Changes to inheritance tax (IHT) rules are set to increase the financial support provided through the Bank of Family, new research from Investec Save shows. More than one in five (22%) retired people say they plan to increase how much they give their family over the next five years as a direct result of the changes. These include bringing most unused pension funds and pension death benefits into estates for IHT purposes from 6 April 2027 and freezing IHT thresholds until April 2031. Investec Save’s research found that two out of five (40%) provided financial support for adult children and grandchildren in the past 12 months. Nearly half (46%) of them gave up to £1,000 but one in six (17%) handed over more than £5,000 in financial support during the 12 months. They were most likely to have provided help with day-to-day bills and holidays. Around 28% say they helped with everyday bills and 25% gave money for holidays or leisure spending while 28% said they gave cash but did not know what their children or grandchildren spent the money on. Around one in eight (12%) say the money they gave was for a house deposit while 7% say they helped out with mortgage or rent payments. One in 10 helped pay for childcare or activities while 9% contributed to weddings or other major family events. Giving money to family can create emotional as well as financial concerns. Nearly half (47%) of respondents with children or grandchildren worry about treating family members fairly when providing support. Over the next five years the financial value of the help for family will increase with more than half (52%) of those questioned expecting to give money. That includes 18% who expect to give £20,000 or more. Around 6% estimate they will give £50,000 or more. David Hunt, Head of Savings, Investec Bank, said: “Changes to IHT are prompting some retired people to think differently about when they support their families, with 22% planning to increase what they give over the next five years." “The sums can be significant, with nearly one in five of those planning to provide support expecting to give at least £20,000. Before making substantial gifts, people should consider how much they may need for their own retirement, potential care costs, unexpected expenses and tax treatment.” Investec Save’s range of accounts can be opened online in minutes and are fully managed online with no hidden fees or charges. The Online Flexi Saver, which currently offers 3.79% AER, is a simple and secure instant access savings account. Unlimited deposits and withdrawals are allowed. This makes the Online Flexi Saver worth considering for unexpected expenses. Its 1-Year Fixed Rate Cash ISA, which currently pays 4.95% AER, enables customers to lock in higher rates for longer, helping them grow their savings and make the most of their tax-free ISA allowance each tax year. It is available to all eligible customers, whether they are opening a new ISA to fund using their current annual allowance or transferring in an existing cash ISA from another provider. The Fixed Rate Saver offers 1-Year term at 5.00% AER, 2-Year term at 5.16% AER or 3-Year term at 5.19% AER. Interest is paid on maturity of the 1-Year term and annually on the 2-Year and 3-Year terms. No withdrawals are permitted until the end of the term in each case, and no further deposits can be made after the first seven days. In addition, its 90-Day Notice Saver, which currently pays 4.00% AER, offers unlimited deposits with withdrawals subject to 90-days’ notice. For more information on Investec Save products, visit here.

Award-winning Scottish hospitality operator Buzzworks has officially opened the doors to The Bass & Barrel in North Berwick, following a major seven-figure transformation of the former Nether Abbey Hotel. Newly opened, the new pub and restaurant marks an exciting new chapter for the well-known East Lothian property, bringing a fresh identity to the former hotel while creating a welcoming destination for locals and visitors. Designed first and foremost as a neighbourhood pub and restaurant for the North Berwick community, The Bass & Barrel will be open seven days a week, offering somewhere to eat, drink and socialise from early until late. Whether popping in for a morning coffee and breakfast, enjoying some casual family dining, meeting friends for a pint or celebrating a special occasion, guests are welcome to drop in throughout the day. Alongside its welcoming pub and restaurant, The Bass & Barrel offers 12 stylish bedrooms, perfect for a coastal getaway or a longer break exploring East Lothian, with overnight guests able to enjoy the venue's food and drink offering alongside its boutique accommodation. Behind the bar, guests can enjoy draught beers and local ales alongside a selection of wines, spirits and classic and signature cocktails. The venue's all-day dining offering celebrates quality Scottish produce and coastal flavours, with fresh seafood, prime Scotch steaks and much-loved pub classics at the heart of the menu. Working with trusted suppliers including Edgefield Craft Butchers, whose owner is from North Berwick, the kitchen showcases quality ingredients, with highlights including Grilled Scottish Langoustines and seasonal lobster, premium fish and chips and a signature four-person sharing Sunday roast served with all the trimmings. Kenny Blair, CEO of Buzzworks, said: “We’re absolutely delighted to finally open the doors to The Bass & Barrel and welcome the North Berwick community into the new venue." “A huge amount of work has gone into transforming the former Nether Abbey Hotel, and we’re incredibly proud to bring it into a new chapter. We wanted to create somewhere that feels like a proper local, with a relaxed, welcoming atmosphere where people can come together, feel at home and enjoy spending time." “We can’t wait for everyone to come in, experience The Bass & Barrel for themselves and hopefully make it a place they’ll return to time and time again.” Part of Buzzworks’ growing House Collection, The Bass & Barrel has been designed by internationally acclaimed designer Jim Hamilton, combining relaxed hospitality with timeless, stylish accommodation. Buzzworks is a B Corp-certified business and has been recognised as one of the UK’s Best Companies to Work For for ten consecutive years. The group currently operates 25 award-winning bars and restaurants across Scotland and was named Best Managed Pub Company in the UK under 51 sites at the 2025 Publican Awards.

