over to Jacob and seeing what he'd do with it was genuinely exciting. He's brought a completely different perspective - bolder hop character and a real sense of playfulness - while creating a beer that still feels unmistakably Proper Job at its core." Jacob added: "I've been an avid Proper Job drinker for many years, so I was incredibly excited when the opportunity for a collaboration came along. The idea was born over a beer at Brew London while chatting with the Sainsbury's buying team and St Austell Brewery." "It's been great to bring together the heritage and classic recipe of Proper Job while adding a modern twist through new-fangled yeast and hop varieties. Nelson Sauvin, Citra and Galaxy have amplified the beer's fruit-forward character, delivering notes of melon, grape, citrus and tropical fruit. It's a Proper Tipple!" True to Jiddler's Tipple's distinctive brand identity, the cans feature the brewery's signature eclectic design, inspired by Jacob's equally eclectic shirt collection and created to stand out in a crowded craft beer fixture. Proper Tipple is available now in more than 400 Sainsbury's stores nationwide as part of a 12-week limited-edition listing.

Award-winning East Midlands funeral directors A.W. Lymn The Family Funeral Service has announced its biggest acquisition in more than 20 years, officially making it the largest independent funeral business in the UK as it takes ownership of Gillotts Funeral Directors. The family business, which has operated across Nottinghamshire for almost 120 years, will bring Gillotts' five funeral homes in Eastwood, Kimberley, Stapleford, Heanor and Selston into the A.W. Lymn group, while maintaining Gillotts’ strong independent presence, brand and identity in the communities it serves. It comes as owners Barry and Elaine Hutsby prepare for retirement. The acquisition follows a strategic period of growth for A.W. Lymn, which recently announced the acquisition and rebrand of G.D. Hall Funeral Directors in north Nottinghamshire, which came swiftly after it acquired Serene Funeral Planning in early 2025, Staffordshire’s Hammerwich Cemetery and Crematorium in 2024 and Radcliffe-on-Trent’s M.A. Mills in 2023. This latest purchase is the largest in the company’s history, with the exception of when it acquired Ilkeston Co-Op Funeral Service in 2003. Matthew Lymn Rose, fifth generation and Managing Director of A.W. Lymn, said: “This is a really proud day for our two family businesses, both synonymous with exceptional care for and dedication to the bereaved across our counties of Nottinghamshire and Derbyshire. Gillotts is, like my family business, steeped in generational history and known for operating with a high standard and quality of care for each and every family its team serves." “Our family has always enjoyed a strong relationship with Gillotts, formed on mutual respect and admiration. My father, A.W. Lymn Company Chairman, Nigel Lymn Rose and Partner at Gillotts’ Barry Hutsby have both served as Presidents of the National Association of Funeral Directors (NAFD), and as two East Midlands family businesses in the funeral industry, we have seen how our values, ethos and approach seamlessly and enduringly align." “We are honoured to have been entrusted with the next chapter of their business. This new partnership will enable us to share our resources to give our communities the highest level of service and access to a wider range of funeral offerings than ever before.” Gillotts has operated in the East Midlands for more than 150 years as a family business, and under the leadership of Barry and Elaine, has provided a complete funeral service since 1973. With their expertise, the business has continued to grow, all while maintaining the same core values and family-centric approach instilled by its founders in the 1800s. Since 2001, Joanne Hutsby, Barry and Elaine’s oldest daughter, together with Anthony Topley who joined his father-in-law Jack Gillott at the business in 1986, have managed the day-to-day operations of the business, and will continue to play a key role in the business going forward as Business Managers and Funeral Directors. Gillotts has two Jaguar hearses and three Jaguar XJ limousines along with ambulances and conducts more than 500 funerals through the combined branches each year. All Gillotts staff will remain part of the business, continuing to work in the same way for families which have known and trusted the funeral directors for more than a century. On behalf of Gillott’s Funeral Directors, Anthony Topley said: “This new chapter in the history of Gillotts gives us an opportunity to bring together generations of family history and service to families from both businesses. We are looking forward to working together to provide an even better service to local families, and also to meet some of the challenges which now face traditional funeral firms, such as the growing influence of national firms advertising direct cremation." "We want to spread the message that your local family funeral home should be the starting point for discussing your needs and options no matter what kind of send-off you want for you or your loved one." “Our two businesses have always respected each other and have much in common, and Joanne and I are excited to work closely with Matthew and his team to make sure that the service we provide remains second to none. We expect very little to change for our clients and staff except where we can work together to do things better and more efficiently, allowing the Gillotts team more time to dedicate to caring for the needs of our client families.” Established in 1907 in Nottingham when Arthur William Lymn conducted his first funeral, today the business is known as A.W. Lymn The Family Funeral Service, now operating 36 funeral homes across the Midlands in Nottinghamshire, Derbyshire and one in Leicestershire, as well as Hammerwich Crematorium