Albany has launched ABX Exterior, a new trade-quality, multi-surface paint designed to make interior and exterior jobs more straightforward. Acting as both a primer and a finish, ABX Exterior can be used across a wide range of surfaces, helping you get the job done with fewer products. With up to 15 years of weather protection, it's built to keep performing long after the job is finished. What is Albany ABX Exterior? ABX Exterior is a water-based, multi-surface paint that can be used on new or previously painted surfaces, both inside and out. It can be applied to: • Timber and cladding • Masonry and concrete • PVC • Glass • Ferrous metals, including iron and steel • Non-ferrous metals So, whether you're tackling timber, masonry or metalwork, ABX gives you one product to reach for across multiple parts of the job. One product. Less prep. More flexibility. ABX Exterior combines primer and finish in one, helping to reduce the number of products needed for the job. It also offers stain blocking, mould resistance and rust-inhibiting protection, making it a practical choice for a range of decorating challenges. For exterior work, ABX Exterior provides up to 15 years of weather protection, helping surfaces stand up to the elements. What are the key features of Albany ABX Exterior? Primer and finish in one – fewer roducts to buy and apply Multi-surface – suitable for a wide range of exterior and interior surfaces Up to 15 years of weather protection – made to last Stain blocking – helps stop stains coming through the finish Rust inhibiting – provides protection for ferrous metals such as iron and steel Mould resistant Water-based Up to 12m² coverage per litre Touch dry in 2 hours Recoatable in 4–6 hours Minimal VOC content Two coats are recommended, with three coats recommended on ferrous metal. Available in thousands of colours Getting the right colour is easy. The tinted ABX Exterior range can be mixed to order in 5,223 colours from the Albany colour cards, giving you plenty of options to get the finish you're after. ABX Exterior is available in 1L, 2.5L and 5L sizes, so you can choose the pack size to suit the job. Ready for your next multi-surface job? If you're looking for a paint that can handle more than one surface, Albany ABX Exterior is designed to keep things simple. One product, a wide range of uses and the performance to back it up. Albany ABX Exterior is available online and at your local Brewers Decorator Centre. Find out more about how to use Albany ABX.

New report asks the world’s family business advisers one question: what single trait helps a family business last for generations? Communication and the ability to have difficult conversations named as the most important trait by advisers in 35 countries. Family Business United (FBU), the UK’s independent media, membership and advocacy platform for the family business community, today launches The Pillars of Long-Term Sustainability in Family Firms, a report built on the views of 137 family business advisers, academics and practitioners across 35 countries. Each contributor was asked the same question: if you had to name just one trait or characteristic a family business must have to succeed for generations, what would it be, and why? Their answers fall into 21 distinct themes. Communication, and in particular the ability to have difficult conversations, was named more often than any other trait. Contributors in different countries, working independently, described the same pattern. The families that last are not the ones that avoid conflict, but the ones that have it earlier, on purpose and in the right room, rather than letting it surface at the worst possible moment. Four further traits make up the report’s key traits: Adaptability with a preserved core Shared values, purpose and vision Stewardship and custodianship Governance The report also examines thirteen further traits, including trust, alignment, intentionality and preparing the next generation. Every trait includes direct quotes from contributors, a “Why This Matters” section, and conversation starters designed to be used around a family’s own table. Paul Andrews, Founder and CEO of Family Business United, said: “We expected a wide range of answers, and we got one." "What surprised us was how often advisers on opposite sides of the world arrived at the same place." "Again and again, they told us that it is not the business plan or the balance sheet that decides whether a family business lasts, but whether the family can talk honestly to each other when the subject is hard.” “No single trait works on its own. A family that talks well but has no sense of stewardship will drift, and a family that guards its legacy fiercely but cannot have a difficult conversation will eventually break under its own silence." " Longevity is built where these traits meet. I hope this report gives families a practical place to start, and I am enormously grateful to every adviser who gave their time to contribute.” The report is intended as a practical resource for business owning families, next generation members, and the advisers who support them. The report is available to order here

From the Quaker chocolate makers of the nineteenth century to the countless family firms quietly supporting their local communities today, giving back has long been woven into the fabric of family business. It is no accident. The very qualities that define family enterprise make philanthropy feel less like an obligation and more like a natural expression of who these businesses are. Walk into almost any town in Britain and you will find the fingerprints of family business generosity. A sports club whose kit is sponsored by the local builders' merchant. A hospice supported year after year by a family owned manufacturer. A scholarship fund, a community hall, a charity run with staff from a third generation retailer pounding the streets. Much of this giving goes unheralded. Family businesses tend not to shout about their charitable work, and many would be uncomfortable doing so. Yet taken together, it represents an extraordinary contribution to British society, and it reveals something important about what makes family firms different. So why does philanthropy sit so comfortably within the family business community? The answer lies in values, in time horizons, in place and in people. Values That Outlast Any One Generation At the heart of every enduring family business sits a set of values. They are often inherited from a founder who believed the business existed for more than profit alone, and they are passed down, sometimes explicitly and sometimes simply by example, from one generation to the next. The great Quaker family enterprises of the Victorian era, among them Cadbury, Rowntree and Fry, are the best known illustration. Their founders built model villages, schools and charitable trusts because their faith told them that commercial success brought a duty to improve the lives of others. Several of those trusts continue their work today, long after the businesses themselves changed hands. Modern family firms may not share the same religious motivation, but the instinct is strikingly similar. When a family's name is on the door, the business becomes an extension of the family's character. Giving back is one of the most tangible ways of showing what that character stands for. Long Term Thinking And Deep Local Roots Family businesses are famous for thinking in generations rather than quarters. Free from the pressure of quarterly reporting to distant shareholders, they can make decisions whose rewards may not be felt for decades. Philanthropy is exactly that kind of decision. Supporting education, health or the environment rarely pays back quickly, but it builds a stronger society for the children and grandchildren who will one day inherit the business. Place matters too. Many family firms have been rooted in the same town or region for generations. Their employees are neighbours, their customers are friends and their own children attend the local schools. When the community thrives, the business thrives, and when the community struggles, the family feels it personally. This sense of belonging creates a natural reciprocity. Family businesses give to the places that have sustained them, not as a marketing exercise but because they are genuinely part of the fabric of those communities. A Shared Purpose That Unites The Generations Philanthropy offers family businesses something unexpectedly valuable: a way of bringing the family together around a common purpose that sits outside the commercial pressures of the business itself. For the next generation in particular, involvement in the family's charitable work can be a powerful first step. It allows younger members to learn about governance, decision making and budgeting in a lower stakes setting. It gives them a voice in family affairs before they hold any formal role in the business. And it helps them understand, at a very practical level, what the family stands for. Giving also connects family members who will never work in the business. A cousin pursuing a career in medicine or the arts can still play a meaningful part in the family's foundation, strengthening the bonds between branches of the family and reinforcing a shared identity that might otherwise fade as the family grows. Many families find that conversations about which causes to support become some of their richest discussions. Debating what matters, and why, is a wonderful way of passing values from one generation to the next. The Many Forms Family Giving Takes Family business philanthropy is wonderfully varied, shaped by the size of the firm, the interests of the family and the needs of the community around it. Common approaches include: Family foundations and charitable trusts, giving a permanent structure to the family's giving and allowing it to continue across generations. Corporate giving, where the business itself donates a share of its profits to chosen causes. Matched giving and payroll giving, encouraging employees to give and amplifying their generosity. Volunteering, with staff given paid time to support local charities, schools and community projects. Gifts in kind, from donated products and services to the use of premises, vehicles or expertise. Local sponsorship, supporting sports clubs, festivals and community events that bring people together. Impact investment, where some families now direct capital towards ventures that combine financial return with social or environmental benefit. There is no single right model. What matters is that the approach reflects the family's values and is something both the family and the business can sustain over time. Good For The Community, And Good For The Business Family businesses rarely give in order to gain, but it would be wrong to pretend that philanthropy brings no benefits to the business itself. It does, and they are substantial. Employees, particularly younger ones, increasingly want to work for organisations whose values they share. A visible commitment to giving back helps family firms attract and retain talented people, and it builds pride among those already there. Staff who volunteer together often return to work with stronger relationships and a renewed sense of purpose. Philanthropy also strengthens the trust that family businesses already enjoy. Customers, suppliers and local partners notice when a business consistently supports the community, and that goodwill can prove invaluable in difficult times. In an era when many people are sceptical of big business, the authentic generosity of family firms is a powerful reminder of what responsible enterprise can look like. Giving Well: Bringing Structure To Generosity Good intentions are the starting point, but the most effective family philanthropy is approached with the same care as any other important family decision. As giving grows, so does the need for clarity. It helps to agree a clear purpose. Which causes matter most to the family, and why? Focusing on a small number of areas usually achieves far more than spreading support thinly across many. It is also worth deciding how the family's personal giving relates to the business's corporate giving, so that each supports the other rather than causing confusion. Governance matters here just as it does in the business. Who decides where money goes? How are requests assessed, and how is impact measured? How will future generations be brought into the process? A family foundation with clear trustees, an agreed giving policy and regular reviews can endure for decades. Many families also choose to reflect their charitable commitments in their family charter, setting out how giving fits alongside their other shared values. And as with every financial decision, take proper professional advice on the tax and legal structures available, so that the family's generosity achieves as much as it possibly can. Questions To Reflect On: What values did the founders of your business hold, and how are they expressed in your giving today? Which causes matter most to your family, and have you ever discussed them together? How closely does your charitable support reflect the community your business calls home? Are members of the next generation, and those outside the business, involved in your family's giving? Is it clear how personal family giving and the business's corporate giving fit together? Who makes decisions about giving, and how do you know whether it is making a difference? What would you like your family's philanthropic legacy to be in fifty years' time? Philanthropy sits so naturally within the family business community because it grows from the same soil as the businesses themselves: enduring values, long term thinking, deep local roots and a powerful sense of stewardship. Giving back strengthens communities, unites families across generations and builds the trust on which every great business depends. Approached with purpose and care, it becomes far more than generosity. It becomes part of a family's legacy, and one of the clearest expressions of why family business matters.