Why your 40s and 50s may be the most important time to make a Will. For many people, making a Will is something that is quietly postponed. It is often seen as a task for later life, something to address once retirement approaches or when financial affairs feel settled. However, recent findings from the Association of Lifetime Lawyers suggest that delaying estate planning during midlife could create significant problems for families in the future. According to the organisation, only around a quarter of people in their 40s and 50s currently have an up-to-date Will that reflects their wishes and circumstances. As financial and family lives become more complex during this stage of life, lawyers warn that failing to put clear arrangements in place can increase the risk of disputes and unintended outcomes when an estate is eventually administered. While it can be easy to assume that estate planning is something to address later, the reality is that the years between forty and sixty are often when people’s financial and family lives become most complicated. The Realities Of Midlife By the time people reach their 40s and 50s, their circumstances are often very different from those of early adulthood. Many have purchased property, built pension savings, or accumulated investments over time. Others may have established businesses or hold shares in family companies. At the same time, family structures frequently evolve. Children grow older, relationships change, and many households become blended through remarriage or long-term partnerships. It is also increasingly common for individuals to find themselves supporting more than one generation. Adult children may still require financial assistance, while ageing parents may begin to need care or practical support. These developments often mean that a person’s estate must reflect several different responsibilities and expectations. Without a Will that clearly records a person’s wishes, the legal outcome after death may be very different from what they intended. What Happens If There Is No Will When someone dies without a valid Will, their estate is distributed according to the rules of intestacy. These rules set out a legal order of inheritance that determines who receives a person’s assets. In England and Wales, the surviving spouse or civil partner is usually the first to inherit. If the deceased leaves no children, the spouse or civil partner will normally inherit the entire estate. Where there are children, however, the position is more complicated. The surviving spouse or civil partner receives the deceased’s personal possessions and the first £322,000 of the estate. The remaining balance is then divided between the spouse or civil partner and the children. This arrangement can sometimes produce outcomes that families do not expect. In many households, a significant portion of wealth is tied up in the family home. If the value of the estate exceeds the £322,000 threshold, children may inherit part of the estate while the surviving partner is still relying on those assets for financial security or housing. The intestacy rules are designed to provide a clear legal framework, but they cannot take into account the individual dynamics of every family. Many people would prefer the surviving partner to have greater control or security during their lifetime, with assets passing to children at a later stage. A Will allows these arrangements to be structured in a way that better reflects the family’s wishes. The rules can also create unexpected consequences in modern family structures. Unmarried partners do not automatically inherit under the intestacy rules, regardless of how long they have lived together. Stepchildren are not recognised as beneficiaries unless they have been formally adopted. In some situations this can mean that individuals who were financially or emotionally central to the deceased’s life receive nothing from the estate. When An Older Will No Longer Reflects Your Life Even where a Will exists, many people assume that once the document has been signed the matter is settled. In reality, the years between forty and sixty are often when a Will is most likely to fall out of step with a person’s life. Relationships may have changed significantly since the Will was prepared. A marriage may have ended, a new partnership may have begun, or a family may have become blended with children from different relationships. In some cases, individuals may still have a Will drafted decades earlier that makes no provision for a current partner or stepchildren who are now central to their family life. Financial circumstances often change just as dramatically. A person who made a Will early in their career may now own property, hold investments, or have built significant pension savings. Business interests may also have developed over time. If these assets were not anticipated when the Will was prepared, the document may not distribute the estate in a way that feels fair or appropriate today. Sometimes the difficulty is not that the Will is invalid, but that it simply no longer reflects the person’s intentions. A Will drafted many years earlier may divide assets in equal shares between children, for example, without recognising that one child has particular needs or vulnerabilities, or that family circumstances have evolved in ways that the document never anticipated. Regularly reviewing a Will allows these changes to be considered carefully. It provides an opportunity to ensure that the document still reflects the individual’s priorities, their family relationships and the financial reality of their estate. The Complications Created By Modern Assets Another factor that often emerges during midlife is the increasing complexity of a person’s assets. A Will only governs the distribution of assets that form part of the estate at death. However, many significant assets pass outside the terms of a Will entirely. Property that is owned jointly may pass automatically to the surviving owner. Pension benefits are usually distributed according to nomination forms held by the pension provider rather than the terms of a Will. Life insurance policies written in trust may also fall outside the estate. These arrangements can be extremely useful when they are structured deliberately as part of an overall estate plan. However, if they have not been considered alongside the Will, they can sometimes lead to unintended consequences. For example, a person may believe they have arranged their affairs so that certain assets pass to particular family members, only to discover that the legal ownership structure or a forgotten nomination form produces a different result. Reviewing a Will often provides an opportunity to step back and ensure that these various arrangements work together rather than in isolation. A Moment To Review And Plan Ahead For many people, midlife represents a turning point. Financial stability may have improved, family responsibilities may have evolved, and there may be a greater awareness of the need to plan for the future. Taking time to review or prepare a Will during this period can bring clarity to how assets should be managed and passed on. It allows individuals to think carefully about how best to protect a surviving partner, provide for children, and ensure that their estate is structured in a way that reflects the realities of their family life. The findings highlighted by the Association of Lifetime Lawyers suggest that many people delay this process longer than they intend. Yet the stage of life when responsibilities are greatest may also be the point at which clear planning matters most. Ensuring that a Will reflects current circumstances is ultimately about providing certainty for those left behind. By reviewing arrangements at a time when life is already changing, individuals can reduce the risk of confusion or conflict and ensure that conflict and provide greater security for the people who matter most.