More and more family businesses now have a succession plan. Far fewer have a succession that works. The difference between the two is where legacies are won and lost. A plan sits in a drawer. A transition happens in the boardroom, on the shop floor and around the kitchen table. It happens in the conversations nobody scheduled and the decisions nobody wrote down. New research from the United States puts a number on that gap. The Family Business Consulting Group and Plante Moran have revisited landmark surveys from 1995 and 1997 to see what has changed in thirty years. Their verdict is striking. Families are completing the technical work of planning, but what the plans actually say is not consistently understood or shared. In other words, the paperwork has improved. The people have not always come along with it. Succession On Paper Succession on paper is the part advisers can tick off. It usually includes: A will and estate plan, reviewed with lawyers and accountants A shareholder agreement setting out who owns what and how shares can move Tax planning, which in the UK means close attention to Business Property Relief and Agricultural Property Relief A named successor, and perhaps a target date for the handover A governance structure, such as a board, a family council or a family charter None of this is wasted effort. In the current UK climate, with relief caps reshaping the economics of passing on a family firm, getting the technical side right has never mattered more. But a document can only record intent. It cannot create trust, build capability or settle the unspoken questions that sit underneath every handover. Succession In Action Succession in action is what happens when the plan meets real people. It is the successor leading a difficult meeting for the first time, with the outgoing generation in the room. It is a long serving manager deciding whether to back the new leader. It is a sibling who is not in the business working out what ownership now means for them. The families who do this well treat succession as a process, not an event. The plan names a date. The action is everything that happens in the years before it. Where The Gap Opens Up Listening to the journeys of so many family businesses, the gap between paper and practice tends to open in five places. The plan is a secret. Too often the senior generation and its advisers know what the plan says, and nobody else does. The US study found that education, communication and the risk of entitlement now worry owners more than competition or labour costs. A plan the family does not understand is a plan the family cannot support. Authority arrives before readiness. A successor can be handed the title, or the shares, without the judgement, relationships or experience that made the founder effective. As one recent commentary on family offices put it, there is a difference between succession on paper and succession in practice: the right to make decisions is not the same as the ability to make them well. The successor has not said yes. We often assume the next generation wants the business. The evidence suggests caution. A Sun Life survey found that only 31% of next generation members not already involved in their family business were fully willing to take it over. Independence and fear of the responsibility were the most common reasons for hesitation. The outgoing generation does not let go. A handover with no real handing over is one of the most common, and most damaging, patterns in family business. The successor gets the office but not the authority, and everyone in the business notices. Leadership and ownership are confused. Plans often treat them as one thing. In practice, a family can keep ownership while bringing in outside leadership. Deloitte found that 13% of surveyed family businesses had a non family chief executive, rising to 26% expected after succession. That can be a strength, but only if the family has agreed what kind of owners it wants to be. Closing The Gap The good news is that the gap can be closed. It takes time and honesty rather than more paperwork. Talk about the plan, not just around it. Share its intent with the wider family and senior team, even if every detail is not yet settled. People support what they understand. Ask the next generation, and listen to the answer. Make it safe for a potential successor to say no, or not yet. A reluctant leader is a bigger risk than an empty chair. Build an overlap period. Give the successor real responsibility while the outgoing leader is still there to coach, not to correct in public. Agree in advance which decisions transfer, and when. Bring in a bridge where it helps. A trusted non executive director, adviser or interim leader can steady the business and mentor the successor. Separate the ownership conversation from the leadership one. Decide what it means to be a good owner, whether or not you also run the business. Review the plan as a living document. Revisit it every year, and every time the family or the business changes. A plan written for one set of circumstances rarely survives another unchanged. Questions To Reflect On If your successor were asked today what your succession plan says, could they answer? Has your chosen successor genuinely said yes, or have you assumed it? Which decisions will you hand over first, and how will everyone know they have moved? What would the business need from you if you stepped back tomorrow? Does your family agree on what it means to be a good owner, separate from running the business? A succession plan is necessary, but it is not enough. The families who pass on their businesses successfully treat the plan as the start of the conversation, not the end of it. They prepare people as carefully as they prepare paperwork. They give the next generation a genuine choice, a real runway and the authority to lead. Succession on paper protects the assets. Succession in action protects the legacy.

Artificial intelligence is everywhere. It is in the headlines, in board papers and increasingly in the questions the next generation asks around the family table. For many family business owners, it also brings a quiet worry: that everyone else understands it, and they have somehow been left behind. They have not. Ask ten business leaders what AI means for their company and you will get ten different answers, most of them uncertain. A survey by the Prairie Family Business Association in the United States found significant uncertainty among family firm owners about both the benefits of AI and how to put it to work. At the same time, the larger players are moving. Deloitte's global study of 1,587 family businesses with revenues of at least $100 million found that 86% have now adopted AI in some form. The gap between the curious and the committed is growing. This feature sets out to cut through the noise. It explains what AI actually is, separates myth from reality, and offers ten practical steps to help your family and your business start the conversation. What AI Actually Is Strip away the jargon and AI is simply software that can do tasks we used to think needed a person. It can read and write text, spot patterns in numbers, answer questions and summarise long documents in seconds. Most family businesses will meet AI in three ways: Tools you already use getting smarter. Your accounting software, email, customer systems and office tools are adding AI features, often without much fanfare. AI assistants. Tools such as Claude, ChatGPT or Microsoft Copilot can draft letters, analyse spreadsheets, prepare meeting notes and help you think through a problem. Bespoke applications. Larger firms may build AI into specific processes, such as forecasting demand, checking quality on a production line or handling routine customer enquiries. The important point is this. AI is a tool, not a strategy. The question is never "should we do AI?" It is "where could this help us do what we already do, better? Myths & Realities The Myth The Reality AI is only for big tech companies Many useful tools cost a few pounds a month per user and need no technical skills AI will replace our people Most firms use it to take routine work off people's desks so they can focus on customers and judgement We need a big project to get started The best starting point is usually one small, everyday task AI is always right It can make mistakes and state them confidently, so a person should always check what matters It is a matter for the IT team It touches strategy, people, risk and values, which makes it a matter for the family and the board It is too late to start Plenty of businesses are still at the beginning, and starting thoughtfully beats starting first Why Family Businesses Are Well Placed It is easy to assume family firms are at a disadvantage when it comes to new technology. In truth, they have some real strengths: Long term thinking. Family businesses do not have to chase quarterly results. They can invest patiently and choose the right moment, rather than the fashionable one. Speed of decision. With fewer layers between the owners and the shop floor, a family firm can test an idea on Monday and decide on it by Friday. Values as a compass. AI raises questions about trust, privacy and how people are treated. Families with clear values already have a framework for answering them. A built in bridge between generations. The next generation often brings fluency with technology. The senior generation brings judgement and knowledge of the business. AI is a natural project for them to work on together. The one area where caution is needed is governance. KPMG's 2026 US Family Business Report found that 86% of family businesses are piloting or using AI, yet only 40% have a formal framework for governing it. Enthusiasm is running ahead of oversight. Ten Steps To Get The Conversation Started Put it on the agenda. Make AI a standing item at your next board meeting or family council, even for twenty minutes. Naming it takes away much of the mystery. Start with curiosity, not a decision. Agree that the first conversation is about learning, not committing money. That makes it easier for everyone to ask the questions they are embarrassed to ask. Try it yourself. Spend an hour using an AI assistant on a real task, such as drafting a letter or summarising a report. First hand experience beats any briefing paper. Invite the next generation to lead a session. Ask a younger family member, or a keen employee, to show the rest of the family what the tools can do. It builds confidence and gives the next generation a meaningful role. Ask your people where the pain is. Your team knows which tasks are repetitive, slow or frustrating. That list is your best map of where AI could help first. Pick one small pilot. Choose a single, low risk task, set a clear goal and a time limit, and measure the result. Small wins build momentum and trust. Agree some ground rules early. Decide what information must never go into public AI tools, who checks AI generated work, and who is accountable. A simple one page policy is a strong start. Test it against your values. Ask how each use of AI affects your customers, your staff and your reputation. If it would feel wrong to explain it to a loyal customer, think again. Talk to your advisers and peers. Your accountant, lawyer and fellow family business owners are all wrestling with the same questions. Learning from others is quicker and cheaper than learning alone. Review, learn and repeat. Come back to the conversation every quarter. Share what worked, what did not, and what you want to try next. Treat AI as an ongoing journey, not a one off project. Questions To Reflect On When did your family last talk openly about technology and the future of the business? Which tasks in your business take the most time and add the least value? Who in your family or team is already experimenting with AI, and are you learning from them? What would you never want AI to do on your behalf, and have you written that down? How could AI help you hand on a stronger business to the next generation? AI is not magic, and it is not a threat to everything that makes a family business special. It is a set of tools, and like any tool its value depends on the hands that hold it. Family businesses already have what matters most: patience, clear values and generations who can learn from each other. The first step is not a big investment. It is a conversation. Start it this month.