Beneath the headline names of Volkswagen, Bosch and BMW lies a far larger and less visible story. Germany's economy is built, layer upon layer, on family ownership. From the precision toolmakers of Baden Württemberg to the chemical and pharmaceutical dynasties of the Rhineland, family businesses are not a niche within the German economy. They are its foundation. This is the world of the Mittelstand, a term that has become shorthand for German industrial success but which, at its heart, describes something more personal: businesses run by families who think in generations rather than financial quarters. A Nation Built On Family Ownership The scale is difficult to overstate. Family owned companies make up around 86 per cent of all businesses in Germany, employing over half the national workforce and generating a substantial share of total revenues. Widen the definition to family controlled businesses, where a family holds decisive influence even if not every share, and the figure rises to nearly 88 per cent of all German companies, accounting for well over half of all jobs subject to social security contributions. What sets Germany apart from many other advanced economies is not simply the number of family firms but their size and reach. Around a third of all German companies with annual revenues above fifty million euros remain family businesses. The country's top two thousand family firms alone generate close to two trillion euros in turnover and employ more than eight million people worldwide. Germany places second only to the United States for the number of large, family controlled companies among the world's biggest enterprises. The Hidden Champions Much of the Mittelstand's global reputation rests on so called hidden champions, firms that dominate a narrow global niche without ever becoming household names. Nearly half of the world's leading niche market leaders are German, many of them family owned manufacturers of components, machinery and specialist materials that sit quietly inside the products of far more famous brands. Würth, the world's largest fastener and assembly technology company, remains under the control of the Würth family. Merck, founded in Darmstadt in 1668 and still majority owned by the Merck family, ranks among the oldest continuously operating family businesses anywhere in the world. Both illustrate a defining trait of German family ownership: a willingness to reinvest patiently in a single field of expertise across many decades rather than chase diversification for its own sake. Household Names, Family Hands Some of Germany's family firms are, of course, globally recognisable. Volkswagen, though publicly listed, remains under the controlling influence of the Porsche and Piëch families. The Schwarz Group, owner of Lidl and Kaufland and still wholly controlled by the Schwarz family, has grown into one of the largest retailers on earth. BMW continues to carry significant influence from the Quandt family, while Aldi, split into its northern and southern arms, remains firmly under Albrecht family control. Oetker and Haribo, meanwhile, show that family ownership spans the full breadth of German industry, from food and confectionery to logistics and shipping. Culture, Craft And Continuity The Mittelstand mindset is as much cultural as economic. These firms tend to carry the founder's name above the door, reinforcing a sense of personal responsibility for quality that has become a byword for German engineering. Decision making is typically direct and unencumbered by layers of hierarchy, allowing family firms to respond quickly to change even as they plan for decades ahead. This orientation shapes financial behaviour too. Many family businesses in Germany operate with comparatively low debt, favouring reinvested profit over borrowed growth. The ambition to hand the business on to the next generation in a stronger position than it was inherited remains one of the strongest motivating forces for German owners, a discipline that has repeatedly proved its worth through financial crises, the pandemic and recent energy shocks. Family firms also underpin Germany's celebrated vocational training system. A large majority of the country's apprenticeships are delivered within small and medium sized, often family run, businesses, embedding skills and loyalty into local communities that stretch far beyond the factory floor. The Succession Challenge Continuity, however, is under growing pressure. An ageing population of owners, combined with a younger generation that is more mobile and less automatically drawn to the family trade, has made succession the defining challenge for the Mittelstand. In response, many firms are professionalising, appointing external managers, introducing advisory boards, and in some cases bringing in outside investors while the family retains control. A younger cohort of owners, often educated internationally, is now pushing the agenda toward digital transformation, sustainability and further internationalisation, while trying to preserve the values that built the business in the first place. Positioned For The Future Germany's family businesses have weathered reunification, financial crises, a pandemic and an energy shock, and remain the country's principal source of employment, innovation and export strength. As competitive pressure from Asia intensifies and bureaucracy tests the patience of smaller firms, the long-term, generationally minded approach that defines German family ownership looks less like a historical curiosity and more like a genuine competitive advantage. They may rarely make the headlines reserved for Germany's largest listed corporations, but the country's family firms remain, in every meaningful sense, the engine room of the German economy.