One of the UK’s largest plant nurseries, Johnsons Nurseries Ltd, has continued its long-standing relationship with the five-star luxury resort, Rockliffe, supplying more than 17,000 plants and trees for its newly landscaped grounds as part of its multimillion-pound transformation. Set within 375 acres of historic parkland near Darlington, Rockliffe has undergone an extensive transformation, including the restoration of its Grade II-listed Old Hall, enhanced accommodation, new dining experiences, and the creation of a standalone restaurant pavilion named Atlas. The ambitious project has seen the resort's gardens and outdoor spaces transformed to complement the renovated and new buildings, creating an attractive and welcoming environment for guests. The landscape and planting scheme was designed by Colour Landscape Architects, while Johnsons Nurseries supplied an extensive selection of shrubs, trees, instant hedging, ornamental grasses, flowering perennials and topiary, creating year-round interest throughout the newly landscaped grounds. Among the varieties supplied were mature Scots pines, multi-stem Amelanchier lamarckii and Magnolia trees, alongside instant Carpinus betulus hedging and ornamental Taxus baccata topiary. The planting scheme also features an extensive mix of flowering perennials and ornamental grasses, including Anemone 'Honorine Jobert', Geranium 'Rozanne', Rudbeckia 'Goldsturm', Calamagrostis and Deschampsia, providing seasonal colour, texture and movement throughout the gardens. The landscaping was carried out in-house by Rockliffe’s Estates team, led by Head of Engineering & Estates Phil Mennell. Despite one of the hottest and driest summers, the team worked tirelessly to establish thousands of plants and trees, extensive hedging and new lawn areas, overcoming challenging conditions and tight deadlines to complete the grounds ahead of the resort's reopening. Group Managing Director at Johnsons Nurseries, Graham Richardson, said: "We're incredibly proud to have supplied the plants for Rockliffe’s newly transformed gardens as part of this prestigious development." "From the restoration of the historic walled garden to this latest transformation, it's rewarding to see how the grounds have evolved. The finished gardens look fantastic, and we're delighted to have played a part in creating outdoor spaces that guests can enjoy for years to come." Phil Mennell, Head of Engineering & Estates at Rockliffe, added: "This has been one of the most ambitious landscaping projects we've undertaken at Rockliffe, and I'm incredibly proud of what our Estates team has achieved. Working closely with Johnsons Nurseries has been invaluable, ensuring we had the quality and variety of plants needed to bring the designs to life." "It's been fantastic to see the gardens transform, and I'm looking forward to watching them establish and mature for our guests to enjoy for many years to come." Emma Fletcher, Director at Colour Landscape Architects, said: “Johnsons have been a great support on the delivery of the new gardens at Rockliffe, assisting us on species choices and availability from early design stages and providing flexibility in deliveries to align with the challenging project programme." "We are delighted that the completed gardens have been so well received, and a large part of that is the impact that the planting beds and stock have had.” The completed gardens complement the resort's historic parkland setting, enhancing the guest experience and marking another chapter in Johnsons' long-standing relationship with Rockliffe, which reopened at the beginning of September.

A village bowling club has two reasons to celebrate after securing funding for a new shelter and topping off a successful season. Mayfield Crown Green Bowling Club feared they would be without refuge from the elements when their Conygree Lane recreation ground shelter was destroyed by storms at the beginning of the season. But an appeal to the local community produced heart-warming support for the 30-strong club which has been a part of the village sports scene since 1990. Local businesses and The Royal Oak village pub, where players meet after practice sessions, made donations while JCB topped up the funds with £750 to ensure they hit the £2,700 target. The support has spurred on the club to a successful season competing in the South Derbyshire Crown Green Bowling Harold Fellows Monday night league, along with two teams in each of the Uttoxeter Saturday League and Over 55s League. Club Chair Rita Blood said: “We didn’t know what to do when we lost the shelter at the beginning of the season because we are a small club and we run on a limited budget year to year, but we have been humbled by the support of JCB and we are tremendously grateful for their generosity." “This season, our A Team has won the Uttoxeter League Division 1 and our Veterans A Team has come runner-up in the Vets League Division 1 - both for the third year running. Meanwhile, team member Alan Blood has won the Averages in both the Division 1 Saturday League and Vets Division 1 League. We also managed to stay up in Division 2 of the Harold Fellows League, which is a real achievement for a small club like ours.” New members are welcome every Saturday afternoon at the Playing Field bowls green or contact Secretary/Treasurer Mark Jennings on 07866 809443, for more information. Photo: Members of Mayfield Bowling Club celebrate securing funding for their new shelter.