Independent family brewer and pub company Shepherd Neame has invested more than £200,000 in a major refurbishment of The George Hotel in Cranbrook, giving the centuries-old coaching inn a stylish new look while carefully preserving its unique character. The Grade II Listed hotel, which dates back to around 1300, reopened on Friday (July 10) following the completion of the project. At the heart of the transformation is a vibrant new garden terrace, created from a previously underused section of the hotel's car park. The attractive outdoor space provides Cranbrook with a high-quality alfresco dining and drinking destination, increasing capacity while offering a relaxed and welcoming setting. Designed to complement the character of the building, the terrace features large evergreen planters and a bespoke mural by local artist James Titchner who has created a vibrant visual ode to local landmarks and iconic Kentish features, including a few nods to Shepherd Neame’s brewing heritage. An external bar has also been introduced to support seasonal trading and create a flexible space for events and community gatherings. Inside, the dining room and reception areas have been extensively refreshed, following decoration of the bar area before Christmas. New furniture, carefully selected artwork and enhanced lighting have created a warm, contemporary feel while remaining sympathetic to the hotel's period features. The revitalised dining room is equally suited to relaxed everyday dining and special occasions. As Cranbrook's only remaining pub, The George Hotel occupies a unique place at the heart of the community. The investment further strengthens its position as the town's leading hospitality venue, serving local residents, visitors and overnight guests alike. General Manager Duncan Moore, who took on the role last year and has more than 30 years' experience in the hospitality industry, said: "From the moment I arrived, my ambition has been to make The George a place where everyone feels welcome. "These improvements have transformed the experience for our guests while respecting the incredible history of this beautiful building. The new terrace gives us a fantastic outdoor space that Cranbrook has been crying out for, while the refurbished dining room provides a warm, stylish setting that reflects the character of the hotel." "We're incredibly proud of the result and look forward to welcoming even more people through our doors. My team and I remain committed to making The George a real hub for the community and a destination that both local residents and visitors can enjoy throughout the year." With a history spanning more than 700 years, The George Hotel has welcomed distinguished guests including King Edward I and Queen Elizabeth I. Today, it combines historic charm with modern comfort, offering 12 individually designed en-suite bedrooms alongside a popular restaurant and bar serving seasonal dishes made using locally sourced ingredients wherever possible. These are complemented by Shepherd Neame's award-winning beers and ales, as well as an extensive selection of premium wines and spirits. The hotel also provides an ideal base for exploring the Weald of Kent, with popular destinations including Sissinghurst Castle, Royal Tunbridge Wells and Tenterden all within easy reach. Shepherd Neame Retail Operations Director Shane Godwin said: "This investment is the latest in an ongoing programme to enhance our pub and hotel estate, ensuring our historic properties continue to meet the expectations of today's customers while preserving the character that makes them such important landmarks within their communities." "The response from customers has already been extremely positive, and we are confident The George will continue to go from strength to strength.” For more information about The George Hotel, visit here.

Award-winning Scottish hospitality operator Buzzworks has announced the acquisition of The South Beach Hotel in Troon, marking the next chapter in its expansion into accommodation. Located near Troon’s beachfront and less than a mile from Royal Troon Golf Club, The South Beach Hotel has been part of the town’s hospitality scene for more than a century, welcoming generations of residents, visitors and golfers to Ayrshire. For more than 45 years, the hotel was owned and operated by the Watt family, becoming a well-established part of the local community. The hotel will continue operating under its current ownership until October before temporarily closing for refurbishment. Following a major seven figure redevelopment, The South Beach Hotel will join Buzzworks' growing House Collection – bringing together timeless, stylish and comfortable bedrooms with a welcoming pub and restaurant at its heart. The redevelopment will create a destination where guests can eat, drink and stay, while building on the hotel’s long-standing reputation in the town. The move builds on Buzzworks' well-established presence in Troon, where Scotts, Lido and The Fox have become firm favourites with locals and visitors alike. The South Beach Hotel adds a new dimension - bringing accommodation into the mix for the first time and giving guests the chance to eat, drink and stay with Buzzworks in the town, all under one roof. Designed for staycations, golf breaks, family getaways and business travel, guests can expect exceptional hospitality, proper pints, premium steaks, comforting classics, contemporary bedrooms, all delivered with a warm, relaxed service. The refurbishment will include a complete reimagining of the pub, restaurant and guest spaces - creating something vibrant and contemporary while holding onto everything that has made The South Beach Hotel so special to the town. Led by acclaimed designer Jim Hamilton, the refurbishment will draw on the building's rich history and coastal setting, introducing Buzzworks' signature approach to hospitality with a focus on timeless design, quality craftsmanship and creating warm, welcoming spaces that feel genuinely rooted in Troon. When Buzzworks officially takes over The South Beach Hotel in October, the existing team will become part of the Buzzworks family. The BCorp certified company, which has been recognised as one of the UK's Best Companies to Work For for ten consecutive years, will offer team members roles across its nearby venues in Troon during the refurbishment - with full access to the training, development and career progression that Buzzworks is known for - before having the opportunity to return to The South Beach when it reopens. Kenny Blair, CEO at Buzzworks, said: “We're delighted to be welcoming The South Beach Hotel into the Buzzworks family. Troon is a very special place for us - we're already proud to be part of the community here, and we're excited