Ahead of the Budget on 28 October and amid widespread debate over recent changes to inheritance tax reliefs, new research from Russell-Cooke finds that less than a quarter of family business owners are confident their business will still be under family control in ten years’ time, while around one fifth believe that inheritance tax, or other estate planning issues, may result in the business no longer being family-owned. A new survey of family business owners by law firm Russell-Cooke has revealed that less than a quarter are confident that their business will still be in the family in 10 years’ time. Just published, The Future of Family Business: Survival, succession and stewardship in modern Britain, reveals a growing confidence gap among UK family businesses as owners look to the future. The report is based on a survey of more than 500 UK family business owners conducted in partnership with YouGov, alongside interviews with business owners, advisers and wealth specialists. The report finds that while family businesses remain resilient, survival is becoming increasingly planned, professionalised, and less automatic than in previous generations. Key findings Nearly two-thirds (63%) of owners are very confident their business will remain family-owned over the next two years. However, this falls to 38% when looking five years ahead, while just 24% believe their business will still be family-owned years beyond the next decade. 71% of family business owners identify business costs as one of their biggest current concerns. 57% point to political and economic uncertainty, while 43% highlight taxation and 38% cite regulatory and compliance burdens. One in three believe that the absence of a suitable or willing successor could ultimately bring family ownership of the business to an end. Nearly 30% would consider selling if presented with the right acquisition offer. More than one in five would consider selling in response to recent inheritance tax changes. Only 45% are confident that future inheritance tax liabilities could be met without selling part or all of the business. One of the clearest findings from the research is that family businesses do not face identical challenges. The research also highlights a growing divide between smaller and larger family businesses when it comes to succession planning, finding that larger firms are generally better prepared for long-term transitions, benefiting from more formal governance structures, clearer succession plans and less reliance on individual family members. In contrast, smaller family businesses are more likely to depend on informal arrangements and personal relationships, leaving them potentially more exposed when leadership transitions arise. James Cook, Partner at Russell-Cooke, notes that: “Family businesses have always demonstrated remarkable resilience, and that remains true today. What our research brings into focus is the widening gap between owners’ confidence in the business itself and their confidence that it will remain under family ownership in the future.” “The traditional assumption that ownership will naturally pass from one generation to the next can no longer be taken for granted. Owners are operating in an environment shaped by rising costs, economic uncertainty, changing tax rules and increasingly complex family dynamics. Against that backdrop, succession is becoming one of the defining challenges facing family businesses.” “Successful succession is about far more than transferring wealth or shares. It requires families to prepare future leaders, align their family and business interests, and put structures in place that support informed and sometimes difficult decisions.” “The forthcoming Budget will be watched closely by family business owners. At a time when many are already uncertain about whether their businesses can remain within the family, further tax uncertainty risks making long-term planning even more difficult. Whatever the fiscal environment, the findings of our research underline the importance of beginning succession conversations early and considering the full range of ownership, governance and tax implications to make the transition as smooth as possible.” The report concludes that businesses most likely to thrive over the next decade are those planning early, developing future leaders, strengthening governance, and addressing potential succession challenges before they become disputes. See a link to the full report on the website here.