to continue investing in the town and welcoming The South Beach into the House Collection." “The South Beach has everything we look for - a brilliant location, a strong local following and real character. We're keen to build on its proud history and create something truly memorable - a great pub, great food and a stylish, comfortable stay, all under one roof." “Our family has known the Watt family for decades, and having been regular visitors to the hotel ourselves, it means a great deal to be entrusted with its future. Our aim is to honour what they've built, preserve what people love about it and ensure The South Beach remains a place this town can be proud of for many years to come.” Stewart Watt, of South Beach Hotel, also commented: “For more than 45 years, our family has developed and improved The South Beach Hotel with our customers always in mind. Now it's time for a new chapter, and we're proud to be passing the hotel into the hands of Buzzworks - another Scottish, family-founded business - to take it forward and invest in its future." "We'd like to say a heartfelt thank you to everyone who has supported us over the years - our loyal customers, many of whom have become lifelong friends, and our wonderful team, past and present, who have shared the hard work, the laughter and the memories along the way." "We feel incredibly proud of what we've built and are genuinely excited for what's ahead. We wish Buzzworks every success as they take The South Beach Hotel into its next chapter, and look forward to seeing it continue to thrive for years to come." The group currently operates 24 award-winning venues across Scotland and was named Best Managed Pub Company (under 51 sites) at the 2025 Publican Awards. For more information on Buzzworks please visit here.

One of the world's leading champions of family enterprise has today launched a landmark Pledge that enables family businesses everywhere to publicly affirm the principles that set them apart: stewardship, people, community, integrity, sustainability, heritage and the sharing of knowledge. Family Business United has today launched the Family Business Pledge: a voluntary commitment open to family firms of every size, sector and generation that want to stand together and demonstrate that doing business the right way and doing business successfully are not in conflict. They are one and the same. The Pledge invites family businesses from corner shops to century-old enterprises to publicly commit to seven core principles that reflect the values at the heart of family enterprise. It is free to sign, open to all, and backed by a suite of resources to help signatories share their commitment with the world. Why the Pledge, and Why Now Family businesses are the backbone of the global economy. They employ more people, contribute more to communities and think further into the future than any other form of enterprise. Yet the pressures of short-termism, rapid technological change and globalisation can pull even the most principled business away from what matters most. Family Business United created the Pledge to give family firms a simple, powerful way to reaffirm their identity, stand with their peers and send a clear signal to employees, customers, suppliers and communities that their values are not negotiable. As Paul Andrews, Founder and CEO of Family Business United explains: “Family businesses are the oldest, most enduring form of business in the world. They are built on trust, shaped by values and driven by a desire to create something that lasts." "The Family Business Pledge exists to celebrate that, and to give family firms everywhere a way to say: this is who we are, this is what we believe, and we are proud of it." The Seven Principles of the Pledge By signing the Family Business Pledge, businesses commit to seven principles that reflect the best of family enterprise: Stewardship over short-termism: making decisions with the next generation in mind, prioritising long-term health over short-term profit. People before profit: fostering a people-first culture built on trust, respect and long-term relationships where employees are valued as individuals. Rooted in community: actively investing in the places and people around them, recognising that their success is inseparable from the communities they serve. Governance with integrity: upholding transparent, ethical governance and welcoming accountability at every level. Sustainability for future generations: taking environmental responsibilities seriously, knowing that the world left behind matters as much as the business. Preserving the founder’s spirit: honouring the values, purpose and entrepreneurial drive on which the business was founded through every transition and generation. Sharing knowledge, lifting others: sharing experience and expertise with the wider family business community and mentoring the next wave of family entrepreneurs. Open to Every Family Business, Everywhere The Pledge is deliberately open and inclusive. There is no size threshold, no sector restriction and no accreditation process. Any family business that genuinely subscribes to these principles is invited to sign, free of charge. Every signatory receives a complimentary personalised Certificate of Commitment and a digital badge from Family Business United, together with a campaign pack which gives them everything they need to share their commitment publicly, including a customisable press release, social media banners, a website news story template and other collateral. As Paul adds, “We want this Pledge to become a movement. We want family businesses in every town, every sector and every country to be able to point to it and say: we signed this because it reflects who we are." "The more businesses that join us, the louder and clearer that message becomes for the whole world to hear.” A Community United by Shared Values The launch of the Family Business Pledge marks a new chapter in Family Business United’s mission to champion, support and connect family businesses at every stage of their journey. It is the culmination of years of listening to family firms talk about what makes them different, what they stand for and what they want the world to understand about the way they do business. Family Business United will use its platform, network, events and media reach to promote signatories, share their stories and build a growing community of businesses that are proud to be family firms and proud to show it. As Paul concludes: “Signing the Pledge is not about ticking a box. It is about making a statement. It is about saying to your customers, your team, your community and the next generation of your family: these values are not just words on a wall. They are the way we run our business every single day.”