Britain’s oldest brewer, Shepherd Neame, is celebrating a number of accolades received throughout October, recognising the quality of its beers, the success of its pubs and the achievements of its team members. Its bottle-conditioned Kentish Strong Ale, 1698, has led the way, securing Gold at both the Great British Food Awards and the Taste of Kent Awards (TOKAs). At the Great British Food Awards, held in London on October 6, 1698 took Gold in the Beer and Lager category. Whitstable Bay Pale Ale and Spitfire Amber Ale each received Bronze in the same category, while Whitstable Bay 0.5% Pale Ale won Bronze in the Alcohol-Free category. Just two days later, 1698 was named Kent Beer of the Year at the Taste of Kent Awards (TOKAs), held in Gillingham on October 8. The TOKAs are the longest-running food and drink awards in the South East, celebrating excellence across Kent’s culinary sector. Shepherd Neame also secured two further accolades in the Kent Beer of the Year category, with Whitstable Bay Pale Ale receiving Silver and Bishops Finger taking Bronze. Spitfire Amber Ale was also Highly Commended in the Best Local Beverage Brand category at the Kent Life Food and Drink Awards, held on October 6. Shepherd Neame’s Director of Brewing Mike Unsworth said: “We are delighted to receive these awards for our range of ales and lagers. As Britain’s oldest brewer, we are proud that our continued innovation and commitment to quality continues to be recognised.” The Brewery’s pub estate has also enjoyed success, with several venues recognised for their food, hospitality and sustainability initiatives. The Dove in Dargate, run by Will Shenow-Brady and Sophie Webb, received Silver for Kent Dining Experience of the Year at the TOKAs. At the Kent Life Food and Drink Awards, The Three Mariners in Oare was Highly Commended for Pub of the Year, thanks to its elevated food menu that has been in place since licensees Nadine Barnard and Kyle Simmons took over in 2024. The Old House at Home, Dormansland, received further recognition for its environmental initiatives, with a nomination for the Sustainability Award at the BII National Innovation in Training Awards (NITAs). The village pub previously won Community Sustainability Hero at the PubAid Community Pub Hero Awards and Sustainable Pub of the Year at the Shepherd Neame Pub Awards earlier this year. Shepherd Neame’s commitment to developing talent has also been recognised, with four members of its team shortlisted across individual categories at this year’s NITAs, alongside the nomination for The Old House at Home. Apprenticeship Lead David Everett has been nominated for Training Professional of the Year, recognising his work in supporting the development of the Brewery’s apprentices. Joshua Lane, from The George Hotel, Cranbrook, and Nikita Tarasenko from the Duke of Cumberland, Whitstable, are both shortlisted for Hospitality Apprentice of the Year (Back of House). Joshua has earned finalist places at the prestigious Salon Culinaire culinary competition for the past two years, while Nikita has progressed from Kitchen Porter to Level 3 Chef de Partie Apprentice, demonstrating outstanding resilience and determination. Tom Smith, who has progressed from Apprentice Brewer to Brewing Operative after joining Shepherd Neame in 2025, is nominated for the Rising Star Award. His passion for brewing led to the development of limited-edition New Zealand Hazy Pale Ale, released last December, which remains in production due to its popularity. David Everett said: “We are thrilled that the Shepherd Neame Apprenticeship programme has been recognised with these nominations. This proves that continuing to invest in our team members’ professional development is worthwhile and, when given the opportunity, our apprentices can deliver something truly special.” The NITA winners will be announced on November 19. Further recognition of Shepherd Neame’s commitment to developing talent has come through the recently published fifth edition of the Family Business Apprentice Employers Report. The Brewery ranked sixth in both the Top Family Business Apprentice Employers and Largest New Apprentice Employers lists, and third in the Top Firms with the Most Graduating Apprentices list. Find out more about Shepherd Neame.

The people of Partick will continue to enjoy affordable, healthy food and a welcoming place to socialise at Annexe Communities' community café, thanks to new funding that will help hundreds of people access lunches over the coming months. For almost forty years, Annexe Communities has supported people across the west of Glasgow through a wide range of activities designed to improve health and wellbeing as well as social connection. Based in the Annexe Healthy Living Centre in Partick, their popular Annexe Café plays an important role in local life, offering a space where people can come together, enjoy a meal and access wider activities and support services. As the cost-of-living crisis continues to put pressure on households across the UK demand for affordable food options has continued to grow, and Annexe Communities has been working to ensure their café remains accessible and affordable to everyone who visits. To support that work, the organisation has received £1,800 from the Allied Vehicles Charitable Trust. The funding will be used to provide 300 lunch vouchers to help locals access healthy meals at the café. Kashif Anwar, General Manager at Annexe Communities said: “We are really grateful to Allied Vehicles Charitable Trust for this £1,800 grant. It will make a real difference to our community café, helping us keep the café welcoming and accessible to people in our local community." “The funding will help us provide good-quality meals and offer support to residents who may be struggling financially, while also helping us continue to involve and support our volunteers. It means we can make sure that people who need a little extra support can still enjoy a warm meal and a welcoming place to come together.” The lunch vouchers will be free or subsidised and given to individuals and families who may be struggling due to low income, the rising cost of living, or who are experiencing temporary financial difficulty. They will be distributed by Annexe staff and volunteers, and also through local partners such as housing providers and community organisations, to make sure support reaches those who need it with dignity and compassion. David Facenna, Corporate Culture Director at Allied Vehicles Ltd, added: “Community cafés do much more than provide food. They create opportunities for people to connect, take part in local activities and feel part of their community. We are pleased that this donation will help Annexe Communities provide 300 lunch vouchers and continue the excellent work it does to support local residents.” The funding will help ensure the café remains a welcoming hub at the heart of the community, enabling more people to share a meal, build connections and access support when they need it.