Family businesses have been the foundation of commerce for centuries. From small local shops and farms to globally recognised companies, these enterprises contribute significantly to economic growth while preserving traditions, creating employment, and strengthening communities. Their importance extends far beyond financial success. They represent resilience, responsibility, and the enduring power of shared values. One of the greatest strengths of a family business is its long-term perspective. Unlike organisations driven solely by quarterly financial targets, family-owned businesses often focus on building something that will last for generations. Decisions are made with the future in mind, balancing profitability with sustainability, reputation, and the wellbeing of employees and customers. This approach encourages thoughtful investment, careful planning, and a commitment to maintaining high standards. Trust is another defining characteristic of successful family businesses. Customers often appreciate dealing with people who have a personal stake in the company's reputation. Family owners understand that every interaction reflects not only on their business but also on their family's name. This creates a culture of accountability, honesty, and personalised service that builds loyal customer relationships over many years. Family businesses also make an enormous contribution to employment. Across the world, they collectively employ millions of people, providing stable careers and opportunities for personal development. Employees frequently become part of the extended business family, benefiting from supportive working environments where loyalty, dedication, and long-term relationships are valued. This sense of belonging often translates into lower staff turnover and stronger workplace cultures. Innovation is another area where family businesses excel. While they honour tradition, many combine decades of experience with fresh ideas introduced by younger generations. New technologies, modern management practices, and evolving customer expectations are embraced without losing sight of the values that made the business successful in the first place. This balance between heritage and innovation enables family businesses to remain competitive in rapidly changing markets. Beyond economics, family businesses play an essential role in supporting local communities. They are more likely to sponsor local events, support charities, invest in neighbourhood development, and build lasting partnerships with other local organisations. Their success often directly benefits the communities in which they operate, creating a positive cycle of growth, opportunity, and shared prosperity. Perhaps the most valuable contribution of family businesses is the example they set. They demonstrate the importance of hard work, integrity, perseverance, and collaboration. Younger generations learn practical business skills alongside life lessons about responsibility, leadership, and serving others. The process of passing knowledge from one generation to the next preserves not only commercial expertise but also family traditions and values that strengthen society as a whole. Of course, running a family business is not without its challenges. Balancing family relationships with business decisions requires communication, fairness, and careful planning. Succession planning, governance, and adapting to changing markets all require thoughtful leadership. However, families that address these challenges openly often emerge stronger, creating businesses that continue to thrive for generations. As economies become increasingly global and technology continues to transform industries, family businesses remain uniquely positioned to offer something that cannot be easily replicated: authenticity, commitment, and purpose. Their focus on people as much as profits allows them to build lasting relationships with employees, customers, suppliers, and communities alike. In a world where trust and long-term thinking are more valuable than ever, family businesses remind us that success is not measured solely by financial performance. It is also reflected in the legacy we leave behind, the communities we strengthen, the opportunities we create for others, and the values we choose to uphold. Family businesses matter because they build more than companies. They build futures. Through dedication, resilience, and a commitment to passing something meaningful from one generation to the next, they continue to shape stronger economies, stronger communities, and a stronger society for everyone.

F.Hinds has raised over £15,000 for Dementia UK following a two-month fundraising campaign involving colleagues and customers across its UK stores and Head Office. Running throughout May and June, the initiative formed part of the jeweller's ongoing commitment to charitable giving and community engagement, bringing together teams across the business to support Dementia UK, the specialist dementia nursing charity. The campaign raised both vital funds and awareness to help support families affected by dementia. A standout moment within the campaign was F.Hinds' participation in National Ear Piercing Day, delivered in partnership with leading ear-piercing specialist Studex. To mark the occasion, F.Hinds donated £1 to Dementia UK for every ear piercing carried out in store, linking one of its most popular customer services with a fundraising initiative that resonated strongly with customers and colleagues alike. The National Ear Piercing Day activity highlighted the strength of the long-standing relationship between F.Hinds and Studex, while demonstrating how retail partnerships can be used to generate meaningful support for charitable causes. Although the campaign has officially concluded, F.Hinds will continue to accept donations in stores until 30 September 2026, providing customers with further opportunities to contribute to the charity. Andrew Hinds, Chairman of F.Hinds, said: "We are incredibly proud to have raised over £15,000 for Dementia UK and would like to thank our customers and colleagues for their fantastic support. Our National Ear Piercing Day initiative with Studex was a wonderful example of how we can combine a popular customer experience with charitable fundraising, and the response exceeded our expectations. Dementia UK provides invaluable support to families across the country, and we're delighted to contribute to their important work." Joanna Sullivan, Deputy Director of Fundraising at Dementia UK, said: "We're grateful to F.Hinds and Studex for raising an impressive sum for Dementia UK. By bringing together colleagues and customers with this initiative they will help us reach people affected by dementia through our dementia specialist Admiral Nurses. The whole team at F.Hinds has impressed us throughout the partnership, and we thank them for helping us reach more people with practical and emotional support for dementia, at any stage of the condition." The success of the campaign reflects F.Hinds' wider commitment to supporting charitable causes and engaging customers through initiatives that create a positive impact beyond the jewellery sector. Looking ahead, F.Hinds will continue its fundraising efforts later this year with the return of its annual campaign in support of BBC Children in Need, launching in October.

A family-run bar and restaurant in Falkirk has opened its doors to overnight guests after securing £25,000 in grant funding through the Falkirk Growth Fund, with support from Business Gateway. The Courtyard, located on Baxter’s Wynd, was opened in 2017 by Melissa Harrison. It has built a reputation as a local favourite, drawing customers in with fresh, locally sourced food, a well-stocked bar, regular live music and karaoke nights, and now, six newly renovated, en-suite guest rooms. The rooms have been created using empty space above the bar, with the grant funding central to completing the project. The expansion has already proven a hit, attracting national attention, with The Courtyard being featured on Channel 4's Four in a Bed. The team have also seen strong demand since opening the rooms, boosting revenue with further growth forecast for the year ahead. Business Gateway adviser Ally Kale worked with Melissa to identify the Falkirk Growth Fund as a route to funding the expansion and provided ongoing one-to-one guidance as the business grew. That support extended to advice on expanding the premises and building the team to meet demand, with the package evolving alongside the business as its needs changed. Alongside the funding support, Melissa attended a digital clinic, which provided social media strategy guidance and led to an ongoing relationship with a consultant who now manages The Courtyard's social media channels. A new website, developed with further Business Gateway expert help on digital media and IT, has strengthened the business' online presence and driven bookings on the restaurant side. Together, the digital improvements have given The Courtyard a stronger platform to reach new customers and support its growth ambitions. The Courtyard also accessed Business Gateway's Low Carbon Advisory Service to explore ways to reduce its carbon footprint as it continues to grow. Melissa Harrison, owner, The Courtyard, said: “The Courtyard has always been about more than food and drink. It's part of this community, and everything we do is about making it somewhere people genuinely want to be." “The grant funding made the rooms possible, and that has changed the shape of the business. Ally and the Business Gateway team have helped us see what was achievable and supported us every step of the way.” Ally Kale, Business Gateway adviser, said: “Melissa has built something with real character in The Courtyard and it has been a pleasure to support the business in this latest stage of its growth.” The Falkirk Growth Fund is now closed to applications. Businesses looking for support are encouraged to contact Business Gateway to explore what funding options may be available to them. To find out more about how Business Gateway can help your business, visit here.

For decades, family business owners across the UK could plan their succession around a simple assumption. Build the business, hold the shares, and pass them on at death largely free of inheritance tax. That assumption ended on 6 April 2026. The reform to Business Property Relief and Agricultural Property Relief has fundamentally altered the maths of succession. Qualifying business and agricultural assets now receive full relief only up to £2.5 million per individual, or £5 million for a couple once transferable allowances are taken into account. Anything above that threshold receives just 50 per cent relief, meaning an effective inheritance tax rate of 20 per cent on the excess. For asset rich, cash poor family businesses, particularly those holding land, property or significant plant and equipment, that is not a marginal adjustment. It is a structural change to what ownership costs. The government softened its original proposal after months of protest from farmers and business owners, raising the threshold from an initially mooted £1 million to £2.5 million. But the softening has not removed the underlying problem. Families who spent the best part of a year planning for a harsher regime, some of whom sold assets, restructured ownership or accelerated succession decisions in anticipation, now find themselves reassessing plans that felt settled only months ago. As one senior tax partner put it, once a family business or farm has been sold, that decision cannot simply be undone. A Shift From Passive To Active Planning The practical effect is a wholesale shift away from what advisors have started calling dying with your boots on, the long standing habit of leaving succession until death and trusting reliefs to do the work. That approach no longer holds. Business owners now need to think about lifetime transfers, phased handovers and the structures that sit around ownership years, sometimes decades, before they plan to step back. Family investment companies are one response gaining traction. Once used mainly after a business exit to manage inherited wealth, they are increasingly being considered for trading businesses too, since tailored share classes allow older generations to retain control while beginning to transfer value earlier. Trusts, long the default mechanism for controlling succession without ceding influence too soon, have become less attractive as the relief cap limits their tax efficiency. The result is more families looking at company structures, insurance backed liquidity planning, and earlier, more deliberate conversations about who takes over and when. None of this is simply a technical exercise for accountants. It brings forward exactly the conversations that family businesses have historically found hardest to have: who leads next, on what timetable, and with what say retained by the generation stepping back. Advisors report a marked rise in succession enquiries from owners in their sixties and seventies who had assumed they had more time. The Generational Statistics Make The Stakes Clear The urgency is sharpened by numbers that have circulated in family business circles for years but now carry fresh weight. Around 30 per cent of family businesses survive into the second generation, 12 per cent into the third, and just 3 per cent into the fourth. Every additional friction point in the transition between generations, whether emotional, structural or fiscal, widens that drop off. A tax change that forces earlier, more rushed decisions without proper governance in place risks accelerating the very failure pattern the family business community has spent years trying to reverse. This is precisely why governance and succession planning cannot be treated as separate tracks. A family charter, a clear framework for how ownership, leadership and decision making will pass between generations, is no longer a nice to have exercise for the reflective family. It is the document that gives structure to decisions that tax policy is now forcing to happen sooner. Families with a charter or constitution already in place are better positioned to make lifetime transfers calmly, because the difficult questions about control, fairness between siblings, and readiness of the next generation have already been worked through, rather than being rushed alongside a tax deadline. Questions For Owners To Sit With Before the next valuation or accountant's meeting, family business owners might reflect on a few questions. Do we know, with an up to date valuation, whether our qualifying assets sit above or below the £2.5 million threshold, individually and as a couple? Have we discussed lifetime transfers openly with the next generation, or are we still assuming succession will happen at death? Is our governance framework, whether a family charter, a family council or simply a documented understanding, robust enough to support decisions being made years earlier than we originally planned? If we needed liquidity to meet a tax bill without selling land, property or shares, where would that liquidity come from? Are we confident the next generation is ready to take on more responsibility sooner than we had assumed, and have we had that conversation with them directly? The inheritance tax changes that came into force in April 2026 have done more than adjust a tax bill. They have compressed a timeline that many family businesses had left comfortably vague. Succession planning that could once be deferred to the next decade now needs to start this year. The families best placed to navigate this are not necessarily the wealthiest or the largest, but those who have already done the harder work of governance: agreeing how ownership and leadership will pass on, and building the trust that allows those decisions to be made calmly rather than under pressure. For everyone else, the message from advisors across the country is consistent and unambiguous. Start the conversation now, because the rules that once gave families the luxury of time no longer do.

Insights, one of the world's leading learning and development organisations, announced a partnership with Bahrain-based Namaa X to scale its growth across the Middle East, reinforcing its long-term commitment to one of the world's fastest-growing regions. The partnership, formalised during a recent delegation visit to Insights global headquarters in Dundee, will combine trusted regional relationships and institutional credibility, with internationally recognised expertise in self-awareness, communication, leadership and team effectiveness to strengthen Insights position across the Middle East. Celebrating 35 years in business, Insights operates in more than 100 countries, helping over 11 million people develop greater self-awareness, team effectiveness and leadership capability. Its flagship Insights Discovery learning ecosystem is available in 36 languages and is delivered through a global network of almost 4,000 Partners and 20,000 accredited Practitioners, with 48% of Fortune 500 organisations choosing Insights as their trusted people development partner. Namaa X is a growth and transformation platform serving leaders and organisations across the GCC, working with clients to design tailored solutions that strengthen leadership capability, organisational performance, innovation and workforce development. It was established by CEO Dr Dave Mackay - former Professor of Strategy and Digital Transformation at the Strathclyde Business School, Andy Mackay, Chief Operating Officer and Elvin Joseph, Chief Growth Officer. Insights Chief Executive Officer Fiona Logan said: “It was a pleasure to welcome Namaa X to our global head office in Dundee, and to formalise our partnership that will extend our presence in one of the world’s fastest-growing markets." “It’s our ambition to continue to scale globally while building a world where people truly understand themselves and others. This partnership with Namaa X will extend the opportunity for organisations across the GCC to benefit from purposeful impact through learning and development.” Commenting on the occasion, Dr Dave Mackay, Chief Executive Officer of Namaa X, said: “The Scotland delegation marks an important milestone in Namaa X’s regional growth strategy and in shaping a platform that is built around relevance, capability and measurable impact for organisations across the GCC." "Our partnership with Insights is central to this approach, bringing globally recognised expertise in self-awareness, communication, leadership and team effectiveness into an ecosystem that also includes trusted regional institutions and leading academic partners. Together, we are creating practical pathways for organisations to strengthen leaders, improve team performance and support long-term organisational transformation.”